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7008IBA Global Strategic Management Semester 2, 2005 1 Last ... 7008IBA Global Strategic Management Semester 2, 2005 1 Last ... Document Transcript

  • 7008IBA Global Strategic Management Semester 2, 2005 GRIFFITH UNIVERSITY DEPARTMENT OF INTERNATIONAL BUSINESS/GRADUATE SCHOOL OF MANAGEMENT COURSE CODE: 7008IBA COURSE TITLE: GLOBAL STRATEGIC MANAGEMENT, SEMESTER 2, 2005 IDENTIFYING INFORMATION Year of offer: 2005 Credit point value: 10 Semester of Offer: 2 Student Contribution Band: 2 Course Level: Postgraduate Program for which course is designed: Status of course within Program: MIB Master of International Business Core Pre-requisites: NIL Co-requisites: NIL Prior assumed: NIL Course Convenor: Contact details: Professor Yan Islam: Phone (07) 387 55154 FAX Number (07) 387 55111 Location N06 -1.19 Campus Nathan Department of International Business and Asian Studies Email I.Islam@griffith.edu.au Teaching Team: Contact details: As above Consultation Times: To Be Announced at commencement of class Objectives This course is guided by the theme that one can delineate durable principles that are applicable to many different strategic situations. Drawing on economics and related fields, the course seeks to demonstrate how firms compete and organize themselves both in domestic markets and in the global arena. The course does not purport to develop a menu of ‘strategic recipes’, but encourages students to develop a broad-based analytical toolkit that facilitates strategic decision-making. At the successful completion of this course, students should have the ability to: Understand recent developments in the field of corporate strategy 1 Last Updated: 31/08/05YI
  • 7008IBS Global Strategic Management Semester 2, 2005 Appreciate the strengths and weaknesses of general theories and models that seek to explain the key forces that shape strategic decision-making at the organization level Apply the core ideas introduced in the course to real-world situations faced by firms in both domestic and international business Appreciate the challenges faced by managers in an era of globalization. Organization and teaching methods There will be one seminar-style class discussion led by the lecturer. Each class will have a scheduled duration of three hours. The entire course will be conducted over 12 weeks (1-12, with the 13th week devoted to review and preview of the final examination). Formal presentations by students on a selected topic are a core element of classroom activity and will commence in week 5 and end in week 13, representing eight sessions. Assessment There are three assessment items: 1. One individual/group (depending on class-size) presentation of a designated topic under the generic title leading organizations of the world: 20 points 2. One written assignment, entailing strategic analysis of a globally-based industry, ranging between 3000 to 3500 words, to be submitted by 5:00 PM, Friday, week 10: 40 points 3. An end-of-semester examination with duration of two hours: 40 points. Please note that a minimum mark of 40 per cent in the end-of-semester examination is needed to pass the course. Assessment items: salient details Assessment item 1: Presentations on leading organizations of the world will entail the selection of a globally oriented organization drawn from any part of the world. They could be from the list of Fortune 500 or the list of the world’s 100 largest companies (see UNCTAD – www.unctad.org). They could also be publicly funded international institutions, such as the World Bank and the IMF (see www.worldbank.org and www.imf.org). Students are required to: 1. offer a sketch of the historical evolution of the selected organization 2. examples of major strategic initiatives that have been undertaken in recent years 3. the key forces that have shaped such initiatives 4. the organizational vision for the 21st century. Assessment item 2: This will entail a strategic analysis of one of the following industries: 1. The global airlines industry 2. The global aircraft industry 3. The global semiconductor industry 4. The global telecommunications industry 5. The global fast food industry 6. The global passenger motor vehicle (PMV) industry 7. The global steel industry 8. The global shipbuilding industry 2 Last Updated Wednesday, 31 August 2005YI
  • 7008IBS Global Strategic Management Semester 2, 2005 9. The global banking and/or insurance industry 10. The global pharmaceutical industry The strategic analysis should follow the framework developed in the prescribed text (BDS, chapter 10). The process of preparing for assessments 1 and 2 commences in week 2 and concludes by week 4. At the end of lectures in week 4, students are expected to: 1. Finalise selection of topic after undertaking preliminary research to ensure that the selection is in line with their aptitude and capacity to undertake the necessary work 2. Receive advice from the instructor, following discussion and deliberation, on the availability of resources to undertake the assignment and re-affirmation of assessment criteria 3. Receive advice from the instructor on the schedule and format of class presentations. Through the process of preparing for assessments 1 and 2, and through successful completion of the assessment items within the required time-frame, students are expected to demonstrate a high standard of self-management, inter-personal and teamwork skills. A major element in postgraduate study is a commitment to research and presenting the results of research in a way that reflects the standards required by the University. For assessment items 1 and 2, there is a requirement to go outside the narrow boundaries of textual analysis. Students are expected to analyse the case studies against a background of the range of business theory and business strategies taught in this course throughout the semester. Assessment item 3 (End-of-semester examination): The examination will have two sections. 1. Section 1 – worth 20 points - entails an assessment based on a framework of multiple-choice questions requiring prompt responses. It is expected that the completion of this part of the examination will take about one hour. 2. Section 2 – worth 20 points – entails an in-depth analysis of a topic (to be selected out of three topics), to be written in a discursive mode, that relate directly to designated lectures and textual material. It is expected that this part of the examination will take about 1 hour. Assessment Criteria: Items 1 and 2 For both items, students will be judged on their presentation skills, logical clarity, ability to arrive at critical judgements, and ability to relate and apply core issues and concepts to organisation-specific and country-specific contexts. For item 2, students will be expected to demonstrate a high standard of written communication skills. Item 3 Students will be judged on their ability to demonstrate their knowledge of key issues in global strategic management (sections 1 and 2 of examination), the ability to demonstrate prompt responses to problem-oriented issues (section 1 of the final examination), logical clarity, 3 Last Updated Wednesday, 31 August 2005YI View slide
  • 7008IBS Global Strategic Management Semester 2, 2005 ability to arrive at critical judgements, ability to offer analyses within the space constraints of a written exam, and the ability to demonstrate high standards of written communication skills (section 2 of the final exam). In sum, assessments 1 to 3 are designed to facilitate, foster and enrich the following skills: • teamwork and inter-personal skills • self-management skills • information, adaptability and learning skills • problem-solving and decision-making skills • analytical and critical evaluation skills • oral and written communication skills. All work submitted for assessment items 1 and 2 must be referenced in a way, which is consonant with the Graduate School of Management’s standards for referencing. The Harvard system of referencing is preferred and the 7021GSM course website contains a complete guide to referencing and restates principles established during the orientation activities to your MBA degree program. Please refer to the Administration section of this outline at Paragraph 7.0 for general criteria for the award of grades. Assessment Item 1 – Presentation on Leading Organisations of the World - marking criteria Marks will be awarded on the following basis • Analysis and content 10 • Oral communication skills 5 • PowerPoint Presentation 5 Total 20 Research sources to be shown on last slide of Power Point Presentation. Assessment Item 2 - Industry analysis- marking criteria Marks for this assessment item will be awarded on the following basis: • Executive summary 5 • Case analysis 25 • Conclusions & recommendations 5 • Report presentation, including content- based references 5 Total 40 Text and supporting materials Prescribed text: Besanko, D; Dranove, D and Stanley, M (2004) Economics of Strategy, 3rd edition, John Wiley and Sons (henceforth BDS) 4 Last Updated Wednesday, 31 August 2005YI View slide
  • 7008IBS Global Strategic Management Semester 2, 2005 Recommended text: Oster, S (1999) Modern Competitive Analysis, 3rd edition, Oxford University Press (henceforth Oster) The lecturer reserves the right to draw attention to further reading as the course progresses, esp. media-based current affairs articles. In addition, students are encouraged to consult professional journals that publish research papers on strategic decision-making in a global context. Prominent examples include: Strategic Management Journal California Management Review Columbia Journal of World Business Harvard Business Review Journal of International Business Studies. Journal of Long Range Planning Monitoring and Evaluation The course will be monitored and evaluated using standard survey instruments employed by the Graduate School of Management. The inputs from such exercises will be used to improve the delivery of teaching services. Proposed schedule and content of weekly classroom sessions Note: This course uses review questions (posted in advance on the course website) to facilitate classroom discussion rather than formal lecture notes. At the end of each lecture session, the discussion is summarised in class. Hence, regular lecture attendance is strongly encouraged. Week 1, one session 1. Introduction and overview: Thinking strategically in an era of globalization Overview of course design and content Key trends in globalization and their implications for strategic decision-making Developing an analytical framework for the strategic plan of an organization BDS, introduction; Oster Ch.1 (plus p.13, part1); Ch.6, ch 18 Weeks 2, one session 2. Basic principles of modern competitive analysis: Porter’s ‘Five Forces’ and beyond Defining the basic units of analysis: firm, strategic group, industry Porter’s ‘Five Forces’ model: potential vs. actual competition, buyer power and supplier power, threat of substitute products/services Extensions by Oster The notion of ‘coopetition’ as an element of modern competitive analysis BDS, chs 7-10 as background, Ch10 as key chapter; Oster chs 2, 4-5 as background, ch 3 as key chapter. Week 3, one session 3. The evolution of the modern firm: an historical perspective 5 Last Updated Wednesday, 31 August 2005YI
  • 7008IBS Global Strategic Management Semester 2, 2005 Doing business in the 19th century Doing business at the advent of the 20th century Doing business today BDS, ch. Ch1 in part 1 Week 4, one session 4. Scale and scope: the horizontal boundaries of the firm Background: cost, technology and strategy Economies of scale and their implications for corporate strategy Economies of scope and their implications for corporate strategy BDS, ch.2 Week 5, one session 5. Make or buy decisions: the vertical boundaries of the firm Make or buy decisions: an introduction Reasons to ‘buy’ Reasons to ‘make’ BDS, ch.3-4, Oster, ch.11 Week 6, one session 6. Corporate diversification as a strategy The notion of corporate diversification Rationales for diversification Diversification and firm-level performance: issues and evidence BDS, ch.5, Oster, ch.10 Week 7-8, two sessions 7. Mergers, acquisitions and strategic alliances Types of mergers and acquisitions Motives for mergers and acquisitions Mergers and acquisitions as instruments for cross-border investments Strategic alliances in international business BDS, ch.5, Oster, ch12 Weeks 9-10, two sessions 8. Creating and sustaining competitive advantage The notion of competitive advantage Sources of competitive advantage: cost vs. differentiation Competitive advantage and value creation: firm vs. industry effects Sustaining competitive advantage: barriers to imitation Sustaining competitive advantage: early-mover advantages Competitive advantage and international business BDS, chs. 11-12; Oster, ch.7 6 Last Updated Wednesday, 31 August 2005YI
  • 7008IBS Global Strategic Management Semester 2, 2005 Weeks 11-12, two sessions 9. Inside the organization: strategy and structure The organization as a hierarchy Dimensions of complex hierarchies: departmentalization vs. coordination Types of organizational structures The strategy-structure interaction The strategy-structure interaction in international business BDS, ch 16; Oster, ch 9 Week 13, one session Review and preview of final examination GENERIC SKILLS DEVELOPMENT This course requires the development and demonstration of a high level of skill in: • oral and written communication • problem solving • analysis and critical evaluation • information literacy and the ability to: • work effectively as a member of a team • assume responsibility and make decisions combined with high ethical standards. To assist students in the development of these skills the GSM provides free workshops in basic accounting, group skills, presentation skills and academic writing. The Library and the Learning Assistance Unit also provide relevant workshops and resources. Please refer to the Griffith University Graduate School of Management website (http://www.gu.edu.au/faculty/gsm/current/home_current.htm) for information about where and when these workshops are scheduled and how to attend. Useful resources for skills development may also be found at: 7 Last Updated Wednesday, 31 August 2005YI
  • 7008IBS Global Strategic Management Semester 2, 2005 www.gu.edu.au/centre/gihe/griffith_graduate/resources/frameset15.html FLEXIBLE LEARNING In a student-centred learning environment, students are at the centre of educational decision making processes and the learning environment. Teachers act to facilitate the transition from dependent student to independent (self-managed) learner, one who is more able to make decisions on how, when, where and what to learn, to evaluate the usefulness of learning resources and the effectiveness of their learning as a prelude to further learning. Flexible learning practices play a substantial role in achieving a student-centred learning environment. The Department of International Business and Asian Studies uses an appropriate range of technologies and resources to provide web-supported learning environments for core courses. Mode B students must use the web to interact with the education content necessary for study. Face-to-face in-class activities are designed to enhance the education content on the web. For this reason, students are expected to prepare for in-class activities in advance by interacting with the web content before attending classes. Students must enrol through Enable to gain access to education content on the web. All students have a personal virtual learning space in Learning@Griffith which allows them to access education content for each course in which they are enrolled, and provides communication tools for staying in touch with lecturers and fellow students. 8 Last Updated Wednesday, 31 August 2005YI
  • 7008IBS Global Strategic Management Semester 2, 2005 Plagiarism / Academic Misconduct Students must conduct their studies at the University honestly, ethically and in accordance with accepted standards of academic conduct. Any form of academic conduct which is contrary to these standards is academic misconduct for which the University may penalise a student. Specifically it is academic misconduct for a student to: • present copied, falsified or improperly obtained data as if it were the result of laboratory work, field trips or other investigatory work; • include in the student's individual work material which is the result of significant assistance from another person if that assistance was unacceptable according to the instructions or guidelines for that work; • assist another student in the presentation of that student's individual work in a way that is unacceptable according to the instructions or guidelines for that work; • cheat; (Cheating is dishonest conduct in assessment); • plagiarise; (Plagiarism is knowingly presenting the work or property of another person as if it were one's own.) On determination that academic misconduct has taken place, the penalty which may be imposed on the student is one or more of the following: a. a reduced or nil result for the assessment item affected by the academic misconduct; b. a fail grade for the course in which academic misconduct occurred; c. exclusion from enrolment in the program for a specified period; d. exclusion from the program; readmission to the program is at the discretion of the Faculty based on consideration of the student's case for readmission. Where a student has been found guilty of academic misconduct on more than one occasion and has previously been penalised as set out in above a. - c., the penalty shall normally be exclusion from the program as set out in d., unless in the opinion of the relevant Assessment Board there are mitigating circumstances. Further information on this policy can be found in full at the following web address: http://www62.gu.edu.au/policylibrary.nsf Assessment Policy This policy outlines the philosophy of assessment, the assessment requirements of a course, the award of grades, information on special consideration, supplementary and deferred assessment, the conduct of students in examinations and the notification of results. This policy also includes information on appealing grades (review of grade application), disposal of non-collected assessment material and roles and responsibilities of Course Convenors and Faculty Assessment Boards. This policy can be found in full at the following web address: http://www62.gu.edu.au/policylibrary.nsf Student Appeals and Grievances Policy Griffith University is committed to an equitable and enriching environment for students which fosters academic achievement and where the interactions amongst students and staff are based on mutual respect, fairness and fulfilment of obligations. The University's Student Charter expresses the expectations which students may have of the University and which the University has of its students. The Student Charter, together with the rules and policies of the University, provide the framework for the 9 Last Updated Wednesday, 31 August 2005YI
  • 7008IBS Global Strategic Management Semester 2, 2005 interaction between the University, its staff and students. This policy provides the mechanism for resolving problems when a student considers that a decision of the University or one of its staff or a situation experienced by the student is not in accordance with the expectations set down in the Student Charter or the University's rules and policies. Section 2.1 of this policy provides students with information on how to best resolve certain grievances, eg. the awarding of a final grade, appealing a penalty imposed for academic misconduct, appealing academic probation or exclusion decisions, or refusal to award a deferred exam etc. This policy can be found in full at the following web address: http://www62.gu.edu.au/policylibrary.nsf 10 Last Updated Wednesday, 31 August 2005YI