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2022/2023 KAN-CCMVV4069U Global Strategy: Managing risks and seizing opportunities in a turbulent world
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| Global Strategy: Managing risks and seizing opportunities in a turbulent world |
Course information |
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| Language | English |
| Course ECTS | 7.5 ECTS |
| Type | Elective |
| Level | Full Degree Master |
| Duration | One Quarter |
| Start time of the course | First Quarter |
| Timetable | Course schedule will be posted at calendar.cbs.dk |
| Study board |
Study Board for MSc in Economics and Business
Administration
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| Last updated on 11-02-2022 | |
Relevant links |
| Learning objectives | ||||||||||||||||||||||||||||
Upon completion of the course, and against the
backdrop of the course literature in its entirety, the student
should be able to:
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In recent years, climate changes, geopolitical instability, cyberattacks, disruptive technologies, and - not least - the COVID-19 pandemic have made the global business environment considerably more turbulent and unpredictable. In which ways are international firms responding to this increased turbulence and uncertainty? The course outlines different strategic options for risk mitigation available to firms that operate globally or contemplate to do so.
Placing the student in the seat of the manager, the course revolves around the basic questions of how managers can mitigate risk and how they can seize the opportunities associated with turbulence and uncertainty. The answering of these questions confronts the student/manager with several managerial trade-offs, such as those between incurring risk preclusion- and risk remediation-related expenses, or between cost efficiency and imitability of location flexibility - tradeoffs that have to be balanced and possibly changed.
Course structure: The course is introduced with a definition and account of the key construct ‘uncertainty’. Three learning modules, each dealing with a distinct risk management strategy, follow the introduction: (i) “The safeguarding strategy” in which the firm aims for containment of risk; (ii) “The agility strategy” where the firm creates options for managing risk; and (iii) “The embracing strategy” in which the firm is thriving from risk. A final session summarizes the course takeaways and evaluates the learning outcome of the course. |
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| Description of the teaching methods | ||||||||||||||||||||||||||||
| The course consists of a total of nine lectures
and two workshops. The course activities are organized in a blended
learning format and will take place as lectures on campus,
pre-recorded content, and live on-line sessions. In the lectures,
there is an emphasis on open discussions and we will use a mixture
of theory and cases.
Case discussions In several of the course sessions, there will be a discussion about a business case. These cases can be bought from the publisher (via link on Canvas). Case discussions depend upon the active participation of the students. The student must get involved and take a great deal of—in fact, the primary—responsibility for his or her learning. The instructor guides students through the case discussion by asking questions that refine and improve students' understanding, and to clarify the applicability of general concepts to other business settings. Although there is generally not one correct answer, the instructor will guide the students to the best answer. To facilitate the active engagement of each participant, the instructors will form case discussion groups in the beginning of the course. The group is the main forum for preparation and discussion of the case questions. Each group will consist of 4-5 students and will be randomly formed which should mirror the diversity in the class. In the introduction session, we will explain what we expect from the groups and how they will function. Workshops In addition to the lectures, there are two workshops, which focus on writing the synopsis. In the first workshop, the focus will be on presenting ideas and receiving feedback from your peers. The second workshop is allocated to student presentations of draft case synopses. Groups of students are asked to give a short case analysis, applying the concepts and theories discussed in the course so far. |
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| Feedback during the teaching period | ||||||||||||||||||||||||||||
| Students get the opportunity to practice the case synopsis in class. They will receive feedback from both the teachers and their peers. The students are encouraged to choose their own case in order to bridge the theoretical course content with the students' business domain interests. | ||||||||||||||||||||||||||||
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| Expected literature | ||||||||||||||||||||||||||||
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Course readings are listed according to the sequence of course sessions:
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Last updated on
11-02-2022