College of Business, MAN 6721 - Global Business Strategy, Professor Arikan

Management Programs Page 1

 College of Business, MAN 6721 - Global Business Strategy, Professor Arikan
Management Programs Page 2

GLOBAL BUSINESS STRATEGY

(MAN 6721-001, 10908, 3 Credit Hours, 3 Lecture Hours)
(Fall 2019, Monday, 6:30 – 9:20 pm, SC 178)
(Prerequisites MAN 6937, MAR 6815, ACG 6315, and FIN 6806)

PROFESSOR
Name: Andac Arikan, M.S., M.Phil., Ph.D.
Office Location: 126 Fleming West
Phone: 561 297 1247
E-mail: aarikan@fau.edu
Office Hours: Monday 4:30 – 6:30 pm; Tuesday 4:30 – 6:30 pm

COURSE DESCRIPTION
This is the capstone course on strategy, consisting of the three main modules of strategic analysis,
strategy formulation, and strategy implementation. It provides a review of current theory and prevalent
practices in the context of participative case study analyses. The overarching goal is to enhance students’
understanding of the role of a firm’s strategic leaders in managing the firm in a global context
characterized by high levels of uncertainty.

The fundamental question of strategy is: Why are some firms more successful than others? While
answering this question, we will analyze the corporation as a whole and examine both business-level and
corporate-level strategies. Our perspective will be that of a general manager whose responsibility is to
maximize the performance of a business unit within the firm, or the overall performance of the firm. At
the business level, the pursuit of competitive advantage involves the development of a unique
competitive position that effectively leverages a firm’s resources and capabilities in ways that allow it to
mitigate threats and exploit opportunities generated by its industry and macro-environments.
Consequently, the course utilizes tools to help students analyze a firm’s external environment, internal
environment, strategic positioning, and competitive advantage. At the corporate level, the course will
focus on how companies can achieve profitable growth by understanding where to grow (e.g. vertical
integration, diversification, geographic expansion) and how to grow (e.g. organically, acquisitions) in ways
that allow the firm’s businesses to outcompete their market rivals by leveraging the firm’s resources and
capabilities across its multiple businesses. Strategy implementation involves the design and use of
organizational structure, culture, and reward systems to achieve desired organizational outcomes.

LEARNING OBJECTIVES
 CONTENT: Understand and be able to apply key concepts and analytic frameworks of strategic
management to analyze strategic problems at the business and corporate levels.
 SKILL: Improve your ability to analyze and critically assess complex, unstructured business problems
using appropriate tools and frameworks; develop strategic solutions; and express your arguments and
conclusions clearly, logically, and persuasively in written and oral forms.
 PERSPECTIVE: Develop an integrative, general (as opposed to functional) management perspective of
organizations and strategy by integrating knowledge from other business courses.
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REQUIRED MATERIALS

 Textbook: Robert M. Grant, “Contemporary Strategy Analysis”, 9th edition, Wiley. (Version without
cases at the end)
 Required Course Packet: Collection of Harvard Business School Cases and Notes available ONLY
through: https://hbsp.harvard.edu/import/649314 for purchase. You need to register on the site (if
you are not already registered) to create a user name and password. Once you have registered, you
can log in to purchase/see the case collection. See http://hbsp.harvard.edu/list/contact-us for help.
 Secondary Course Packet: Collection of (mainly) Harvard Business Review readings available through:
https://hbsp.harvard.edu/import/649315 for purchase. This packet is “secondary” because the
readings in this packet are individually available ALSO through the FAU library for free. You may
choose to buy this packet if you like the convenience of finding all the readings in one easy-to-access
location. In addition, for some of the readings, the versions in this packet are of higher quality print
compared to the versions at the FAU library. If you choose not to buy this packet, you are REQUIRED
to find the readings (see the “List of Readings” on page 9 of the syllabus) at the FAU library on your
own and read them before class.

TEACHING METHODS
Strategic decision making is a highly complex, ambiguous, and difficult endeavor. There certainly are
concepts, tools, and analytical frameworks (i.e. scientific knowledge) that you will have to “understand”
and “learn” in your quest to solve strategic problems, and that is what the readings and my lectures will
provide. However the real takeaway is going to be the PROCESS OF STRATEGIC ANALYSIS. That involves
developing the ability to:

 look at real world business problems in a comprehensive way to identify strategically relevant
aspects of the problem (i.e. relevant data);
 assess which particular scientific tools you can use to “make sense” or “make use” of those data
(i.e. relevant theory/concept/analytical framework);
 make inferences based on the joint use of scientific tools and data to develop solutions to the
problems at hand;
 and finally communicate with others and convince them of the brilliance of your solutions to
ensure their committed cooperation.

These are all “skills” that go way beyond the “content material” of the course. The only way you can begin
(and continue) to develop these skills is to THINK THROUGH ISSUES in the context of COLLECTIVE
DISCUSSIONS.

In line with the above, this will be a DISCUSSION-BASED class. I will sometimes act as a lecturer (albeit
very briefly assuming that you have done the assigned reading), but more frequently, as a moderator and
facilitator of the discussion. PREPARING for class, and PARTICIPATING in the discussion will be crucial
elements of your learning experience.

Preparation. You need to come to class well-prepared. Here is the approach you should take:
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1. Read the case discussion questions posted on Canvas>Modules.

2. Skim the assigned case to get a general sense of the context and content.
3. Read the assigned textbook chapter(s) and course packet reading(s).
4. Carefully read the case thoroughly (AFTER DOING THE CHAPTER AND COURSE PACKET READINGS)
and think about how the concepts from the readings or discussed in class can be used/applied.
Pay particular attention to what pieces of data from the case are strategically most relevant.
5. Answer the discussion questions posted on Canvas>Modules, make notes you can refer to during class.
6. Discuss the case with other class members before class.

Participation. In class, please do the following:

1. Share your ideas and analysis with the class. Given the complexities of the real world and the
nature of strategy as a field of inquiry, there is rarely a single right answer. What is more
important is if and how you use course content to analyze a situation and support your position.
2. Do not just express unsubstantiated opinions or repeat facts given in the case. Make sure that
you make a point, and you support your point with relevant data, theory, and/or logic. Ask
yourself if your comment answers the crucial “why” question.
3. Make sure you allow others to also speak. Listen carefully to your classmates and suggest
supporting or alternative views.

COURSE EVALUATION AND GRADING

Grade Components Grading Scale
Attendance and Participation ……... 240 >%93.3 ……... A
Case Analysis Reports ……... 270 %90 - %93.29 ……... A-
Team Project ……... 240 %86.6 - %89.99 ……... B+
Final Exam ……... 250 %83.3 – %86.59 ……... B
%80 – %83.29 ……... B-
TOTAL ……... 1000 %76.6 - %79.99 ……... C+
%73.3 – %76.59 ……... C
%70 – %73.29 ……... C-
%66.6 - %69.99 ……... D+
%63.3 – %66.59 ……... D
%60 – %63.29 ……... D-

Attendance and Participation (240 pts.). Attendance is mandatory because of the importance of the
collective learning experience. Each unexcused absence will cause you to lose 20 participation points.
Excused absences are those where you communicate the reason for your absence to me IN ADVANCE and
provide APPROPRIATE DOCUMENTATION. Please try to avoid any type of absence as best as you can.

Participation refers to your readiness and willingness to contribute to class discussions by providing your
ideas as well as challenging/clarifying the ideas of your peers. For all the class sessions, you are required
to display a legible NAME TAG at your desk so that I can track your participation. If you do not display a
name tag, you will not earn participation points. Following are some key points about participation:
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 You can earn up to 20 points each day (excluding the very first day of classes).
 Just attending the class and listening (i.e. without participating in the discussion) will earn you
only 10 points. Excused absences (see above) will earn you only 10 points.
 Participation is assessed mainly by QUALITY of your comments and then quantity. Insightful,
analytical comments that show me that you are prepared (i.e. have read the text and case and
thought about the issues presented) are more likely to earn points than rambling thoughts.
 Irrelevant, distracting, disruptive comments/behaviors (such as coming late or engaging in
sidebar conversations) may lose you points.
 Playing with cell phones, surfing the web on your laptop etc. WILL lose you participation points.

Case Analysis Reports (270 pts.). Throughout the semester, we will analyze a total of nine cases (excluding
the introductory Honda cases). These cases are categorized into two groups: First three are Group A
cases, and the remaining six are Group B cases (see schedule at the end of the syllabus). You are
REQUIRED to prepare (see “preparation” under “teaching methods” above) for all the case discussions. In
addition, you will write:

(1) One PRIMARY REPORT (for one of the Group A cases),

(2) Three TEAM CASE REPORTS (for three of the Group B cases), and
(3) Five SECONDARY REPORTS for the remaining four cases.

I will randomly assign individual students and groups to these cases (see Canvas>Modules>Case
Assignments). The requirements and point values for the reports are as follows:

 PRIMARY REPORT (100 points): Students will individually answer the case discussion questions posted
on Canvas>Modules. Please answer each question separately and number your answers.

FORMAT: 3 pages max. with one inch margins, Times 12 font, 1.5 line spacing; SUBMIT: through
Canvas>Assignments, file name should be “your last name-case name-primary report”; DUE: at 6:35
on the day the case is assigned (please note that if you are past the due date/time, Canvas will not
allow you to submit your report and I will not accept it).

 TEAM CASE REPORTS (120 points – 40 each): The team will submit a single report answering the case
discussion questions posted on Canvas>Modules (same as the Primary Reports). Please answer each
question separately and number your answers. In addition, the team will prepare a PowerPoint
presentation and submit a hard copy in class. The presentation is intended to be a “warm up” for the
class discussion to follow. Accordingly, the team’s job is to introduce the case and provide quick highlights
as to how the case relates to the core material covered in the readings. The team should (in 5 minutes):

1. Provide a brief summary of the case:

a. What is the case about – the broad topic
b. What are the specific, key points of interest that caught the team’s attention
2. Highlight three (or more depending on the case) specific theoretical ideas from the readings for
the week that were illustrated in the case. For each idea, provide:
a. A quick summary of the theoretical idea.
b. An explanation of how the idea is illustrated in the case. Make sure that you provide
supportive examples/data from the case.
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FORMAT: 3 pages max. with one inch margins, Times 12 font, 1.5 line spacing; SUBMIT: through
Canvas>Assignments (one submission per group is sufficient), file name should be “group name-case
name-group report”; DUE: at 6:35 on the day the case is assigned (please note that if you are past the
due date/time, Canvas will not allow you to submit your report and I will not accept it).

 SECONDARY REPORTS (50 points -10 each): For each of the five remaining cases, you will (individually)
write a secondary report. This will be a one page overview that includes (1) An identification of 3 key
challenges, problems, and/or issues facing the focal company/industry; (2) a discussion/
demonstration of how concepts from the assigned chapter can help us solve/understand each issue
at hand; (3) your strategic recommendation as to how the focal company (or companies in the
industry if the level of analysis in the case is the industry) should proceed. Secondary reports will be
graded on a three point scale: You will get 0 pts. (indicating a poor report), 5 pts. (indicating an
adequate report), or 10 pts. (indicating an excellent report).

FORMAT: 1 page max. with one inch margins, Times 12 font, 1.5 line spacing; SUBMIT: through
Canvas>Assignments, file name should be “your last name-case name-secondary report”; DUE: at 6:35
on the day the case is assigned (please note that if you are past the due date/time, Canvas will not
allow you to submit your report and I will not accept it).

Each case analysis must be written in paragraph format (i.e. NOT bullet-points). Your grade will be
determined by the extent to which you:

 identify the focal issues facing the company, and present your standpoint on those issues,
 apply and incorporate relevant theories/concepts/frameworks from the course (extremely
important!!!),
 provide supporting evidence from the case (i.e. data) to support your arguments.

Team Project (240 points). The team project is a research project where you will be collecting data about
a real world firm to analyze its external environment, resources and capabilities, and business and
corporate level strategies using the course concepts and tools. Your ultimate goal will be to develop
actionable strategic recommendations for the firm to pursue. This assignment is a vehicle for not only
drawing together and demonstrating what you've learned throughout the semester as well as in other
business courses, but also for gaining experience in working in a team setting.

Students will form teams in class on the first day of class, and then submit (electronically by 6:35 pm on
the date listed in the schedule at the back) a list of 3 firms (in order of preference) that the team would
like to study along with a short paragraph on each firm explaining why the team wants to study that firm.
I will then assign each team a firm based on their choices. Students will:

 submit a mid-project report (100 points),

 submit a final report and do a presentation (140 points)

See “Team Project Guidelines” posted on Canvas>Modules for detailed descriptions of these assignments.
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CONSEQUENCES OF FREE-RIDING YOUR TEAM: At any time during the semester, if your team decides
collectively that you are not carrying your share of the teamwork load, they may talk to me and fire you
from the team. If you are fired, you will have to do an entire team project yourself. Getting fired from
your team will also cause your team case report grades to be zero (regardless of whether you
participated in the team case report or not). Also, on the day of the final, I will distribute a “Peer
Evaluation Form” on which each team member will evaluate other team members confidentially. Any
student who receives consistently negative peer evaluations from other team members will be penalized
on the team work grade (both the team project and the team case reports).

Final Exam (250 points). The exam will be an open-book case analysis exercise. I will post the case (and
related readings if any) a short while before the scheduled exam time. Students will purchase the case
online, read it in advance, and then come to class (with a laptop) to answer the exam questions.

POLICIES
Code of Academic Integrity. Students at Florida Atlantic University are expected to maintain the highest
ethical standards. Academic dishonesty is considered a serious breach of these ethical standards, because
it interferes with the university mission to provide a high quality education in which no student enjoys an
unfair advantage over any other. Academic dishonesty is also destructive of the university community,
which is grounded in a system of mutual trust and places high value on personal integrity and individual
responsibility. Please make sure that you read FAU’s “Code of Academic Integrity” at:
http://www.fau.edu/regulations/chapter4/4.001_Code_of_Academic_Integrity.pdf

Consistent with FAU’s Code of Academic Integrity, your exams, individual reports and team reports must be
solely your own work. Any attempt to represent the work of others (including from the Internet) as your
own will be considered plagiarism. In general, avoid using exact sentences from any source. If you must
quote somebody, make sure that you use quotation marks and cite your source immediately after the quote.
If you fail to use quotation marks, I will consider it plagiarism even if you cite your source. Be aware that your
assignments will be submitted through cheating-detection software. Any student found to partake in any
form of academic fraud will receive a grade of “F” in this class. In addition, the student will be reported to
the school administrators to pursue sanctions beyond this class ranging from probation to expulsion.

Disruptive Behaviors. Disruptive behavior is defined in the FAU Student Code of Conduct as “... activities
which interfere with the educational mission within the classroom.” Students who behave in a way that
disturbs the educational experiences of other students and/or the instructor’s course objectives
(including his ability to teach) are subject to dismissal from class as well as disciplinary action. Disruptive
behaviors include, but are not limited to:

 arriving late,
 non-approved use of electronic devices (PLEASE TURN OFF YOUR CELL PHONE AND PUT IT
AWAY FROM SIGHT),
 sidebar conversations during class,
 leaving and re-entering class repeatedly,
 cursing or shouting at others.
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E-Mail Communications. I will assume that any e-mail that I send to your FAU address is received. It is your
responsibility to have a working FAU e-mail and check it regularly. (For information about accounts or
account assistance, call the IRM Helpdesk).

Lecture Notes and Canvas. I will post my lecture notes on Canvas>Modules>Course Documents after each
lecture (see the “course documents” link on Canvas). At times, I may post announcements on Canvas.
Once I post an announcement, I will assume that it is seen and you will be responsible for the contents of
the announcement. I suggest that you check Canvas regularly.

Re-Grading Policy. If you disagree with your grade, write down your specific argument and give it to me
along with the original graded item and the supporting materials WITHIN A WEEK AFTER I RETURN THE
GRADED ITEM. I will consider it and provide you with a quick response. Bear in mind that I will re-grade
the item, which opens the possibility of your grade being lowered. If that ends up being the case, I will
provide you with an explanation as to why your grade was lowered.

University Attendance Policy. Students are expected to attend all of their scheduled University classes and
to satisfy all academic objectives as outlined by the instructor. The effect of absences upon grades is
determined by the instructor, and the University reserves the right to deal at any time with individual
cases of non-attendance. Students are responsible for arranging to make up work missed because of
legitimate class absence, such as illness, family emergencies, military obligation, court-imposed legal
obligations or participation in University-approved activities. Examples of University-approved reasons for
absences include participating on an athletic or scholastic team, musical and theatrical performances and
debate activities. It is the student’s responsibility to give the instructor notice prior to any anticipated
absences and within a reasonable amount of time after an unanticipated absence, ordinarily by the next
scheduled class meeting. Instructors must allow each student who is absent for a University-approved
reason the opportunity to make up work missed without any reduction in the student’s final course grade
as a direct result of such absence.

Missing Exam Policy. Missing the final exam is acceptable only for documented medical emergencies,
documented and unavoidable business trips, and absences due to university-approved reasons as
explained above. Missing the final exam for any other reason will cause the student to receive a grade of
0 for the exam.

University Religious Accommodation Policy. In accordance with rules of the Florida Board of Education and
Florida law, students have the right to reasonable accommodations from the University in order to
observe religious practices, observances, and beliefs with regard to admissions, registration, class
attendance and the scheduling of examinations and work assignments. For further information, please
see FAU Regulation 2.007 at: http://www.fau.edu/regulations/chapter2/Reg%202.007%208-12.pdf

University Disability Policy. In compliance with the Americans with Disabilities Act Amendments Act
(ADAAA), students who require reasonable accommodations due to a disability to properly execute
coursework must register with Student Accessibility Services (SAS) and follow all SAS procedures. SAS has
offices across three of FAU’s campuses – Boca Raton, Davie and Jupiter – however disability services are
available for students on all campuses. For more information, please visit the SAS website at http://fau.edu/sas/
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Counseling and Psychological Services (CAPS) Center. Life as a university student can be challenging
physically, mentally and emotionally. Students who find stress negatively affecting their ability to achieve
academic or personal goals may wish to consider utilizing FAU’s Counseling and Psychological Services
(CAPS) Center. CAPS provides FAU students a range of services – individual counseling, support meetings,
and psychiatric services, to name a few – offered to help improve and maintain emotional well-being. For
more information, go to http://www.fau.edu/counseling/
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LIST OF READINGS
The following articles are available through the “Secondary Course Packet” (see page 3 of this syllabus)
that can be purchased at: https://hbsp.harvard.edu/import/558472. Alternatively, you can find them at
the FAU library free of charge. Readings that are not in this list can be found in the textbook and/or the
“Required Course Packet” that can be purchased at: https://hbsp.harvard.edu/import/558467.

 What is Strategy?
o Porter, M. E. 1996. What is strategy? Harvard Business Review, 74(6): 61-78.
o Mintzberg, H. 1987. The Strategy Concept I: Five P’s for Strategy. California Management
Review, 30(1): 11-24.
 External Analysis – PEST+ and Industry Analyses
o Porter, M.E. 2008. The five competitive forces that shape strategy. Harvard Business Review,
86(1):78-93.
 Internal Analysis – Resources and Capabilities
o Collis, D. J. & Montgomery, C. A. 2008. Competing on resources. Harvard Business Review,
86(7/8): 140-150.
 Corporate Strategy – Vertical Scope (i.e. Vertical Integration)
o Porter, M.E. 1987. From competitive advantage to corporate strategy. Harvard Business
Review, 65(3): 43-59.
 Corporate Strategy – Product Scope (i.e. Diversification)
o Prahalad, C. K. & Hamel, G. 1990. The core competence of the corporation. Harvard Business
Review, 68(3): 79-91.
o Campbell A, Goold M., & Alexander, M. 1995. Corporate Strategy: The Quest for Parenting
Advantage. Harvard Business Review, 73(2): 120-132.
 Corporate Strategy – Geographical Scope (i.e. Globalization)
o Bartlett, C. A. & Ghoshal, S. (1988). Organizing for worldwide effectiveness: The transnational
solution. California Management Review, 31(1): 54-74.
 Corporate Strategy – Ways to change firm scope - Mergers, Acquisitions and Alliances
o Collis, D. J. & Montgomery, C. A. 1998. Creating corporate advantage. Harvard Business
Review, 76(3): 70-83.
o Dyer, J. H., Kale, P., & Singh, H. 2004. When to ally and when to acquire. Harvard Business
Review, 82(7): 108-115.
 Strategy Implementation
o Neilson, G. L., Martin, K. L., & Powers E. 2008. The secrets to successful strategy execution.
Harvard Business Review, 86(6):60-70.
 Semester Review and Corporate Social Responsibility
o Porter, M.E. & Kramer, M. R. 2006. Strategy & society: The link between competitive
advantage and corporate social responsibility. Harvard Business Review, 84(12): 78-92.
o Porter, M.E. & Kramer, M. R. 2011. Creating shared value: How to reinvent capitalism and
unleash a wave of innovation and growth. Harvard Business Review, 89(1/2): 62-77.
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TENTATIVE SCHEDULE
(TB) means the reading is located in the Text Book
(SCP) means the reading is located in the “Secondary Course Packet”
(RCP) means the reading is located in the “Required Course Packet”

Aug. 19 Introduction to the course

Aug. 26 What is Strategy?

Read (TB): Chapter 1 and Chapter 2 (Grant)
Read (SCP): Porter, M.E. 1996. What is strategy? HBR.
Read (SCP): Mintzberg, H. 1987. The Strategy Concept I: Five P’s for Strategy. CMR.
Prepare Case (RCP): Honda (A) and Honda (B)

Sept. 2 Labor Day – NO CLASS

Sept. 9 External Analysis – PEST+ and Industry Analyses

Read (TB): Chapter 3 and Chapter 4 (Grant)
Read (SCP): Porter, M.E. 2008. The five competitive forces that shape strategy. HBR.
Prepare Case (Group A #1) (RCP): Cola Wars Continue: Coke and Pepsi in 2010
DUE: Team project firm selection sheet

Sept. 16 Internal Analysis – Resources and Capabilities

Read (TB): Chapter 5 (Grant)
Review (From Sept. 1) (SCP): Porter, M.E. 1996. What is strategy? HBR.
Read (SCP): Collis, D.J. & Montgomery, C.A. 2008. Competing on resources. HBR.
Read (RCP): Financial Statements and Ratio Analysis. HBS Note.
Prepare Case (Group A #2) (RCP): Trader Joe’s

Sept. 23 Business Strategy and Competitive Advantage

Read (TB): Chapter 7 (Grant)
Read (RCP): Ghemawat, P. & Rivkin, J. W. 2006. Creating competitive advantage. HBS
Background Note.
Prepare Case (Group A #3) (RCP): eHarmony

Sept. 30 Blue Ocean Strategy

Read (RCP): Kim, W. C., & Mauborgne, Renee (2015). Blue Ocean Strategy, Expanded
Edition: How to Create Uncontested Market Space and Make the Competition Irrelevant,
C1. Creating Blue Oceans; C2. Analytical Tools and Frameworks; C9. Align Value, People,
and Profit Propositions.
Prepare Case (Group B #1) (RCP): The Marvel Way: Restoring a Blue Ocean.
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Oct. 7 Corporate Strategy – Vertical Scope (i.e. Vertical Integration)

Read (TB): Chapter 11 (Grant)
Read (SCP): Porter, M.E. 1987. From competitive advantage to corporate strategy. HBR.
Read (RCP): Stuckey, J., & White, D. 1993. When and when not to vertically integrate. SMR.
Prepare Case (Group B #2) (RCP): Birds eye and the frozen food industry

Oct. 14 Corporate Strategy – Product Scope (i.e. Diversification)

Read (TB): Chapter 13 (Grant)
Read (SCP): Prahalad, C. K. & Hamel, G. 1990. The core competence of the corporation.
HBR.
Read (after Prahalad & Hamel) (SCP): Campbell, A., Goold, M., & Alexander, M. 1995.
Corporate strategy: the quest for parenting advantage. HBR.
Prepare Case (Group B #3) (RCP): The Walt Disney Co.: The Entertainment King
DUE: Mid-project team report

Oct. 21 Corporate Strategy – Geographical Scope (i.e. Globalization)

Read (TB): Chapter 12 (Grant)
Read (SCP): Bartlett, C. A. & Ghoshal, S. (1988). Organizing for worldwide effectiveness:
The transnational solution. CMR.
Prepare Case (Group B #4) (RCP): Philips vs. Matsushita: The competitive battle continues.

Oct. 28 Corporate Strategy – Ways to change firm scope - Mergers, Acquisitions and Alliances
Read (TB): Chapter 15 (Grant)
Read (SCP): Collis, D.J & Montgomery, C.A. 1998. Creating corporate advantage. HBR.
Read (SCP): Dyer, J. H., Kale, P., & Singh, H. 2004. When to ally and when to acquire. HBR.
Prepare Case (Group B #5) (RCP): Newell Co.: Corporate Strategy

Nov. 4 Strategy Implementation

Read (TB): Chapter 6 and Chapter 14 (Grant)
Read (SCP): Neilson, G. L., Martin, K. L., & Powers E. 2008. The secrets to successful
strategy execution. HBR.
Prepare Case (Group B #6) (RCP): Alibaba Group

Nov. 11 Veteran’s Day – NO CLASS

Nov. 18 Semester Review and Corporate Social Responsibility

Read (SCP): Porter, M.E. & Kramer, M. R. 2006. Strategy & society: The link between
competitive advantage and corporate social responsibility. HBR.
Read (SCP): Porter, M.E. & Kramer, M. R. 2011. Creating shared value: How to reinvent
capitalism and unleash a wave of innovation and growth. HBR.

Nov. 25 Final Team Presentations

DUE: Final team project report

Dec. 9 FINAL EXAM (Starts at 7:00 pm)