SEMESTER AT SEA COURSE SYLLABUS. Colorado State University, Academic Partner

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1 SEMESTER AT SEA COURSE SYLLABUS Colorado State University, Academic Partner Voyage: Fall 2018 Discipline: Management Course Number and Title: BUS 479 Strategic Management Division: Upper Faculty Name: Yolanda Sarason Semester Credit Hours: 3 Prerequisites: One (1) supply chain management course AND one (1) upper-level finance course AND one (1) upper-level marketing course AND one (1) upper-level management course, or permission of instructor. COURSE DESCRIPTION Strategy is the pattern of resource allocation that enables a firm to improve or maintain its performance, and strategic management is the process through which firms choose and implement their strategies. In this course, we will analyze the formulation and implementation of the strategic management process in a variety of industries. The focus will be on how a company can achieve sustained competitive advantage. The principles for integration and strategic management are taught through case analysis. Cases are analyzed which draw upon principles learned in other functional areas and then extends this understanding by applying principles to the case. In addition to cases from published sources, the class will make use of 'real time' cases co-authored by the professor. This course will focus on strategic management in a global setting. Over the semester students will log reflection on how the topics covered in class pertain to each of the countries visited. LEARNING OBJECTIVES 1. Apply a general management perspective that integrates all functional areas and that builds on previous academic study and professional experience. 2. Develop the ability to think critically and strategically as a senior level manager and to formulate and communicate strategic actions. 3. Develop and demonstrate an understanding of identifying and communicating effective responses to competitive challenges presented by a global market environment. 4. Diagnose organizational, environmental, and global situations that impact a company s strategy. 5. Design innovative strategies to improve strategic positioning and create a sustainable competitive advantage. 6. Illustrate the strategic management process and explain what activities take place at each stage of the process. 1

2 7. Develop the ability to identify and utilize key drivers to find and solve business problems ethically, sustainably, and effectively. 8. To create course content, structure and a classroom learning environment in which learning is made enjoyable and exciting. REQUIRED TEXTBOOKS AUTHOR: Rothaemel TITLE: Strategic Management 3E PUBLISHER McGraw Hill ISBN #: DATE/EDITION: 2017/3 rd Ed. (soft cover) AUTHOR: Stiglitz TITLE: Globalization and its Discontents PUBLISHER WW Norton & Company ISBN #: DATE/EDITION: 2018 Required Readings (as will be found in course folder): Aziz, A, Sarason, Y. & Hanley, G. (2013). Ayzh at a crossroad: Maternal: Health for Whom?. Published by GlobaLens.com, Case study publisher at University of Michigan. Accessible at Ghemawat, P. (2001). Distance still matters. Harvard Business Review, 79(8), Karamchandani, A., Kubzansky, M., & Lalwani, N. (2011). Is the bottom of the pyramid really for you? Harvard Business Review, 89(3), Khanna, Tarun, and Krishna G. Palepu. Spotting Institutional Voids in Emerging Markets. Harvard Business School Background Note , August Nguyen. (2015). LGT Venture Philanthropy invests in Vietnam s Tohe, Ecolink, Deal Street Asia. Retrieved from Porter, M. E. (1990). The competitive advantage of nations. Harvard Business Review, 68(2), Santos, F., Pache, A. C., & Birkholz, C. (2015). Making hybrids work, California Management Review, 57(3), 57(3), Sarason, Aziz, & Fifield. (2017). East meets West: Growing a For Profit Venture in Vietnam: William Davidson Institute (WDI), University of Michigan. Accessible at: 2

3 Sarason, Y. & Yuthas, K., Linh, N. (2018) Social Entrepreneurial Ventures in Vietnam: An Ideographic Lens. DLU Journal of Science: Economics and Management. Sarason, Y., Aziz, A., & Fifield, E. (2017). East meets West: Growing a For Profit Venture in Vietnam. William Davidson Institute (WDI), University of Michigan. Accessible at: TOPICAL OUTLINE OF COURSE Day Topics/Reading Reading Depart Hamburg, Germany September 9 A1-September 11 Introduction to Course A2-September 13 Chapter 1: What is Strategy Stiglitz (2018) Making Globalization Work Chapter 1-2 Barcelona, Spain September Deliverables Valencia, Spain September A3 September 19 STRATEGIC MANAGEMENT IN AFRICA EXTERNAL Strategy in Europe A4 September 21 Chapter 3: External Analysis How to conduct a case analysis (pg 516) Study Day-September Study Day No Class 23 A5 September 24 Stiglitz (2018) Making Globalization Work Chapter 3-4 A6 September 26 Mini-Case: Does GM s future lie in China? Teams Formed Continent selected Tema, Ghana September Takoradi, Ghana September A7 October 3 STRATEGIC MANAGEMENT IN WEST AFRICA - INTERNAL Strategy in Africa A8 October 5 Presentation Europe Strategy Chapter 4: Internal Analysis Stiglitz (2018) Making Globalization Work Chapter 4-5 Cape Town, South Africa October 7-12 A9 October 13 STRATEGIC MANAGEMENT IN SOUTH AFRICA - INTERNAL Strategy in Africa A10 October 15 Aziz, A, Sarason, Y. & Hanley, G. (2013). Ayzh at a crossroad: Maternal: Health for Whom? 3

4 Study Day October 16 A11 October 18 Port Louis, Mauritius October 19 Ghemawat, P. (2001). Distance still matters. Harvard Business Review, 79(8), Study Day No Class Presentation Africa Strategy CHAPTER 10: Global Strategy: Competing around the world Stiglitz (2018) Making Globalization Work Chapter 6-7 A12 October 22 STRATEGIC MANAGEMENT IN INDIA GLOBAL STRATEGY Strategy in India Study Day October 22: Study Day No Class No Class A13 October 24 Rothaermel: UPS in India A Package Deal? Kubzansky, M., & Lalwani, N. (2011). Is the bottom of the pyramid really for you? Harvard Business Review, 89(3), Stiglitz (2018) Making Globalization Work Chapter 8-9 Cochin, India October Study Day October 31 Reflection and Study Global Studies Reflection A14 November 2 STRATEGIC MANAGEMENT IN S.E. ASIA -SOCIAL Khanna, Tarun, and Krishna G. Palepu. Spotting Institutional Voids in Emerging Markets. Harvard Business School Background Note , August Strategy in South East Asia Santos, F., Pache, A. C., & Birkholz, C. (2015). Making hybrids work, California Management Review, 57(3), A15 November 9 Presentation India Strategy Chapter 9 Corporate Strategy: Strategies Alliances, Mergers and Acquisitions Stiglitz (2018) Making Globalization Work Chapter Nguyen. (2015). LGT Venture Philanthropy invests in Vietnam s Tohe, Ecolink, Deal Street Asia. Retrieved from Yangon, Myanmar November 4-8 November 11: Community Programming No Class A16 November 12 Sarason, Y., Aziz, A., & Fifield, E. (2017). East meets West: Growing a For Profit Venture in Vietnam. Ho Chi Minh City, Vietnam November Thursday, 15 November Field Class 4

5 A17 November 19 De-Brief Field Class Strategy of Field Class Study Day November Study Day No Class 21 A18 November 22: Shanghai, China November Presentation South East Asia Strategy Sarason, Y. & Yuthas, K., Linh, N. (2018) Social Entrepreneurial Ventures in Vietnam: An Ideographic Lens. Stiglitz (2018) Making Globalization Work Chapter Alibaba and China s Ecommerce: Reality Bites: Minicase A19 November 30 STRATEGIC MANAGEMENT IN IN ASIA-IMPLEMENTATION Strategy in China Kobe, Japan December 2-6 A20 December 7 A21 December 9 A22 December 11 Study Day December 12: 2 days) Presentation China Strategy Chapter 2: Strategic Leadership Mini-case: LVMH in China: Cracks its Empire of Desire? Mini-case: Hollywood Goes Global Stiglitz (2007) Making Globalization Work Afterward Study Day No Class (International Date Line Crossing (2 days) Discuss Focus A23 December 13 Presentation Japan Strategy Honolulu, Hawaii December 16 A24 December 18 Continent Summary Final Presentation A25 December 19 Continent Summary Final Presentation ASSIGNMENTS Preparation/Participation Your active participation is critical to the learning experience in this course. An essential part of learning is becoming actively engaged in the subject matter. This requires you to provide thoughtful and analytical comments that provide evidence of your understanding and adds to everyone else s learning. Students will be called upon randomly for their comments. Participation is based on quality, but some level of quantity is necessary. Therefore, you 5

6 must come to each class having read the assigned material and prepared to contribute to class discussion. Quizzes/Focus s There will be quizzes over the chapters in the book and focus questions over the readings. These need to be completed by before class time. Strategic Analysis of Continents At the beginning of the semester groups will be formed that will conduct a strategic analysis of the continents visited. Presentations will be made on Europe, Africa, India, Southeast Asia, Japan and China. More discussion of these analyses will be discussed in class. Presentation/Final Report: Summary of Strategic Analyses of Continents The presentations and final report at the end of the semester involve each group applying the major topics of the course to their chosen continent. Peer Evaluations I will collect confidential peer evaluations at the end of the course to gauge the extent of each individual s participation in the project and will adjust individual grades accordingly. FIELD WORK Semester at Sea field experiences allow for an unparalleled opportunity to compare, contrast, and synthesize the different cultures and countries encountered over the course of the voyage. In addition to the one field class, students will complete independent field assignments that span multiple countries. The field class for this course is on Thursday, 15 November in Ho Chi Minh City, Vietnam. Field Class attendance is mandatory for all students enrolled in this course. Do not book any individual travel plans or a Semester at Sea sponsored trip on the day of your field class. Field Classes constitute at least 20% of the contact hours for each course, and are developed and led by the instructor. Field Class Title: The strategic management in of a multinational corporation in Vietnam. Field Class Description: On-site visit of a multinational corporation doing business in Vietnam. Example corporations include Nike, Microsoft, Google, Apple, Uber, Northface. Field Class Objectives: Connect the course content to the reality of doing business in an emerging economy that operates under a communist political system. Apply principles of international strategic management covered in class. Learn the practical issues related to working within Asian cultures. Explore issues related to being an American living and working in an Asian country. 6

7 Learn the issues around intellectual property in Vietnam Independent Field Assignments: Case Brief Field Class: A written case briefs will be due subsequent to the field class. The case brief will entail a strategic analysis of the company visited. More guidelines regarding the format and content of the brief will be reviewed in class. Evaluation: The case brief will be evaluated for content and format. Content refers to what you state and format refers to how well it is stated. Please keep in mind that content is as important as format, but not more important. You will receive a grade for content and format, each worth 50%. I suggest writing your assignment and not looking at it for a day or two and then try rewriting it for clarity. Field Class attendance is mandatory for all students enrolled in this course. Do not book individual travel plans or a Semester at Sea sponsored trip on the day of your field class. Field Classes constitute at least 20% of the contact hours for each course, and are developed and led by the instructor. METHODS OF EVALUATION/GRADING SCALE Preparation and Participation 100 Case Brief on Field Class 200 Quizzes/Focus 200 Continent Presentation 200 Final Presentation/Report 200 Peer Evaluation 100 Total 1000 The following Grading Scale is utilized for student evaluation. Pass/Fail is not an option for Semester at Sea coursework. Note that C-, D+ and D- grades are also not assigned on Semester at Sea in accordance with the grading system at Colorado State University (the SAS partner institution). Pluses and minuses are awarded as follows on a 100% scale: Excellent Good Satisfactory/Poor Failing %: A %: A 90-92%: A %: B %: B 80-82%: B %: C %: C 60-69%: D Less than 60%: F 7

8 ATTENDANCE/ENGAGEMENT IN THE ACADEMIC PROGRAM Attendance in all Semester at Sea classes, including the Field Class, is mandatory. Students must inform their instructors prior to any unanticipated absence and take the initiative to make up missed work in a timely fashion. Instructors must make reasonable efforts to enable students to make up work which must be accomplished under the instructor s supervision (e.g., examinations, laboratories). In the event of a conflict in regard to this policy, individuals may appeal using established CSU procedures. LEARNING ACCOMMODATIONS Semester at Sea provides academic accommodations for students with diagnosed learning disabilities, in accordance with ADA guidelines. Students who will need accommodations in a class, should contact ISE to discuss their individual needs. Any accommodation must be discussed in a timely manner prior to implementation. A letter from the student s home institution verifying the accommodations received on their home campus (dated within the last three years) is required before any accommodation is provided on the ship. Students must submit this verification of accommodations to academic@isevoyages.org as soon as possible, but no later than two months prior to the voyage. STUDENT CONDUCT CODE The foundation of a university is truth and knowledge, each of which relies in a fundamental manner upon academic integrity and is diminished significantly by academic misconduct. Academic integrity is conceptualized as doing and taking credit for one s own work. A pervasive attitude promoting academic integrity enhances the sense of community and adds value to the educational process. All within the University are affected by the cooperative commitment to academic integrity. All Semester at Sea courses adhere to this Academic Integrity Policy and Student Conduct Code. Depending on the nature of the assignment or exam, the faculty member may require a written declaration of the following honor pledge: I have not given, received, or used any unauthorized assistance on this exam/assignment. RESERVE BOOKS FOR THE LIBRARY None FILM REQUESTS None 8

9 ELECTRONIC COURSE MATERIALS Aziz, A, Sarason, Y. & Hanley, G. (2013). Ayzh at a crossroad: Maternal: Health for Whom?. Published by GlobaLens.com, Case study publisher at University of Michigan. Accessible at Ghemawat, P. (2001). Distance still matters. Harvard Business Review, 79(8), Karamchandani, A., Kubzansky, M., & Lalwani, N. (2011). Is the bottom of the pyramid really for you? Harvard Business Review, 89(3), Khanna, Tarun, and Krishna G. Palepu. Spotting Institutional Voids in Emerging Markets. Harvard Business School Background Note , August Nguyen. (2015). LGT Venture Philanthropy invests in Vietnam s Tohe, Ecolink, Deal Street Asia. Retrieved from Porter, M. E. (1990). The competitive advantage of nations. Harvard Business Review, 68(2), Santos, F., Pache, A. C., & Birkholz, C. (2015). Making hybrids work, California Management Review, 57(3), 57(3), Sarason, Aziz, & Fifield. (2017). East meets West: Growing a For Profit Venture in Vietnam: William Davidson Institute (WDI), University of Michigan. Accessible at: Sarason, Y. & Yuthas, K., Linh, N. (2018) Social Entrepreneurial Ventures in Vietnam: An Ideographic Lens. DLU Journal of Science: Economics and Management. Sarason, Y., Aziz, A., & Fifield, E. (2017). East meets West: Growing a For Profit Venture in Vietnam. William Davidson Institute (WDI), University of Michigan. Accessible at: ADDITIONAL RESOURCES None 9

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