Course Outline: Strategic Management (MG533, MG534… · Course Outline: Strategic Management...

Course Outline: Strategic Management

(MG533, MG534, MG557, MG571)

Semester 1, 2011/12 Programmes

M.Sc. (E-Commerce) (MG534), Master of Accounting, Master of

Information Technology, M.Sc.(Industrial Relations and HRM) and M.Sc. ( International Management)

Course material

A course web is available at http:/blackboard.nuigalway.ie

Course Objectives

• Provide exposure to the concepts, theories and techniques of

strategic management in a business context • Application of strategic management concepts across a wide range

of business settings • Understand the design, implementation and maintenance of

strategic planning systems and strategic thinking

Lecturers

Name Office Ext E-mail Josephine Igoe

St. Anthony’s Building, Cairnes School of Business & Economics

5236

[email protected]

Times

Lectures: Wed 4-6pm

Learning Outcomes

Upon completion of the course you should be able to:

• Demonstrate a mastery of the concepts, techniques and theories of strategic management

• Formulate and design strategies, strategic planning systems and strategic implementation activities

mailto:[email protected]�

• Develop an understanding of the complexities of strategic issues in a real world context

• Demonstrate evaluative and critical strategic thinking by assessing the strategic profiles of firms at business and industry levels

• Apply strategic principles, concepts, theories and frameworks to a wide range of businesses and industry settings

Course Material A course web is available at http://blackboard.nuigalway.ie

Core Texts

Course Reading Core Text Book: Johnson, G. & Scholes, K and Whittington, R. (2011) Exploring Corporate Strategy; Text and Cases, 9th Edition, Prentice Hall: Essex. (There will be some copies available on short term loan in the library, however, it is highly recommended to have your own copy for case study readings in class) Suggested Journals: Strategic Management Journal, California Management Review, Harvard Business Review and Academy of Management Journal. All available from Library electronic sources

Course Assessment

Semester courses (MG533, MG557, MG571) Presentation 10% Group Project 30% Final Examination 60% Total 100% MBS (E-Commerce) (MG534) [Full Year] Presentation 10% Case study presentation (Semester 2) 10% Final Examination 80% Total 100%

Assessment *Each week a group of students will present 8 slides on either a short case study or a reading addressing the questions asked. The slides should consist of: heading slide (1 slide), summary of core themes (4

http://blackboard.nuigalway.ie/�

slides), a conceptual critique of the reading (2 slides), analysis of the contribution of the reading to wider strategic management literature (1 slide). Presentations must be thoughtful and analytical, and must be emailed to the lecturer on the morning of the lecture. Case Studies should address questions at the end of the case Presentations should be no more than 10 minutes long The schedule of case and reading presentations can be found in the assignments section of Blackboard. A minimum of 35% is required in the final written examination before marks for continuous assessment can be included in the overall subject mark. There is no provision for further presentations before the next offering of the course and the mark for the presentations (including a zero mark for non-presentation) WILL be carried forward to the next sitting of the examination.]

Plagiarism The University code of practice for dealing with plagiarism will be followed to the fullest extent where appropriate.

Structure and Approach

Pedagogic Approach There are two parts to each classroom session. Part 1: The lecturer will review the selected material corresponding to the course outline. Part 2: The students will be required to present their findings on selected case studies and literature readings every week. This will be a highly interactive and discussion led part of the class.

Topic

Core Text Chapter

Case Study Journal Article

Sept 5th 2012 Week 1- Introduction

1

Sept 12 Week 2 – Introduction to Strategic Management

1

Sept 19th Week 3 – The Strategic Position: The Environment

2

European Brewing Industry

Porter, ME (1979) ‘ How competitive forces shape strategy’ Group Number 1. Tiffany Carpenter Jeanie Cooper Sheila Kearney

Sept 26th Week 4 – The Strategic Position: Strategic Capabilities

3 Dyson Group 2 Laura Gray Nicola Waldron Kelly O’Connor Cliodhna Fitzmaurice

Prahalad, C.K. and Hamel G. (1990), ‘The Core Competence of the Corporation’. Harvard Business Review; May-June

Oct 3rd Week 5 – The Strategic Position: Strategic Purpose

4 Red Group 3 Kevin Heaney Ronan Conlon Andre Peter Tongo Kelvin lynch

Collins, J.C. and Porras, J.I. (1996). ‘Building your company’s vision’. Harvard Business Review, September-October Group 4 Stacey Ni Churrain Enda Hawkins Darren Donohue James Arkinson

Oct 10th Week 6 – Strategic Choices: Business Level Strategy

6

Madonna Group 5 Sunny Lee Ananya Shivamand Cathal Cassidy Jimmy Barrett Conor Murphy

Porter, M.E. (1996). ‘What is Strategy?’ Harvard Business Review, Nov-Dec Group 6 Hong Zhong Dermot O’Malley Alan O’Hanlon Eric Loughlin

Oct 17th Week 7- Strategic Choices: Corporate Level Strategy

7 Virgin Group 7 Siobhan Scanlan Andrea Mitchell Sinead Ryan Frank Quinn

Porter, M.E. (1987). From Competitive Advantage to Corporate Strategy’. Harvard Business Review, May-June Group 8 Sean McEleney David English Robert O’Connor Brian Hennelly (Additional Reading & Group) Strategic Management Journal Strat. Mgmt. J., 21: 1105–1121 (2000). Dynamic Capabilities: What are they?’ KATHLEEN M. EISENHARDT* and JEFFREY A. MARTIN Group 9 Sinead Moloney Ciaran Boland Louise Meehaghan Xiao Zhang Rachel Crowley

Oct 24th Week 8 – International Strategy

8 Lenovo Computers: East meets West Group 10 Cathal Freeman Sean Faherty

Hamel G and Prahalad C.K. (1985) Do You Really have a Global Strategy?’ Harvard Business Review Vol 63, No 4.

Catherine O’Reilly Francis McKeague

Group 11 Alice Daly Aileen Fallon Theresa Costello Lucie Chassagrande

Oct 31st Week 9- Strategy In Action

12 Google Group 12 Vielka Olivia Padraic Geraghty Johannes Schatz Clement Pillet Susan Euler-Ajayi Strategic Management Journal Strat. Mgmt. J., 25: 981–1004 (2004) Published online in Wiley InterScience (www.interscience.wiley.com). DOI: 10.1002/smj.397 CHANGES IN THE INTELLECTUAL STRUCTURE OF STRATEGIC MANAGEMENT RESEARCH: A BIBLIOMETRIC STUDY OF THE STRATEGIC MANAGEMENT JOURNAL, 1980–2000 ANTONIO-RAFAEL RAMOS-RODR´IGUEZ* and JOS ´ E RU´IZ-NAVARRO Group 14 Norma Naube Clair Donnellan Kelly Murphy Suzann O’Donovan Frank Quinn

Mintzberg, H. (1987). ‘Crafting Strategy’. Harvard Business Review, July-August. Group 13 Shauna Mcloughlin Christine McAndrew Lisa Gavin Aisling Duignan

Nov 7th Week 10 – Strategy In Action, Organising for Success

13 Hurricane Katrina Group 15 Robert Hanly Natalie Doyle Sinead Curran

Hamel, G. (1996). ‘Strategy as a revolution’. Harvard Business Review July-August Group 16 Daniel Weber

Joseph Doohan Vincent Hayes

Nov 14th Week 11 – Strategic Change

14 Faslane Group 17 Caroline Burke Barry Daly Peter Kellehan Enda Feeney Sharon Cuneen

Kotter, J. (1995). ‘Leading Change: why transformation efforts fail’. Harvard Business Review, March-April Group 18 Niall Garry Conor McGrath Micheal Gibbons Kevin Moynihan

Nov 21st Week 12

Course Review

****We are somewhat behind on weeks so I will be covering week 3 & 4 tomorrow and Group 2 will slot in next week alongside those groups scheduled for next week

Global Business

Global Business

MG581

MSc International Management

Objective

Traditionally several recurrent themes can be seen in the international business literature, including the rationales for multinational firms, the process of internationalisation, entry modes for international expansion, location decisions, and the management of international subsidiaries. At the turn of the 21st century many forces have combined to change the face of international business. Several of these forces are loosely coupled under the rubric of ‘globalisation’. These include the expansion of global finance and financial markets, spread of knowledge facilitated by improved communication, the widespread use and availability of technology, the active expansion of multinational firms, the decoupling and decentralisation of economic activities within and between firms, the blurring of nationality of multinationals, and the emergence of regions and regional identities that transcend borders. Added to this list today would be the rise of electronic communities over the internet, and the fact that nations accounting for nearly one-half of the world’s population (incl. China, India, Sth Africa, former Eastern bloc) have either entered or have dramatically changed their relationship to the world economy raises many challenges to traditional thinking on international business. In many ways globalisation has proceeded well beyond what Theodore Levitt conceived of in 1983. Given this context this course examines the changing trends at the heart of the globalisation ‘dispute’, and examine the countervailing dynamics of the forces of globalisation, both from the macro (environment) and micro (MNE) perspectives. The purpose of the Global Business module is give programme participants an understanding of the most important international business concepts and frameworks that are relevant for managers and firms to manage international business, and to enable the ability to apply these to international and internationalizing firms.

Lecturer Josephine Igoe, Ext 5236: Email: [email protected]

Global Business

Times

Day: Thursday Time: 2-5pm

Overall Learning

Outcomes

On completion of the module students will: Have a thorough understanding of external environmental influences

(political, economic, social, technological) on a firm operating internationally

Have an understanding of the appropriate frameworks forconceptualizing the management of knowledge and inherent tensionswithin and without the scope of the MNE.

Understand the nature and scope of the (networked) MNE, structures and processes in a global world.

Comprehend and appreciate the role of the manager in internationalbusiness in shaping and developing strategy in a differentiated MNE,and his/her role in combining and leveraging resources on a global scale.

To understand the complex nature of international strategy and itsrelevance to global business, particularly, in developing a view of the world that goes beyond the tension between globalization andlocalization in MNEs.

To analyse emerging trends in the global environment, and assess their impact on the future of the MNE.

Format Weekly, the course comprises 3 hours lecture(s) plus class discussions, seminars, and in-class exercises.

Programme(s) MSc International Management

MSc Strategy, Innovation and People Management

Course Material

A course web is available at http://blackboard.nuigalway.ie

1 . E n d o f Y e a r E x a m i n a t i o n 6 0 %

2 . C o n t i n u o u s A s s e s s m e n t 40%*

There will be a two hour unseen examination at the end of the semester in which you will be expected to answer two questions. The examination accounts for 60% of the total marks

Assessment

The remaining 30% is from continuous assessment. You will be participating in an International Project run from University of Northern Illinois. Details of this project are under ‘X-Culture’ folder on Blackboard

Workload Credit weighting: 10 Lecture hours: 33 Independent assignment work: 20

Global Business

Examination: 2

Reading

We will be discussing a small number of core articles in each session. Students will be expected to have read relevant material in advance of sessions. Although the articles are listed in alphabetical order for each session, you should read them in chronological order, i.e. oldest first. When reading the articles you should focus on having a knowledge of the following by the end: 1. Purpose of reading – should be able to discuss the purpose of the

articles and begin to discuss how it contributes to our knowledge of Global Business.

2. Theoretical argument – should be in a position to discuss the theoretical foundation of the paper, its basic assumptions.

3. Hypotheses or propositions if any (delimit the focus) 4. Methodology – awareness 5. Data operationalisation – how data constructed (generally) 6. Results and conclusions – summarise empirical findings if any,

theoretical contributions, and how the articles contributes our understanding of the relevant topic.

Core Text: Peng, Mike (2009). Global Business, Cengage Learning, Nelson Education

Supplementary Text(s):

Morrison, J. (2009). International Business, Challenges in a Changing World, Palgrave Macmillan, Ghauri, P. and Prasad, S (1995). International Management: A Reader, Dryden Press, London Rugman, Alan and Thomas Brewer, Eds. 2001 (Hardback), 2003 (Paperback), The Oxford Handbook of International Business (OHIB), Oxford, UK, Oxford University Press,

This reading list is not an exhaustive one in that it should not prevent or dissuade students from seeking extra material from other sources (books, journals, newspapers etc). For the in term assignment students will be expected to research the subject of their assignment.

Journals: Academy of Management Journal European Management Review Global Strategy Journal (launched in Jan 2010 by Strategic Management Society) International Business Review Journal of International Business Studies Journal of International Management Journal of Transnational Management Journal of World Business Management International Review Strategic Management Journal

Global Business

Related journals include: Administrative Science Quarterly Organization Science R&D Management

Agenda Topic Readings

Session 1 &2 : Introduction to Course and Globalisation Business and Business Strategy

This session is intended to introduce students to the context of global business, definitions, institutions, regional blocs and triadisation, and to provide a foundation for the remainder of the remainder of the course.

Peng, Global Business, Ch 1 and 2

Morrison, International Business, Ch 1 and 2

Dunning, J. (1989) The study of international business: a plea for a more interdisciplinary approach, Journal of International Business Studies, no. 3. pp. 1-24. Igoe J. and McGee J. Global Strategies and International Advantage: Economic and Managerial Perspectives (Working Paper) On blackboard

Session 2: Topic - Globalisation , Meaning, Development, Anti-globalisation arguments

Readings outlined in Powerpoint Slides

Global Business

Session 3: International Business Strategy. The purpose of this section is to give an overview of managing strategy and the internal organization in a multinational enterprise.

Peng, M. Global Business, Ch 3.4, 5 Porter, M.E. (1995). The Competitive Advantage of Nations, Harvard Business Review, Mar-April, Vol 68 (2). Rugman, A. and Verbeke. A 92004). A perspective on regional and global strategies of multinational enterprises. Journal of International Business Studies 5:3-18.

Ghoshal, S, and Bartlett (1990), The Multinational Corporation as an Integrated Network. Academy of Management Review, 15(4):603-625.

Session 4 X-Culture Project: Process, Content, Context. What to expect and how to proceed. The purpose of this session is to outline the project, expectations and workload.

Training documents for X-Culture on Blackboard under folder titled ‘X-Culture project’.

Global Business

Session 5:

FDI and the MNE, Modes of Doing Business Across Borders

The purpose of this section is to understand classical and modern theories of international trade, and participate in leading debates on international trade and FDI.

.

Peng, Chs 5, 6, 7, 11 Dunning, J. (1988). The eclectic paradigm of international production: Past, present and future. International Journal of the Economics of Business, 8(2):173-190. Oxley, J and R Sampson (2004). The Scope and Governance of international R&D alliances, Strategic Management Journal 25:723-749

Global Business

Session 6.

Subsidiary Strategy, Subsidiary Initiative and Subsidiary Value Add to MNE

The purpose of this section is to comprehend andappreciate the role of the manager in international businessin shaping and developing strategy in a differentiated MNE,and his/her role in combining and leveraging resources on aglobal scale.

Session 7.

Guest Speaker

Peng, Ch 10, 12

Ghoshal, S. and CA Bartlett. (1988), Creation, adoption and diffusion of innovations by subsidiaries of multinational corporations, Journal of International Business Studies 19(3):365-388. Birkinshaw, J. (1997). ‘Entrepreneurship in multinational corporations: the characteristics of subsidiary initiative.’ Strategic Management Journal, 18(3): 207-229.

Paterson, S.L. and Brock, D.M. (2002). ‘The development of subsidiary-management research: review and theoretical analysis’. International Business Review 11:139-163.

Global Business

Session 8.

External Environment of the MNE

Political, Social, Cultural, Economic Influences

The purpose of this session is to outline key contemporary trends and changes in the external global business environment

Readings and Videos to be outlined in class

Session 9:

Geography and the MNE The purpose of this section is to examine the influence of place and location the configuration and structure of MNE and vice versa. It will also examine how location can be an important source of competitive advantage for the multinational.

Cantwell, J, 2009. "Location and the multinational enterprise," Journal of International Business Studies, vol. 40(1), pages 35-41, January. Frost T., 2001. The Geographic Sources of Foreign Subsidiaries' Innovations. Strategic Management Journal Vol. 22: 101-123.

Session10 Evolution, Growth, Knowledge

Management within the MNE

The purpose of this section is to develop out how the MNE as an entity evolves and is evolved by the functions and actions of the MNE actors, as well as to develop out new emerging paradigms on how the multinational evolves.

Kay, N. (2005). Penrose and the growth of multinational firms, Managerial and Decision Economics. Volume 26, Issue 2 , Pages99 - 112 Kogut, B. and Zander, U. (1992). ‘Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology.’ Organization Science, 3 (3). 383-397. Kogut, B. and Zander, U. (1993). ‘Knowledge of the firm and the evolutionary theory of the multinational corporation.’ Journal of International Business Studies, 24(4): 625-645.

Global Business

Session 11: Triadisation, Emerging Economies The purpose of this section is to create an awareness of the scope and nature of operating in an interconnected world, and the tensions arising from this. Session 12 Course Review

Lall, S. (1996). Transnational corporations and economic development. Chapterthree in Transnational corporations and world development, Geneva: UNCTAD, 44-72.

Narula, R. and J. H. Dunning (2000). Industrial development, globalization and multinational enterprises: New realities for developing countries. Oxford Development Studies, 28(2).

International & Cross Cultural Management (MG582)

Page 1 of 4

International & Cross Cultural Management 2012 -13 MG582

- Course Outline -

Objective

This module aims to develop the awareness, skills and knowledge required by managers seeking to work abroad as international executives. The module provides a key grounding in the nature of management in the global context by increasing awareness and understanding of the soft skills in international management, particularly those relating to cross‐cultural management. We begin by exploring the key theoretical lenses through which international management can be considered. The meaning of culture is explored by drawing on a range of national culture models and studies. These frameworks can be applied not only to national culture, but also to other cultural spheres – regional, industry, corporate and functional / professional. Additionally we explore the institutional lens as a frame for considering international management. We then examine how national culture influences management practice. In particular the focus will be on the influence of national culture on the development and transfer of a wide range of HRM practices e.g. How do human resource management practices differ across countries and why? What are the possible underlying cultural reasons for these differences? The influence of national culture on aspects of organization structure will also be examined. A range of areas in international management will be reviewed including leadership, decision‐making, work and motivation, and negotiating across cultures. Finally, we consider the emerging challenges of international management. The emphasis will be on how individuals, teams and organizations manage these cultural differences.

Lecturer

Name: Professor Hugh Scullion and Guest Lecturers Office: 319, St Anthonys Email Address: [email protected] Contact Number: 091 493079

Lecture Details Day Time Venue Tuesdays 2‐6pm ENG ‐3036 Lecture Theatre 10

Overall Learning

Outcomes

Upon completion of this course you will be able to: Understand the importance of cross‐cultural management, and of the major theoretical and empirical

studies comparing cultures and institutions. Understanding a range of international management practices and how culture impacts upon them:

work, motivation, performance appraisal, leadership, cross‐ cultural communication and decision‐making, negotiation and trust, conflict and dispute resolution,

ethics. Knowledge of comparative management models and their implications for management in different

national / regional contexts. Apply their understanding of cultural and institutional differences to evaluate the challenges and

opportunities of doing business in different countries. To analyse and critique theory and research on national cultures, and to convert theory and research

into practice. Display an understanding of cultural difference in interactions with different nationalities. Effectively present in written and oral format in a means appropriate to a professional audience.

Format

Weekly, the course comprises 4 hours lecture. These lecture slots incorporate case studies, class discussion and contribution from experienced practictioners to help link theory with practice. The key issues outlined in each of the sessions should then be developed through further study. Private study enables you to build on the knowledge gained in sessions through recourse to handout material and the recommended readings. Small group exercises are used to reinforce the learning during class and presentations of cases to the group as a whole facilitates the sharing of learning.

Programme(s) MSc in International Management

Course Material A course web is available at http://blackboard.nuigalway.ie

Assessment 1. End of Year Examination 50%2. Assignments 50%

Workload

Credit weighting: 10 ECTLecture hours: 48 Independent study: 199 Examination: 3 Total Student Effort: 250 hours


Page 2 of 4

Core Text: (Students need their own copy) Thomas, D.C. (2008) Cross Cultural Management: Essential Concepts, second edition, London, Sage. McFarlin, D and Sweeney, B. ( 2012) International Organizational Behaviour, Routledge. London. Branine, M ( 2011) Managing Across Cultures : Concepts, Policies and Practices, London : Sage Publications Supplementary Text(s):

Maude, B ( 2011) Managing Cross Cultural Communication : Principles and Practice. London MacMillan. Steers, R.M., Sanchez‐Runde, C.J and Nardon, L (2010) Management Across Cultures : Challenges and Strategies.

Cambridge, Cambridge University press. Mead, R and Andrews, T. ( 2009) International Management, Fourth Edition, London : Wiley. Browaeys, M.J. and Price, R. (2011) Understanding crosscultural management, 2nd edition Harlow, Prentice Hall. Schein, E.H. ( 2010) Organizational Culture and Leadership, 4th edition, San Francisco : Josey Bass. French, R ( 2010) Cross‐Cultural Management in Work Organizations, London , CIPD. Deresky, H. (2008) International Management: Managing Across Borders and Cultures,sixth edition, New Jersey,

Pearson. Dicken, P. (2011) The Global Shift: Mapping the changing contours of the world economy, Sixth edition, London,

Sage. Gooderham, P.N. and Nordhaug, O. (2003) International Management: cross cultural challenges, Oxford, Blackwell. Lane, H.W., DiStefano, J.J. and Maznevski, M.L and Dietz (2009) International ManagementBehaviour: Leading with

a Global Mindset Oxford, Blackwell. Luthans, F. and Doh, J. (2009) International Management: Culture, Strategy andBehaviour, seventh edition, New

York, McGraw Hill.. Thomas, D.C. (2003) Readings and Cases in International Management: A cross cultural perspective, London, Sage. Bartlett, C.A. and Ghoshal, S. (1998) Managing Across Borders: The transnational solution, Boston, Harvard

Business School Press. Schneider, S.C. and Barsoux, J.L. (2003) Managing Across Cultures, second edition, Harlow, FT Prentice Hall. Bartlett, C., Ghoshal, S. and Beamish, P. (2008) Transnational Management: Text, Cases and Readings in Cross

Border Management, fifth edition, New York, McGraw Hill. Beamish, P.W., Morrison, A.J., Inkpen, A.C. and Rosenzweig, P.M. (2003) International Management, fifth edition,

Boston, McGraw Hill.

Additional readings will be announced during the course. There are, of course, many other excellent books on international and cross cultural management in the library. Students are urged to browse the relevant shelves of the library. The ability to make effective use of a library catalogue (and other library facilities) is an essential skill at third level. The library staff will be willing to assist you in beginning a search. Key journals in the field include: Journal of International Business Studies (JIBS) Journal of World Business (JWB) Management International Review (MIR) International Business Review (IBR) Thunderbird International Business Review (TIBR) European Journal of International Management (EJIM) Cross Cultural Management (CCM) International Journal of Cross Cultural Management (IJCCM) Journal of Management Studies (JMS) Human Relations (HR) Academy of Management Journal (AMJ) Academy of Management Review (AMR) British Journal of Management (BJM)


Page 3 of 4

Session Outline

Topic Readings

Session 1: An Introduction to International business and globalisation. (HS) 11/09/12 The nature of international business and some key concepts and debates on Globalisation are examined

Dicken, Chapters 1 and 2.Harzing & Van Ruysseveldt Chapters 1& 2 McFarlin & Sweeney Chapters 1& 2 Luthans & Doh Chapters 1&2

Session 2: Cross Cultural Management 1 (HS) 18/09/12 This session introduces the notion of culture and considers some key defintions and models of culture It also examines the impact of culture management practices and considers culture’s impact on artefacts and behaviour.

Branine, chapters 1 and 2Thomas (2008) chapter 1 & 2 Javidan, M and Dastmalchian, A (2009) Managerial Implications of the Globe Project : a study of 62 societies, Asia Pacific Journal of Human Resources, 47 ( 1) : 41‐58 .

Session 3: Institutional Theory ( NW) 25/09/12 This session has two key objectives. The first is to consider the main critiques of cultural theory in the context of management. Second institutional theory is introduced as an alternative lens for the understanding of international management practice. This session considers the variety of definitions of management in different countries and examines the idea of high context\ low context cultures and differing patterns of culture.

Bjorkman, I. (2006) “International human resource management research and institutional theory”, in G.K. Stahl and I. Bjorkman (eds) Handbook of Research in International Human Resource Management, Cheltenham, Edward Elgar. McSweeney, B. (2002) “Hofstede’s Model of National Cultural Differences and their Consequences: A Triumph of Faith ‐ a Failure of Analysis”, Human Relations, 55: 1, 89‐118.

Session 4: Culture, spheres of culture and organisational structure (HS) 2/10/12 This first part of the session considers cultural spheres of influence. It considers the impact of culture on organisational structure. The session will also examine a number of important cultural spheres – including regional culture, industry culture, corporate culture and professional culture

Thomas (2008) chapter 9Branine, chapter 4, 5 and 19.

Session 5: Cross Cultural Management 2 (HS) 09/10/12 This session considers the variety of definitions of management in different countries and examines the idea of high context‐low context cultures and differing patterns of culture.

Thomas (2008) chapter 3 & 4 Branine, Chapter 3. Mc Sweeney, B ( 2002) Hofstede’s model of national cultural differences aand their consequences : a triumph of faith – a failure of analysis, Human Relations ( 55) : 1 89‐118.

Session 6: Ethics and International Management (HS) 16/10/12 Different views on what is ethically acceptable in different nations create significant challenges for managers operating in the global context. This session considers some of the ethics decisions which managers are faced with in the global context. In addition we will consider corporate social responsibility.

McFarin and Sweeney (2006) chapter 3 Luthans and Doh (2009) chapter 3 Royle, T. (2005) “Realism of idealism? Corporate social responsibility in the global fast food industry”, Business Ethics: A European Review, 14: 1, 42‐54.

Session 7: Cross Cultural Communication & Negotiation (DH) 23/10/12 This session considers the impact of culture on communication and negotiation across cultures.

Thomas, D. (2008) Chapter 6

Session 8: Motivation and Leadership across Cultures (AM) 30/10/12 This session considers the impact of culture on leadership and motivation.

Thomas (2008) chapter 7Mendenhall, M.E., Osland, J.S., Bird, A., Oddou, G., & Maznevski, M. (eds) (2008) Global Leadership: Research, Practice and Development, London, Routledge.

Session 9 Cross Border Mergers and Acquisitions (DH) 6/11/12 The challenges of managing cultural differences in cross border mergers and acquisitions.

Stahl, G and Voght, A ( 20008) Do cultural differences matter in mergers and acquisitions ? A tentative model and examination, Organizational Science 19(1) : 160‐76.Zhou, H and Ghauri, P ( 2008) Learning through International Acquistions : the process of knowledge acquisition in China, Management International Review 48 (2) : 207‐26.


Page 4 of 4

Session 10: Managing Global teams across cultures (NW) 13/11/12 This session examines the challenges of managing teams across cultures including global virtual teams.

Thomas (2008) chapter 8Maznevski, M., Carney Davidson, S. and Jonsen, K. (2006) “Global virtual team dynamics and effectiveness”, in G.K. Stahl and I. Bjorkman (eds) Handbook of Research in International Human Resource Management, Edward Elgar.

Session 11: Culture and Organization (HS) 20/11/12 This session examines how culture influences organization structure and it also examines what is the meaning of organization in different cultures.

The material for this session will be made available after the submission date for assignments.

Session 12: Review Session & Exam preparation (HS) 27/11/12

Innovation and the Learning Organisation (MG604)

Objectives This module provides students with an introduction to the management and strategy of innovation.

Lecturer

Dr Rachel Hilliard Room 315, Cairnes Building

492932

[email protected]

Lectures Monday, 10.00 am -1.00 pm, CA004

Programme MSc in Strategy, Innovation and People Management

Overall Learning

Outcomes

Upon completion of this course you should be able to: Explain the central importance of effective innovation and technology

management for success and growth. Identify the role of innovative capabilities in the development and

implementation of innovation strategy. Critically assess the key processes for the effective organisation of

innovation and technology within firms.

Structure and Approach

The module will comprise one lecture per week. Students are expected to prepare from the core text, assigned papers and make use of additional resources available on the companion website.

Material A course website is available at http://blackboard.nuigalway.ie

Resources also at: www.managing-inovation.com

Core Text

Managing Innovation by Joe Tidd and John Bessant (2009, 4th edition)

Key Texts

Smith, David (2010) Exploring Innovation. 2nd Edition. London:

McGrawHill. (DS)

Dodgson, M., D. Gann and A Salter (2008) The Management of

Technological Innovation. Oxford: Oxford. (DGS)

Goffin, Keith and Rick Mitchell (2005). Innovation Management.

London: Palgrave Macmillan. (GM)

2

Journals

The following is a list of some of the journals where innovation related

research can be found. This list will be helpful in guiding your additional

reading and in preparing for assignments and the examination:

Research Policy

Industrial and Corporate Change

Journal of Product Innovation Management

Technovation

Industry and Innovation

International Journal of Innovation Management

International Journal of Innovation and Learning

The Learning Organization

Assessment

Assignment 1 (group presentation): 15% of total marks.

Assignment 2 (group project): 25% of total marks

Exam (2 hours, end-of-year): 60% of total marks.

Workload Credit Weighting: 10 ECTS; Lecture hours: 48 hours

Total student effort: approx 240 hours

Plagiarism Students are expected to the University’s code on plagiarism. Assignments may be checked for plagiarism and copying using Turnitin software.

3

Assignments: Assignment 1: Presentation Jam (15%) On Monday 28th January we will have presentations of key papers in innovation management, given in groups of TWO. There are four steps to successfully submit your paper:

1. Confirm your group and select your paper. You will find the sign-up lists on Blackboard under the Presentation Jam readings.

2. Prepare your presentation. Presentation files (eg powerpoint, if using) uploaded to

the class wiki page on Bb by 10am, Friday 25th January. Late submissions will not be accepted.

3. Prepare a summary. One page summary of the paper uploaded to the class wiki

‘sum of our knowledge’ page by 5pm, Friday 1st February.

4. Give your presentation on 28th January. Your presentation must be no longer than 10 minutes – marks will be deducted for going over.

The aim is to teach the class about the most important points of the paper, in the most creative and engaging way that you can. Look here for advice: http://chronicle.com/blogs/profhacker/challenging-the-presentation-paradigm-in-6-minutes-40-seconds-pecha-kucha/22807 http://www.43folders.com/2007/08/23/better-presentations http://presentationzen.blogs.com/presentationzen/2005/09/living_large_ta.html NOTE: There is no facility provided to repeat this assignment if failed/missed.

4

Assignment 2: Innovation Strategy (25%) This assignment has two parts and will be carried out in groups of FOUR or FIVE. Part 1: You are an innovation strategy consultancy group, employed to develop an innovation strategy for x technology. Your innovation strategy needs to support this with identification of:

1. Market drivers 2. Proposed product features 3. Technological solutions 4. Resourcing Implications

Your strategy document should explain how you carried out any analyses and conclusions reached, as well as addressing the implementation issues the company may need to address. Your document should be no more than 3,000 words long. This document should be submitted via Blackboard Turnitin no later than Friday 15th March @ 5pm. Late submissions will not be accepted. Part 2: Present your work to the group. On Monday 25th March each group will present their roadmap to the class. The presentation should be 10 minutes in duration and marks will be deducted for going over. NB: There is no facility provided to repeat this assignment if failed/missed.

MG573 – International HRM

1

MG 573 International HRM 2013-2014 Course Outline

Objective

The purpose of the International HRM module is to encourage students to develop their knowledge and expertise in a range of themes in International HRM - a field which has grown rapidly in scope and importance in recent years as HRM is increasingly seen as a key source of competitive advantage in international business.

Not only do human resources have to be managed strategically, they must be managed within the context of ever increasing globalisation. Global human resource professionals and managers within global organisations are responsible for developing strategies, systems and policies that attempt to ensure the effective and efficient use of human talent (within and across borders) to accomplish organisational goals. A thorough understanding and appreciation of how culture affects the implementation of strategic goals is also essential. This module synthesises two critical areas of human resource management: strategy and international HR.

Lecturer(s)

Name Office Ext E-mail

Prof Maura Sheehan

Room 323

Cairnes

Building

5385 [email protected]

Times

Day Time Venue

Lectures: Thursday 2-4pm CA 117

Overall Learning

Outcomes

On completion of the module students will be able to: Critically analyse the links between international strategy and human

resource management and employment practices in multinational corporations (MNC)

Critically evaluate the international HRM and employment strategies, policies and practices of international firms in their response to internationalisation

Critically comprehend the role of global talent management; international workforce planning and global staffing; international recruitment, selection and repatriation; training and development, managerial development and global leadership development; and cross-cultural awareness for international assignees

Critically evaluate the factors that influence executive and expatriate rewards in a global context

Critically comprehends how MNC organizational and HR strategies are influenced by external environmental factors

Format Weekly, the course comprises 2 hours lecture(s) plus class discussions, seminars, and in-class exercises.

Programme(s) MSc in HRM and IR, MSC in Corporate Strategy and People Management

Course Material

A course web is available at http://blackboard.nuigalway.ie


2

Assessment

1. End of Year Examination 60%

2. Continuous Assessment 40%*

There will be a two hour unseen examination at the end of the semester in which you will be expected to answer two questions. The examination accounts for 60% of the total marks. The remaining 40% is from continuous assessment, which comprises a group assignment of 2,500 words.

Workload

Credit weighting: 5

Lecture hours: 22

Independent assignment work: 20

Independent study: 81

Examination: 2

Total Student Effort: 125 hours

Reading Students will be expected to have read relevant material in advance of sessions.

Core Texts: Several copies of each are available on short-term loan at the library.

Briscoe, D., Schuler, R. and Tarique, I. (2012) International Human Resource Management: Policies and Practices for Multinational Enterprises, 4th edition, Routdelde: London.

Harzing, A.W. and Pinnington, A.H. ( 2011) International Human Resource Management, 3rd edition, Sage : London Millmore, M., Lewis, P., Saunders, M., Thornhill, A. and Morrow, T. (2007) Strategic Human Resource Management. London: Financial Times/Prentice Hall. Sparrow, P., Brewster, C. and Harris, H. (2004) Globalizing Human Resource Management. London: Routledge. This is an E-Book and is available on Black Board. Very Useful Texts: Barry, M. and Wilkinson, A. (eds.) (2011) Research Handbook of Comparative Employment Relations, London: Sage. Dickmann, M., Brewster, C and Sparrow, P. (2008) (eds) International Human Resource Management, Routledge : London. Dowling, P.J. and Welch, D.E (2004) International Human Resource Management: Managing People in a Multinational Context, 4th edition, London: Thomson Learning. Dowling, P.J., Festing, M. and Engle, A.D. (2008) International Human Resource Management, 5th edition, London, Thompson Edwards, T and Rees, C (2011) International Human Resource Management, 2nd edition, Pearson Education: Harlow. Morley, M., Gunnigle, P. and Collings, D. (2006), Global Industrial Relations, Routledge, London


3

Sparrow, P., Scullion, H. And Tarique, I. (2014, forthcoming), Strategic Talent Management: Contemporary Issues in International Context. Cambridge: Cambridge University Press. Scullion, H. and Linehan, M (2005) International HRM: A Critical Text, Palgrave Macmillan: London. Supplementary Texts: Brewster, C., Sparrow, P. and Vernon, G. and Houldsworth (2011) International Human Resource Management, Third edition, London, CIPD. Briscoe, D.R., Schuler, R.S. and Claus, L. (2008) International Human Resource Management, third edition, London, Rutledge. Harzing, A.W.J. and Ruysseveldt, J.V. (eds.), (2004) (2nd Edition), International Human Resource Management, London: Sage Publications. Gooderham, P.N. and Nordhaug, O. (2003) International Management: Cross-Boundary Challenges, Oxford, Blackwell. Gold, M. (2009) (ed.) Employment Policy in the European Union, London: Palgrave Gomez – Meija, L and Werner, S ( 2008) Global Compensation : Foundations and Perspectives, Routledge: London. Lawrence, P. and Edwards, V. (2000) Management in Western Europe, London: MacMillan Mendenhall, M., Oddou, G. and Stahl, G.K. (2007), Readings and Cases in International Human Resource Management, 4th edition, London: International Thomson Publishing. Özbiligin, M. (2004) International Human Resource Management: Theory and Practice, Basingstoke, Palgrave. Royle, T. (2000) Working for McDonald’s in Europe, London: Routledge Scullion, H. and Collings, D (2006) Global Staffing, Routledge: London. Scullion, H and Collings, D ( 2011) Global Talent Management, Routledge: London. Sparrow, P., Brewster, C. and Harris, H. (2005) Globalizing Human Resource Management, London, Palgrave. Stahl, G.K., Mendenhall, M.E. and Oddou, G. ( 2012) Readings and Cases in International Human Resource Management and Organizational Behaviour, Routledge: London. Stahl, G.K. and Bjorkman, I. (eds) (2006) Handbook of Research on International Human Resource Management, Cheltenham, Edward Elgar. Tayeb, M.H. (2005) International Human Resource Management: A multinational company perspective, Oxford, Oxford University Press.


4

This reading list is not an exhaustive one in that it should not prevent or dissuade students from seeking extra material from other sources (books, journals, newspapers etc). For the in term assignment students will be expected to research the subject of their assignment. Recommended Journals:

British Journal of Industrial Relations Cross Cultural Management Economic and Industrial Democracy European Industrial Relations Journal European Journal of International Management Human Resource Management Human Resource Management Journal Industrial Law Journal Industrial Relations Journal International Labour Review International Journal of Human Resource Management International Journal of Comparative Labour law and Industrial Relations Journal of World Business Journal of International Business Studies International Journal of Manpower Journal of Management International Labour Review Management International Review Work Employment and Society

Lecture Schedule

Week and Topic Readings

Week 1. Introduction to Course and Globalisation

16/01/14 This session introduces students to the concept of globalisation and examines its key drivers. The importance of globalisation for HRM – in particular – the evolution of ‘domestic’ HRM into international and strategic HRM – is examined. The importance of Multinational Corporations (MNCs) & the management of HR in such organisations is emphasised.

Key Readings: Briscoe et al. (2012), Chapter 1. Sparrow et al. (2005), Chapters 1 and 2 Sheehan, M. and Sparrow, M. (2012), ‘Global Human Resource Management and Economic Change: A Multiple Level of Analysis Research Agenda’, The International Journal of Human Resource Management, Vol. 23, No. 12: 2393-2403. Supplemental Readings: DHL Global Connectedness Index (2012): Analysing global flows and their power to increase prosperity. KOF Index of Globalisation (2013): Slight Recovery of Economic Globalisation. UNCTAD World Investment Report (2013):


5

Global Value Chains: Investment and Trade for Development. UN: New York

Week 2. Strategic Management and International HRM: an Introduction and Overview 23/01/14 This session examines the reasons for the increase in the strategic role for HR in organisations and for the growth of international HRM. The link between strategic and international HRM for organisation’s competitive advantage is emphasised. It also discusses the changing role of the corporate HR function and the competencies of global HR practitioners.

Key Readings:

Briscoe et al. (2012), Chapter 2.

Harzing and Pinnington (2011), Chapter 1.

Millmore et al., Chapter 1.

Sparrow et al. (2005), Chapter 9.

Supplemental Readings: Bamber, G., Lansbury, R. and Wailes, N. (2011) International and Comparative Employment Relations, London: Sage, 5th Edition, Chapter 1. Ferner, A. (1997) ‘Country of origin effects and human resource management in multinational companies’, Human Resource Management Journal, Vol. 7(1): 19-37. Ferner, A, Quintanilla, J, Sanchez-Runde, C., (2006) (eds.) Multinationals, Institutions and the Construction of Transnational Practices, London: Palgrave, Chapters 1 and 3.

Week 3. Models of Strategic International Management 30/01/14 This session critically evaluates the main theoretical approaches to strategic international human resource management. It examines the implications for horizontal and vertical fit of HR and strategy in MNCs and critically assesses whether ‘fit’ is linked to organisational performance, especially in the context of MNCs.

Key Readings: Guest, D. (2011), ‘Human Resource Management and Performance: Still Searching for Answers’, Human Resource Management Journal, Vol. 21(1): 3-13. Harzing and Van Pinnington (2011), Chapters 5 and 9. Lengnick-Hall, M. et al. (2009), ‘Strategic human resource management: The Evolution of the Field’, Human Resource Management Review, Vol. 19: 64-85. Millmore et al., Chapters 2 and 3.


6

Week 4: Cultures & International Human Resource Management 06/02/14 This session provides an introduction to the theoretical and conceptual complexities of culture and managing employees across borders. The session finishes with a discussion of whether there has been convergence of managerial practices as a result of globalisation.

Key Readings: Brookes, M. et al. (2011), ‘Measuring competing explanations of human resource practices through the CRANET survey: Cultural versus institutional explanations’, Human Resource Management Review, Vol. 21: 68-79. Briscoe et al. (2012), Chapter 5. Harzing and Van Pinnington (2011), Chapter 3. Mayrhofer, W. et al. (2011), ‘Hearing a different drummer? Convergence of human resource management in Europe – a longitudinal analysis’, Human Resource Management Review, Vol. 21: 50-67. Supplemental Readings (HR students only. IM students – you would have read these last semester): Javidan, M. and Dastmalchian, A. (2009), ‘Managerial implications of the GLOBE project: a study of 62 societies’, Asia Pacific Journal of Human Resources, 47(1): 41-58. McSweeney, B. (2002), ‘Hofstede’s model of national cultural differences and their consequences: a triumph of faith – a failure of analysis’, Human Relations, Vol. 55(1): 89-118.

Week 5: Dr Christian Hirt, University of Graz 13/02/14 The concept of responsibility in Europe and Japan is introduced and how culture influences the construction of responsibility is examined.

Key Readings: Ungericht, B and Hirt, C (2013), The concept of responsibility in Europe and Japan – an analysis of cultural difference, In: Alexander N. Krylov (Ed.),Corporate Social Responsibility: Wirtschaftsmodelle – Moral – Erfolg –Nachhaltigkeit, West-Ost-Verlag Berlin, 2013, pp. 321-336 Supplemental Readings: Benedict, R (1993). The Chrysanthemum and the Sword. Patterns of Japanese Culture. Charles E. Tuttle Company, Rutland/Tokyo. DeMente, Boye L. (1993). Japanese Etiquette & Ethics in Business. A penetrating analysis of the morals and values that shape the Japanese business personality. NTC Business Books, Lincolnwood.


7

Week 6: Global Talent Management (GTM) & International Workforce Planning 20/02/14 This session introduces the key debates around talent management in the global context and considers some best practice examples of global talent management in different regions. The lecture concludes by highlighting the challenges associated with International Workforce Planning (IWP), including how the external environment (e.g., immigration legislation) affects global workforce planning.

Key Readings (GTM): Scullion, H and Collings, D.G. (2011) Global Talent Management, Routledge, London, especially Chapters 1 and 2. Harzing and Van Pinnington (2011), Chapters 6. Journal of World Business special issue (SI) on Global Talent Management, (2010), Vol. 45(2). Especially: Scullion, H. et al. (2010), ‘Global Talent Management: Introduction to Special Issue’, Journal of World Business, Vol. 45(2): 105-108. Mellahi, K. and Collings, D. (2010), ‘The barriers to effective global talent management: the example of corporate elites in MNEs’, Journal of World Business, 45(2): 143-149. Key Readings (IWP): Briscoe et al. (2012), Chapters 8.

Millmore, M., et. al., (2007), Chapter 7. Supplemental Readings: Farndale, E. et al. (2010), ‘The Role of the corporate HR function in Global Talent Management’, Journal of World Business, 45(2): 161-168. Scullion, H. and Starkey, K. (2000), ‘In search of the changing role of the corporate human resource function in international firms’, International Journal of Human Resource Management, Vol. 11(6): 1061-1081. Scullion, H and Collings, D.G. (2011), Global Talent Management, Routledge, London, especially Chapter 3.

Week 7: Global Staffing: International Recruitment, Selection and Repatriation

27/02/14 This section focuses on global staffing strategies and key internal and external

Key Readings: Briscoe et al. (2012), Chapters 9 & 11 Harzing and Van Pinnington (2011), Chapter 14.


8

factors that influence global staffing decisions. The pros and cons of staffing typologies are examined.

The session then examines issues of recruiting, selecting and repatriating parent country nationals (PCNs), or expatriates. In particular, the following will be examined: (a) the broad issues involved with staffing subsidiaries with international assignees or expatriates; (b) the various issues involved in recruiting international assignees (IAs) or expatriates; (c) the general process of selection of IAs for international assignments and the problems of failure of IAs and why; (d) characteristics of successful IA programmes and examples of ‘best practice’; (e) reward for international assignees and its importance for global talent management; and (f) the importance and challenges of repatriastion are examined.

International Journal of Human Resource Management special issue (SI) on Global Staffing (2009), Vol. 20(6). Especially: Collings, D. et al. (2009), ‘Global Staffing: A Review and Thematic Research Agenda’, International Journal of Human Resource Management, Vol. 20 (6): 1253-1272. Pate, J and Scullion, H (2010), ‘The Changing Nature of the expatriate psychological contract’, Employee Relations, Vol. 32 (1): 56-72.

Supplemental Readings: Scullion, H and Collings, D.G. ( 2007), Global Staffing, Routledge, London. Especially, Chapters 1 and 2. Sparrow, P. (2012), ‘Globalising the international mobility function: the role of emerging markets, flexibility and strategic delivery models’, International Journal of Human Resource Management, Vol. 23(12): 2404-2427. Sparrow, P. (2007), ‘Globalisation of HR at function level: four UK-based case studies of the international recruitment and selection process’, International Journal of Human Resource Management, Vol. 18(5): 845-867. Starr, T.L ( 2009), ‘Repatriation and short term assignments: an exploration into expectations, change and dilemmas’, International Journal of Human Resource Management, Vol. 20 (2): 286-300.

Week 8: International Training, Management Development, Training & Global Teams

06/03/14 The challenges that MNCs face in relation to training and development (T&D) of their global workforces and managers is examined in this section. The importance of T&D and management development (MD) for competitive advantage is emphasised. In particular, the following will be examined: (a) the importance of T&D & MD for MNCs; (b) the challenges of training and international workforce; (c) key learning objectives that drive training programmes;

Complete any outstanding material from Week 7. Key Readings: Briscoe, et. al. (2012), Chapter 10. Garavan, et. al., (2012), ‘Mapping talent development: definition, scope and architecture’, European Journal of Training and Development, Special Issue on Mapping talent development, Vol. 36(1): 5-24. McCarthy, A. and Sheehan, M. (2014), ‘Uncertainty and Ongoing Economic Turbulence: Implications for Human Resource Development (HRD): Introduction’, (2014), Advances in


9

and (d) the importance of cross-cultural training programmes. Video, ‘A World of Difference’ – understanding how to work in multicultural teams, communicate across cultures and manage the distance factor.

Developing Human Resources. Sheehan, M. (2014), ‘Investment in Training and Development in Times of Uncertainty’, Advances in Developing Human Resources. Supplemental Readings: Millmore, et al. (2007), Chapter 10. (IM students only. HR students – you would have read this last semester): Sheehan, M. (2012), ‘Investing in management development in turbulent times and perceived organisational performance: a study of UK MNCs and their subsidiaries’, International Journal of Human Resource Management, Vol. 23(1): 2491-2513.

Week 9: Global Leadership and Developing a Global Mindset 13/03/14 This session introduces leadership in the context of global business and globalization. It starts by examining the evolution of global leadership and compares global leadership to traditional leadership. It then examines two critical issues: What capabilities do global leaders need to acquire in order to be effective?; and How can managers most effectively develop these characteristics, in particular, the importance of developing a ‘global mindset’.

Complete any outstanding material from Week 8. Key Readings: Javidan, M., et al. (2006), ‘In the eye of the beholder: cross cultural lessons in Leadership from Project GLOBE’, Academy of Management Perspectives, February Issue: 67-90. Levy, O., et al. (2007), ‘What we talk about when we talk about ‘global mindset’: Managerial cognition in multinational corporations’, Journal of International Business Studies, Vol. 38: 231-258. Medenhall, M. , et al. (2013), Global Leadership: Research, Practice and Development. 2nd edition. London, Routledge, especially Chapters 1-3. Supplemental Reading: Harzing and Van Pinnington (2011), Chapter 14.


10

Week 9: Corporate Social Responsibility & the Role of Global HR Practitioners

20/03/14 This session builds on material introduced in Weed 5 by Dr Hirt and examines the international regulatory context in which HRM and the employment practices of MNCs take place (with particular reference to the ILO) and then examines the development of corporate social responsibility (CSR) in MNCs & HR’s role in championing and sustaining CSRinitiatives.

Key Readings: Hilliard, I. (2013), ‘Responsible Management, Incentive Systems, and Productivity’, Journal of Business Ethics, Vol. 118: 365-377. CIPD (2003), CSR & HR’s Role. London: CIPD. CIPD (2012), Responsible & Sustainable Business: HR leading the way. London: CIPD. Royle, T. (2010), ‘The ILO’s shift to promotional principles and the ‘privatization’ of labour rights: An analysis of labour Standards, Voluntary self-regulation and social clauses’, International Journal of Comparative Labour Law and Industrial Relations, 26(3): 249-272. Supplemental Readings: HR students only (IM students you will read in Global Business) Chang, Y. et al. (2013), ‘Translating corporate social performance into financial performance: exploring the moderating role of high-performance work practices’, The International Journal of Human Resource Management, Vol 24(19): 3738-3756. Orlitzky, M. (2011), ‘Institutional Logistics in the Study of Organisations: The Social Construction of the Relationship between Corporate Social and Financial Performance’, Business Ethics Quarterly, Vol. 31(3) : 409-444.

Week 11

HRM and Employment in Japan (Kieran Conroy) 27/03/14 This session examines the reality of Japanese HRM and employment practices and how this is determined by both cultural and institutional factors and also provides an example of the challenges faced by MNCs in the management of employees in different countries.

Key Readings: Joeng, D. Y. and Aguilera, R.V. (2008), ‘The Evolution of Enterprise Unionism in Japan: A Socio-Political Perspective’, British Journal of Industrial Relations, 46, 1: 98-132. Morgan, G. (2004), Images of organizations, Chapter 5. Shinoda, T. (2008), ‘The return of Japanese labour? The mainstreaming of the labour question in Japanese politics’, Labor History, 49, 2: 145-159. Case Study: ‘Caught in the Middle in Japan’. Discussion Questions. Link to Global Mindset


11

lecture. Supplemental Readings: Royle, T. and Urano, E. (2012), ‘A New Form ofUnion Organizing in Japan? Community Unions and the Case of the McDonald’s ‘McUnion’, Work, Employment and Society, 26(4): 606-622.

Week 12 Course Review & Evaluation

03/04/2014

Course Outline: Strategic Management (MG533, MG534… · Course Outline: Strategic Management...

Documents

Transcript of Course Outline: Strategic Management (MG533, MG534… · Course Outline: Strategic Management...