TDP: Business networks and global organization (B10016)

General information

Type:	OP	Curs:	5	Period:	S semester
ECTS Credits:	4 ECTS

Teaching Staff:

Group	Teacher	Department	Language
	Alex Makarevich	Dirección de Personas y Organización	ENG

No formal prerequisites. All students interested in learning about

No formal prior knowledge is required. Regular experiences with organizations (e.g. using libraries, supermarkets, hotels, etc) are sufficient for the course. Prior internships with global organizations can be helpful but are not required.

Students will be expected to do readings for each session (typically 1 case study and 1 business journal article). Students will also prepare and make 1 team presentation during the course.

The course extends the program offering by providing students with an opportunity to learn in-depth about state-of-the-art concepts of business networks and organization of global companies. This is particularly valuable in current job market conditions where companies place emphasis on globalization, internationalization, and networking.

At the end of the course, students should:
1 Be able to recognize different types of organizational forms and understand their fundamental properties and differences.
2 Understand how different organizational forms are implemented and the implications for managers who operate in these structures
3 Understand how global organizations structure their business to compete in a global environment
4 Be capable to understand how managers rely on their network to achieve their goals
5 Understand the source and contingencies of the advantage provided by some networks and the implications for junior managers.
6 Be able to rely on and engage with different types of networks to achieve different goals

1. Introduction In the introductory session we will cover administration of the course, requirements, evaluation criteria, and course structure. After this introduction we will start with the substance of the course. In order to stay competitive globally firms need to build a global organizational capability. In this session we will discuss organizational models that global companies use to create such capability.

2. Organizational forms of global companies We will examine a variety of organizational forms using Procter & Gamble as an example. Looking at this company from a historical organizational perspective we will discuss advantages and drawbacks of different structural forms, reasons for change of organizational structure, as well as the interplay of strategy and structure.

3. Typical models of global companies Global organizations face the challenge of coordinating their operations across national boundaries and overcoming cultural, language, regulatory, and other barriers. In this session we will discuss how global companies tackle this challenge and the devices they use for this purpose.

4. Building transnational organizational capability We will discuss how global companies build transnational organizational capability, i.e. the capability that allows them to combine local responsiveness, global efficiency, and worldwide learning. Using the case of Bosch in India we will also discuss the challenges that companies face developing this capability.

5. Knowledge and innovation management in global companies A major challenge that global organizations face is managing knowledge and innovation across their locations. On the example of Danone we will study how they can do so successfully.

6. Alliances and network organizational forms of global companies We will discuss essential features of such forms as alliances, networks, and virtual organizations. We will discuss in depth a new organizational form used by the Renault-Nissan Alliance.

7. Novel models of global organizations Global organizations experiment with adjusting traditional organizational forms and utilizing new forms in order to create organizational capability. In this session we will cover novel organizational forms that are emerging in the global market, such as cell, Dragon Multinationals, and ¿spaghetti¿ organizations.

8. Managers' networks in global companies We will discuss the essentials of personal managers' networks in global companies and discuss how they can be successfully leveraged in order to achieve managers' and companies' goals.

To achieve the objectives of the course, the format will be based on case studies, group
exercises and a mix of lectures, student presentations and class discussions.

Case Studies. The case method is a powerful pedagogical tools to sharpen your
analytical and decision-making skills, as it requires you to be an active participant in
making organizing decision. Cases intend to give you practice in assembling data,
supporting and discussing decisions.

Moreover, the case method provides a vehicle by which to apply theories, concepts, and
frameworks that we discuss in class or which you find in the assigned readings.
Case studies are a "safe environment?, where there are low risks when mistakes are
made. Classrooms is one of your training environments to prepare you for business
challenges.

Lecture and Presentations. Parts of the sessions are devoted to group presentations
and discussions of frameworks, concepts and theories of formal and informal organizing.
Discussion Discussion of cases or theories are an opportunity to test the robustness of
your own arguments in a safe environment. Most importantly, it is an opportunity to learn
from others, by listening to comments and criticisms and reflect together to advance
further in your own understanding of the business problems that we will discuss in
class.

The lecture/discussion sessions are sometimes accompanied by assigned readings,
which may be articles, book chapters or class notes. During these sessions we do not
?explain' the readings, therefore sessions do not substitute for your reading or vice versa.
In general, students' participation in these sessions is not as deep as in the case
discussions. However, we do expect that you debate some of the ideas and contribute
with your experiences. We also expect from you that you read and study the assigned
material prior to class, as this accelerates the pace of the session and make discussions
richer.

Last you will be doing exercises in class in which you will have to hone your
understanding of the subject. These practical exercises are also important learning tools
to put to the test your own understanding of a problem and how what you study can
inform your own insights and practice.

Students will read selected articles from business press and journals, cases, and book chapters including the following

Cross, R., Liedtka, J., & Weiss, L. (2005). A practical guide to social networks. Harvard Business Review, 83(3), 124-132.
Immelt, J. R., Govindarajan, V., & Trimble, C. (2009). How GE is disrupting itself. Harvard business review, 87(10), 56-65.
Uzzi, B., & Dunlap, S. (2005). How to build your network. Harvard Business Review, 83(12), 53.

Group	Teacher	Department
	Alex Makarevich	Dirección de Personas y Organización