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Strategy Work in Global Context (21E00700) November 1, 2012

Strategy Work in Global Context (21E00700) November 1, 2012. Course information. Strategy work in global context : Facilitators. Nina Granqvist Assistant Professor Hanken School of Economics nina.granqvist@aalto.fi ; +358 50 5951759. Janne Tienari Professor

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Strategy Work in Global Context (21E00700) November 1, 2012

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  1. StrategyWork in GlobalContext (21E00700)November 1, 2012 Courseinformation

  2. Strategywork in globalcontext: Facilitators Nina Granqvist Assistant Professor Hanken School of Economics nina.granqvist@aalto.fi; +358 50 5951759 Janne Tienari Professor Aalto University, School of Business janne.tienari@aalto.fi; +358 50 3531093

  3. Courseoverview (1) The field of strategic management; strategy as practice and work; organization of course work (November 1) (2) Strategy work at JCDecaux Finland (November 8) -Guest: Klaus Kuhanen, Managing Director (3) Strategy work at Lumene Group(November 15) -Guest: TapioPajuharju, CEO (4) Strategy work at Fazer Food Services (November 22) -Guest: Iris Karjula, Managing Director (5) Strategy work at MPS Enterprises (November 29) -Guest: Marcus Herold, CEO and Chairman of the Board (6) Students’ posters, recap and preparation for the exam (December 13)

  4. Intensiveformat Activeparticipation required in allsessions (-1) Group workassignment, deadlines: Poster on December 13; writtenreportdueDecember 23 Fourreactionpapers, deadlines: (1) Nov 12, (2) Nov 19, (3) Nov 26, (4) Dec 3 Return the reactionpapers to the white box in the lobby of the classroom E 3.41 (Arkadia 3rd floor) Exam: December 17 (retakeFebruary 1) Beprepared to work outside the sessions, too! Rules of the game for 6 credits Slides for each session provided at: https://noppa.aalto.fi/noppa/kurssi/21e00700/

  5. Group workassignment – Groups (1) Group 1 Bauer, Tilman Kuukka, Laura Mantere, Anu Rissanen, Merja Virkajärvi, Venla Group 2 Bayart, Angélina Immonen, Ani-Jatta Laitinen, Jaana Martikainen, Tiina Sarkomaa, Petri Virtanen, Elina Group 3 Blakaj, Hedon Jalonen, Heidi Lambertenghi, Ludovica Myllymaa, Timo Schrey, Mija Group 4 Chiarini, Valentina Karvonen, Konsta Lappeteläinen, Kati Määttä, Marika Simström, Anna-Maija

  6. Group workassignment – Groups (2) Group 7 Gulz, Melanie Kovalenko, Ksenia Louhelainen, Milla Pietarinen, Stella Wahlman, Hanna Group 8 Hartman, Satu Kurkilahti, Kristiina Malinovskaya, Irina Pirskanen, Anna-Maija Wang, Jiao Hellström, Jussi Group 5 Engblom, Rilla Kortesaari, Katja Lehtinen, Olga Nopanen, Katri Strauß, Carola Group 6 Evers, Reetta Koryakina, Natalia Linkama, Meri Nurmi, Elsa-Maria Tiilikainen, Suvi-Marja

  7. Group workassignment = 40 % of coursegrade Questions: • How is strategyworkdone at JCDecaux Finland? • How is digitalizationtransforming the strategiclandscape of JCDecaux Finland? • How is strategyworkdone at Lumene Group? • Howdoesinternationalizationimpactuponstrategywork? • How is strategyworkdone at Fazer Food Services? • How is strategicchangecarried out at Fazer Food Services? • Howdocorporateexecutivestalkaboutstrategy? • Whatare the ”bestpractices” of strategywork?  Raffle!

  8. Group workassignment Objective • To deepenyourunderstanding of one of the coursethemesthroughcreativework Format • Use course materials (lectures & readings) and other academic texts to examine your topic • Collect and analyze your own data on the issue (interviews, documents etc.) How to get started • Get to knoweachother! • Agree on a way of workingthateveryone is comfortablewith • Work on logistics: find the times to meet and do as agreed • Startlooking for materials • Everyonereadsall the materials

  9. Group work report: evaluation A top quality report Answers the research question in an insightful and coherent way Covers appropriate (theoretical) literature effectively and demonstrates sound knowledge of the topic Critically evaluates and applies the literature to the case Provides relevant conclusions on the basis of the literature review and case research Is written in a clear and coherent style and quotes references appropriately Offers original insights and demonstrates critical thinking Grading: max. 4 (report grade) + 0-1 (individual contribution – no contribution leads to a student failing the assignment)

  10. Evaluation of individualcontribution Ifnecessary, youcanassessothergroupmembers’ contribution to the finaloutcome Formswillbegiven out at the poster session Member A (name): Contribution in terms of the amountof workcompared to the hardestworkingmember of the group 0% 20% 40% 60% 80% 100% Contribution in terms of quality and importanceof workcompared to others 0 1 2 3 4 5 LackingCrucial

  11. Poster session (December 13) Eachgroupdesigns a posterthatpresentstheirresearch and the message the groupwouldlike to convey • Prioritizecontentbutpayattention to layout/styletoo • Size and formatoptional; becreative Prepare a shortpresentation (2-3 minutes) of yourposter (keyissues and message) Prepare a one-pageflyer of yourposter/research At the poster session: • Eachgroupwillgivetheirshortpresentation • Others (facilitators and students) willcirculate to comment on all the posters and askquestions

  12. Group workreport (dueDecember 23) • Max 20 pages • Suggestedreportstructure: • Executivesummary • Introduction • Literaturereview • Case description • Conclusions • E-mail to janne.tienari@aalto.fiby 23 December (midnight)

  13. Orientation to the course and groupwork • Whatdoyouwant to learn? • Tryformulatingyourlearninggoals in the form of questionsthatyouwant to seekanswers to • Whoarewe? • Introduceyourself and share/discussyourlearninggoals and expectationsfor thiscourse (including the groupwork)

  14. Fourreactionpapers = 30% of coursegrade Readings for RR 1 • Porter, M.E. (2008) The FiveCompetitiveForcesThatShapeStrategy. Harvard Business Review, January, 78-93. • Whittington, R. (2006) Completing the PracticeTurn in StrategyResearch. OrganizationStudies 27, 613-634. Readings for RR 2 • Doz, Y. & Kosonen, M. (2010) Embedding Strategic Agility: A Leadership Agenda for Accelerating Business ModelRenewal. Long RangePlanning43, 370-382. • Regnér, P. (2003) StrategyCreation in the Periphery: InductiveVersusDeductiveStrategyMaking. Journal of Management Studies 40, 57-82. Readings for RR 3 • Kotter, J. (1995 / 2007) Leading Change: Why Transformation Efforts Fail. Harvard Business Review, January, 96-103. • Mantere, S. & Vaara, E. (2008) On the problem of participation in strategy: A critical discursive perspective. Organization Science 19, 341-358. Readings for RR 4 • Amabile, Teresa M. & Khaire, Mukti (2008) Creativity and the Role of the Leader. Harvard Business Review, October, 100-109. • Suominen, K. & Mantere, S. (2010) Consuming Strategy: The Art and Practice of Every Day Strategy Usage. Advances in Strategic ManagementVol 27, 211-245.

  15. Fourreactionpapers = 30% of coursegrade Reactionpaper 1: deadline November12 • Contrast and comparecritically the twoarticles (Porter and Whittington): whatare the keydifferences in howtheyconceptualizestrategy? • Makeuse of the articles and the session on November 8: Whatare the keyissues in JCDecauxFinland’sstrategywork? Reactionpaper 2: deadline November19 • Makeuse of the articles (Doz & Kosonen; Regnér) and the session on November 15: Whatare the keyissues in the strategywork of internationalizingcompanies? Reactionpaper 3: deadline November 26 • Contrast and comparecritically the twoarticles (Kotter and Mantere & Vaara): whatare the keydifferences in howtheyconceptualizekeyissues in strategicchange? • Makeuse of the articles and the session on November 22: whatare the keyissues in Fazer Food Services’ strategywork? Reactionpaper 4: deadline December3 • Makeuse of the articles (Amabile & Khaire and Suominen & Mantere) and the session on November 29: howcanyoustrategicallymanageemployees in a professionalservicesfirm?

  16. Guidelines for writing thereactionpapers Guidelines • Lengthabout500-700 wordseach • Aim at answering the questionsposed for the materials Grading 0-5 for eachpaper, for goodgrades: • Writecoherent, structuredtext, useyourownwordsto pinpoint the keyarguments • Show youranalyticalthinking, and clearlyseparatethatfromwhat the researchpaperssay • Incorporate some key learnings from the company cases in a way which resonates with the course materials • Payattention to the flow and structure of the review In the beginning of the following session wegothroughsome of issueswhichyouraised, and highlight the keylearningpoints…

  17. Reaction papers: criteria for evaluation 0 points: summarizesthe contentsbyusingdirectquotationsfrom the articles (i.e. notyourownwords) withminimalownreactionsorreflection OR doesnotaddress at all the questionsposed for the materials 1 point: summarizesthe articleswithoutmuchreflectionOR presentsownreactionswithoutsufficientlycovering the main points of the articles 2 points: summarizes the articleswithlittlereflection OR presentsownreactionswithoutanalyticallydiscussing the main points of the articles 3 points: showsan understanding the main points of thearticlesand offersownanalyticalreactions to these 4 points: givesan elegantpresentation and analysis of the main issuescombinedwithwellargued and perceptivereactions 5 points: provides an impeccableanalysis of the main issuescombinedwithwellargued, creative, and perceptivereactions

  18. Exam = 30% of coursegrade • Twoessays (max 2 pagesstructured and coherenttexteach) • Materials: • All session materials • Allreadings for reactionpapers • Hambrick, D.C. & Chen, M-J (2008) New AcademicFields as Admittance-Seeking Social Movements: The Case of Strategic Management. Academy of Management Review 33, 32-54. • Minzberg, H. (1994) The Rise and Fall of Strategic Planning. Harvard Business Review, January-February, 107-114. • Register through WebOodi

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