2024/2025 KAN-CCMVI2136U Corporate Strategy
English Title | |
Corporate Strategy |
Course information |
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Language | English |
Course ECTS | 7.5 ECTS |
Type | Elective |
Level | Full Degree Master |
Duration | Summer |
Start time of the course | Summer |
Timetable | Course schedule will be posted at calendar.cbs.dk |
Min. participants | 30 |
Max. participants | 60 |
Study board |
Study Board for cand.merc. and GMA (CM)
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Course coordinator | |
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Main academic disciplines | |
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Teaching methods | |
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Last updated on 07/11/2024 |
Relevant links |
Learning objectives | ||||||||||||||||||||||||||
The goal of this course is to develop a better
understanding of the link between theory and practice within the
content of the course. In the exam, students must demonstrate this
ability through an in-depth case analysis. Specifically, the
learning objectives are demonstrated in the exam to the degree to
which students can perform along the following dimensions:
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Course prerequisites | ||||||||||||||||||||||||||
Completed Bachelor degree or equivalent | ||||||||||||||||||||||||||
Examination | ||||||||||||||||||||||||||
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Course content, structure and pedagogical approach | ||||||||||||||||||||||||||
This course takes a pragmatic approach towards the application of strategy in the corporate management context. The strategy topics of the course deal with the management of different businesses and product-market activities within the umbrella of the larger, typically multinational, enterprise. Hence, the course focuses on the effective management of business entities operating across different product-markets and thereby builds on the business strategy perspectives concerned with firm positioning in industry specific product-markets. Effective corporate strategy relates to business expansion. One of the fundamental challenges is to lead and structure the firm so that its different parts provide a genuine contribution to global, corporate performance. Upon completion of this course the students should be equipped to address essential corporate strategy issues and analyze complex enterprises. As a result, students will be able to assess strategic risks and opportunities for the firm itself but also for its stakeholders, such as employees or investors, both nationally and internationally. |
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Description of the teaching methods | ||||||||||||||||||||||||||
The course will emphasize open discussions and
uses a mixture of theory and case studies to engage students in the
classroom. The course rests on 10 compact, immersive sessions in
the first two weeks followed by a recap period for the students
which is supported digitally in week 3. The sessions provide
students with opportunities to develop new skillsets while working
in small teams, such as contrasting opinions and developing joint
solutions.
We intend to engage in a dialogue-based teaching approach. Thus, to gain the most benefit from class sessions students should be prepared to take active part in discussions and to prepare the readings thoroughly. In line with our learning objectives, we boost the interactive and practice-oriented components of the course. Some suggested guidelines for preparation: • Prepare the readings. • Identify important issues, concepts, and perspectives presented in the texts. • Think about how theoretical approaches introduced and discussed in the readings may be applied in practical strategy considerations. • Consider if there are inconsistencies and potential shortcomings associated with the presented analytical approaches. |
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Feedback during the teaching period | ||||||||||||||||||||||||||
The design of the course follows a proactive feedback philosophy by ex-ante mirroring the exam. Students are repeatedly exposed to learning objectives, exam sub-tasks, and situations during selected exercises and lectures. In these preparation sessions, students are debriefed and can ask for detailed feedback on their own performance. Hence, they have opportunities for reinforced learning based on exam-relevant tasks and feedback all along the course, and well before they enter the actual exam. Parts of the final lecture are used to recap material, provide overarching feedback and invite detailed student questions. | ||||||||||||||||||||||||||
Student workload | ||||||||||||||||||||||||||
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Further Information | ||||||||||||||||||||||||||
3-weeks course that cannot be combined with any other course.
Preliminary Assignment: The course coordinator uploads Preliminary Assignment on Canvas at the end of May. It is expected that students participate as it will be included in the final exam, but the assignment is without independent assessment and grading. |
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Expected literature | ||||||||||||||||||||||||||
The course is based on a combination of: textbook, scientific articles, case studies. The textbook is: Robert M. Grant. Contemporary Strategy Analysis, 11th Edition. All additional readings can be accessed via CBS Library. Please note that there might be some changes in the final readings before the respective class sessions. These changes will be announced via Canvas, which will also be used to communicate other course-related information such as illness of teachers. |