| Subtitle: | Core Course - Global Strategic Management (CEMS): Part II B |
| Instructors: | Dipl.-Kffr. Katharina Johanne Raab |
| Type: | PI |
| Weekly hours: | 2 |
| Members (max.): | 0 |
| Registration period: | 09/18/08 to 09/25/08 |
- Class objective(s) (learning outcomes)
- THIS PART II COURSE IS TAUGHT TOGETHER WITH PART I 2333 - YOU NEED TO SIGN UP FOR 2333 AND either 0695 or 0696. Your grade will be based on your performance in both parts of this course.
Please check 2333 for detailed learning outcomes.
- Prerequisites according to degree program
- On completion of the course students will have acquired skills such as the rapid structuring of ideas and presentations both as individuals and as members of the team. Organisational abilities in relation to teamwork including presentation and report writing skills. The ability to shift material quickly and efficiently, and to structure it into a coherent argument and the ability to research material related to companies and business contexts under pressure of tight deadlines.
- Teaching and learning method(s)
- The course contains regular case teaching sessions and competitive case sessions. Substantial classroom discussion is encouraged and expected.
Teaching Cases: Preparatory questions will be assigned along with all teaching case sessions. Students are expected to analyze the case within their working group before coming to class and to prepare a 5-slide ppt presentation summarizing their key findings. Groups may be asked at random to present their findings to the class. Please turn in a hard copy of your presentation material to the lecturer at the beginning of the class. The slides form the basis for the student assessment, as well as the discussion of the cases in class.
Competing Case Assignments: Each student group is expected to hold one competitive presentation in any of the competing case sessions. Assignment to groups & sessions will be done in the first lecture. The case assignment consists of two parts: A written case report (1000 words), to be handed in 7 days before the session and which will be made public to the class for comments and critique: Non-presenting students will be asked to provide a comment and question to the presentation prior to the session which will form the basis for their participation mark. Secondly, the actual presentation. Both the verbal presentation and the submitted overall report will be assessed.
It is the express policy of the class that no late assignments will be accepted under any circumstances.
- In case of restricted admission; selection criteria
- IMPORTANT:
THIS PART II COURSE IS TAUGHT TOGETHER WITH PART I 2333 - YOU NEED TO SIGN UP FOR 2333 AND either 0695 or 0696. Your grade will be based on your performance in both parts of this course.In case you do not sign up for Part II A or B, we will assign you to one of the courses. You are not allowed to switch between Part II A or B during the semester, so please make sure to choose the right one.
- Criteria for successful completion
- Students will be assessed on:
Their knowledge on the content domain of Global Strategic Management.
Their ability to understand the strategic issues in the cases they present, to use the appropriate analytical techniques, and to marshal the relevant data.
The quality of the presentations, the written reports and the examination questions; by quality in this context we mean the clarity and persuasiveness of each bit of work. This implies an ability to work in teams.
Students failing to participate in their teams will lose the marks for that piece of work. To identify cases where teamwork is not functioning, we will use a peer rating form to assess each individuals participation.To assess the individual course participation, lecturers will use the following indicative marking scheme:
Excellent/outstanding contributions 10 points
Very good contributions 8 points
Good contributions 6 points
Weak insufficient contributions 4 points or less.THIS PART II COURSE IS TAUGHT TOGETHER WITH PART I 2333 - YOU NEED TO SIGN UP FOR THAT ONE WHEN SIGNING UP FOR THIS PART. Your grade will be based on your performance in both parts of this course.
Competing Case Assignment 30%
Questions for Competing Cases 10%
Case Preparation (5 slides) 10%
In-Class Participation 10%
Written Exam 40% - Availability of instructor(s) for contact by students
- BY APPOINTMENT:
mailto:Katharina.Raab@wu-wien.ac.at
mailto:Bjoern.Ambos@wu-wien.ac.atMrs. Ursula Zeller-Nuernberger provides administrative support for this course.
UZA 1, Kern B, 3rd Floor, Augasse 2-6
Tel: 31336 5120
mailto:Ursula.Zeller-nuernberger@wu-wien.ac.at - Miscellaneous
- PLEASE CHECK THIS WEBSITE REGULARLY FOR UPDATES!!!
| Day | Date | Time | Room |
|---|---|---|---|
| Tuesday | 10/28/08 | 03:00 PM - 05:00 PM | SR 5.45 (B) |
| Tuesday | 11/04/08 | 03:00 PM - 06:00 PM | SR XI (Kolpinghaus) |
| Tuesday | 11/11/08 | 03:00 PM - 05:00 PM | SR 5.47 (C) |
| Tuesday | 11/18/08 | 03:00 PM - 06:00 PM | SR 5.48 (D) |
| Tuesday | 11/25/08 | 03:00 PM - 05:00 PM | H 4.40 (C) |
| Tuesday | 12/02/08 | 04:30 PM - 07:30 PM | H 0.6 (B) |
| Tuesday | 12/09/08 | 05:00 PM - 08:00 PM | H 2.18 (A) |
| Tuesday | 12/23/08 | 04:00 PM - 07:00 PM | SR 5.48 (D) |
| Unit | Date | Contents |
|---|---|---|
| 1 | 28.10.2008 |
15:00 - 17:00 Strategic Analysis in a Global Context: Industry-level Analysis, Industry Evolution, Disruptive Change Teaching Case: Global Wine Wars |
| 2 | 04.11.2008 |
15:00 - 18:00 Resources & Capabilities, Competitive Advantage Competing Case: The Burma Pipeline |
| 3 | 11.11.2008 |
15:00 - 17:00 Strategic Organization: Organizational Structures and Designs, Managing Change Teaching Case: Philips vs. Matsushita |
| 4 | 18.11.2008 |
15:00 - 18:00 Headquarter-Level Strategy: Market Entry, Creating Synergies, Multi-Market Contact Competing Case: ING Insurance Asia/Pacific |
| 5 | 25.11.2008 |
15:00 - 17:00 Subsidiary-Level Strategy: Managing Local Operations, Subsidiary Entrepreneurship, Coordination & Control Teaching Case: Larson in Nigeria |
| 6 | 02.12.2008 |
16:30-19:30 Collaborative Strategies: Alliances and Stakeholders Assignment will be distributed before this session! |
| 7 | 09.12.2008 |
17:00-20:00 Corporate Social Responsibility Competing Case: Hitting the Wall: Nike |
| 8 | 16.12.2008 |
11:30 - 14:30 Exam |
Reader available at the IMM Institute: Global Strategic Management (CEMS), 2008; Content relevant for class examination: Ja; Content relevant for degree examination: Keine Angabe; Recommendation: Unbedingt notwendige Studienliteratur für alle Studierenden
Bartlett, C; Ghoshal, S.; Birkinshaw, J.: Transnational Management, McGrawHill, 4th ed, 2004; Content relevant for class examination: Keine Angabe; Content relevant for degree examination: Keine Angabe; Recommendation: Referenzliteratur
Peng, M: Global Strategy, Thomson, 2006; Content relevant for class examination: Keine Angabe; Content relevant for degree examination: Keine Angabe; Recommendation: Referenzliteratur
Grant, R: Contemporary Strategy Analysis, Blackwell, 5th ed., 2005; Content relevant for class examination: Keine Angabe; Content relevant for degree examination: Keine Angabe; Recommendation: Stark empfohlen (aber nicht absolute Kaufnotwendigkeit)
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