MGMT 5801 STRATEGIC MANAGEMENT OF TECHNOLOGY …

Australian School of Business School of Management

MGMT 5801 STRATEGIC MANAGEMENT OF TECHNOLOGY AND INNOVATION

Study Guide Session 1, 2014

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TABLE OF CONTENTS

1. Staff Contact Details ................................................................................................3 1.1. Contact Information: .............................................................................................3 2. Information About the Course..................................................................................3 2.1. Goal of the Course:...............................................................................................3 2.2. Workload ..............................................................................................................3 2.3. Textbook:..............................................................................................................6 2.4 Note on Additional Readings and Lecture Material................................................6 3. Lecture and Seminar Times.....................................................................................6 4. Lecture Outline: .......................................................................................................7 5. Learning Assessment ..............................................................................................8 5.1. Assessment Summary:.........................................................................................8 5.2. Formal Requirements ...........................................................................................8 5.3 Submitting Assignments & Late Submission .......................................................12 5.4. Special Consideration and Supplementary examinations...................................12 6. Resources, Readings & Notes...............................................................................13 7. Moodle...................................................................................................................13 8. Weekly Readings...................................................................................................13 9. My Course .............................................................................................................13 10. UNSW Library Resource Database .....................................................................13 11. Additional Reference Material..............................................................................14 12. Student Support...................................................................................................14 13. Academic Honesty and Plagiarism ......................................................................16 14. Administrative Matters .........................................................................................17 15. Other Resources, Support and Information .........................................................18 16. Course evaluation and development ...................................................................18

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1. STAFF CONTACT DETAILS 1.1. CONTACT INFORMATION:

COURSE CONVENOR

Peter Donnan

Office: Telephone:

School of Organisation & Management

Level 5 Australian Business School Building

School: (02) 9385 7175

Fax:

(02) 9662 8531

E-mail:

peter.donnan@unsw.edu.au

Office Consultation

Monday 3.30 ? 4.30pm OR By appointment

2. INFORMATION ABOUT THE COURSE

2.1. GOAL OF THE COURSE

The goal of this subject is to teach you about the strategic management of technology and innovation from a general manager's perspective. This subject views technology, broadly defined, as the process by which an organisation transforms all of its organisational inputs (i.e., labour, capital, materials, and information) into products and/or services. Innovation is defined as a significant change in an organisation's underlying technology. Because technology is a critical resource for each organisation, it must be managed by the general manager for comparative advantage. To do so necessitates aligning the technology strategy with the strategy of the firm.

The subject is organised around three (3) major themes: (1) The strategic management process; (2) Strategy and competitive advantage in a technology environment; (3) Evaluating business models and technology strategies.

Attention will be focused upon the major theoretical and empirical contributions to the field and their implications for practitioners. Experiential work and case studies will be used to assist you in relating the content material to your own experience and practice.

When you have completed this subject, you will be expected to have: 1) A working understanding of the concepts and techniques of strategy technology

management; 2) An ability to critically analyse the behaviour or organizations and organisational members

in developing, implementing, and managing technology from a strategic perspective; and 3) The capacity to critically evaluate the strategic management of technology within

diversified companies.

ASB Graduate Attributes

The Course Learning Outcomes are what you should be able to DO by the end of this course if you participate fully in learning activities and successfully complete the assessment items.

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The Learning Outcomes in this course also help you to achieve some of the overall Program Learning Goals and Outcomes for all postgraduate coursework students in the ASB. Program Learning Goals are what we want you to BE or HAVE by the time you successfully complete your degree (e.g. `be an effective team player'). You demonstrate this by achieving specific Program Learning Outcomes - what you are able to DO by the end of your degree (e.g. `participate collaboratively and responsibly in teams').

ASB Postgraduate Coursework Program Learning Goals and Outcomes

1. Knowledge: Our graduates will have current disciplinary or interdisciplinary knowledge applicable in local and global contexts. You should be able to identify and apply current knowledge of disciplinary or interdisciplinary theory and professional practice to business in local and global environments.

2. Critical thinking and problem solving: Our graduates will have critical thinking and problem solving skills applicable to business and management practice or issues. You should be able to identify, research and analyse complex issues and problems in business and/or management, and propose appropriate and well-justified solutions.

3. Communication: Our graduates will be effective communicators in professional contexts. You should be able to:

a. Produce written documents that communicate complex disciplinary ideas and information effectively for the intended audience and purpose, and

b. Produce oral presentations that communicate complex disciplinary ideas and information effectively for the intended audience and purpose.

4. Teamwork: Our graduates will be effective team participants. You should be able to participate collaboratively and responsibly in teams, and reflect on your own teamwork, and on the team's processes and ability to achieve outcomes.

5. Ethical, social and environmental responsibility: Our graduates will have a sound awareness of ethical, social, cultural and environmental implications of business issues and practice. You should be able to:

a. Identify and assess ethical, environmental and/or sustainability considerations in business decision-making and practice, and

b. Consider social and cultural implications of business and /or management practice.

6. Leadership: Our graduates will have an understanding of effective leadership. (MBA and MBT programs only). You should be able to reflect on your personal leadership experience, and on the capabilities necessary for leadership.

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The following table shows how your Course Learning Outcomes relate to the overall Program Learning Goals and Outcomes, and indicates where these are assessed (they may also be practised in tutorials and other activities).

Program Learning

Goals and Outcomes

This course helps you

to achieve the following

learning goals for all

ASB postgraduate

coursework students.

1

Knowledge

Course Learning Outcomes

On successful completion of the course, you should be able to:

Course Assessment Item

This learning outcome will be assessed in the following items:

Explain a range of key business strategy ? Seminar Case

and innovation theories and models,

Studies

including being able to determine which ? CSA Reports

model/theory applies to specific types of ? Early Session Exam companies, economies and industries.

2

Critical thinking Use the presented theories and models ? Seminar Case

and problem

to interpret, analyse and make

Studies

solving

recommendations on practical business ? CSA Reports

strategy problems, presented in the

? CSAII Review

assigned Case Studies.

3a Written

Construct written work which is logically ? CSA Reports

communication and professionally presented.

? CSAII Review

3b Oral

Communicate ideas in a succinct and

communication clear manner.

? Seminar participation

? CSA Verbal

presentations

4

Teamwork

Work collaboratively to complete a task. ? Seminar

participation

? CSA Reports and

Presentations

5a. Ethical, environmental

Identify and assess environmental and ? Part of Seminar

sustainability considerations in problems

participation mark

and

in international macroeconomics.

sustainability

responsibility

5b. Social and cultural

Identify and assess these factors and include in solutions developed.

? Verbal and written reports in Seminars

awareness

and major CSA

Reports

6. Leadership

Influence peers and colleagues to address key issues, organise

? Verbal and written reports in Seminars

contributions and focus on practical and

and major CSA

clear outcomes.

Reports

2.2. UNITS OF CREDIT

The course is worth 6 units of credit. WORKLOAD It is expected that you will spend at least 8 - 12 hours per week studying this course. This time should be made up of reading, research, working on exercises and problems, and

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attending classes. In periods where you need to complete assignments or prepare for examinations, the workload may be greater. Over-commitment has been a cause of failure for many students. You should take the required workload into account when planning how to balance study with employment and other activities.

2.3. TEXTBOOK: Thompson, A. A., Peteraf, M.A., Gamble, J.E., & Strickland, A. J. (2012) Crafting and Executing Strategy: The Quest for Competitive Advantage (18th Edition), Boston: McGraw-Hill Irwin.

OPTIONAL ADDITION: Silbiger, S. (1999) The ten day MBA: A step-by-step guide to mastering the skills taught in America's top business schools. New York: Quill Blythe, J. (2006) A very short, fairly interesting and reasonably cheap book about studying marketing. London: Sage.

2.4 NOTE ON ADDITIONAL READINGS AND LECTURE MATERIAL

From week to week there will be additional readings handed out in lectures. Often these additional readings are `of interest' and while they are not compulsory to read you would benefit from doing so. In other weeks, you will be required to read additional material handed out in class. You will be informed when this is the case.

3. LECTURE AND SEMINAR TIMES

Day and Time

Number

Venue*

Lecture: Monday 1800 ? 1930

Lecture

ChemSc M11

Seminar: Monday 1930 ? 2100

S1

ASB 215

*NOTE: ROOMS & TIMES SUBJECT TO CHANGE PENDING ENROLMENT NUMBERS

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4. LECTURE OUTLINE:

Week Week

1

3 March

Topic

? Overview: Strategy and Why is it Important

2

10 March

? Establishing Company Direction

3

17 March

4

24 March

? Evaluating Company Resources and Competitive Position

? Mastering Marketing Principles

Readings for Lecture

? Thompson et al, Chapter 1 ? Harvard Business Review ? "The

Secrets to Successful Strategy Execution" (on Moodle) ? Thompson et al, Chapters 2 & 3; ? Porter "What is Strategy" (on Moodle) ? Thompson et al., Chapters 3 & 4 & 5

? Silberger, Chapter 1

Readings for Seminar

No Seminar but read Handout: A guide to Case Analysis (on Moodle)

HBR Case: BCPC internet strategy team: An exercise (Forming Teams)

? Text, Case 2: Whole Foods Market in 2010: Vision, Core values and Strategy ? Text, Case 12 Google Strategy in 2010

5

31 March

6

7 April

? Mastering Financial Statements

? No Lecture - Early Session Examination

? Trotman, K. & Gibbins, M. 2009. Financial Accounting: An integrated approach (2nd Ed). Chapter 2

? Early Session Examination in your lecture

? Text, Case 10: Apple Inc. in 2010 CSAI case announced this week

No Seminar - Early Session Examination in your lecture

7

14 April

21 April

8

28 April

9

5 May

10

12 May

11

19 May

12

26 May

? Strengthening a Company's Competitive Position

Mid Semester Break ? Competing in International Markets ? Diversification: Strategies for

Managing a Group of Businesses ? Corporate Culture and Leadership

? Strategy Execution ? Tailoring Strategy to Fit Specific Industry and Company Situations No Lecture this week - CSAII presentations in class

? Thompson et al., Chapter 6

No Lecture ? Thompson et al., Chapter 7

? Thompson et al., Chapter 8 ? Thompson et al., Chapter 12

? Thompson et al., Chapters 10 & 11 ? Thompson et al., Chapter 11 and TBA

CSA Presentations in Seminar

Text, Case 16 Sara Lee Corporation in 2011: Has its Retrenchment Strategy Been Successful?

No Seminar Case Study Analysis I is due at the beginning of your nominated seminar Presentations in class

? Text, Case 20: SouthWest Airlines in 2010 CSAII case announced this week

? Text, Case 26. W.L. Gore and Associates ? Text, Case 26. W.L. Gore and Associates or CSAII work in consultation with Peter Case Study Analysis II is due at the beginning of your nominated seminar Presentations in class CSAII Review is due, submit by 30 May

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5. LEARNING ASSESSMENT

5.1. ASSESSMENT SUMMARY:

For a pass or better in this subject you are required to complete four types of assessment. Please note that completion of all four types of assessment is essential to pass the subject regardless of your performance in individual components.

Item

Examination (multiple choice & short answers)

Case Study Analysis I (CSAI) (Group Project)

Case Study Analysis II (CSAII) (Group Project)

CSAII ? Review - Individual Assessment

Seminar Preparation and Participation

Weight 12.5%

ASB Graduate Attributes assessed

1, 4, 5

Length

Due

1.5 hours

As scheduled during your lecture in Week 6.

30%

(Written Report 22% + Oral

Presentation 5% + Peer

Evaluation 3%)

1, 2, 3, 5, 6

32.5%

(Written Report 22% + Oral

Presentation 5% + Peer

Evaluation 3%)

12.5%

1, 2, 3, 5, 6 1, 2, 5, 6

12.5%

2, 3

4 doublespaced pages maximum

4 doublespaced pages maximum

1 doublespaced page maximum

N/A

In your nominated seminar in Week 8. Case study analyses will be collected at the beginning of the seminar.

In your nominated seminar in Week 12. Case study analyses will be collected in the seminar.

Prior to the end of Week 12. To be completed immediately AFTER the CSAII Presentation.

Seminar Leader reviews assessing your participation in seminar case study analysis.

5.2. FORMAL REQUIREMENTS

In order to pass this course, you must: achieve a composite mark of at least 50; and make a satisfactory attempt at all assessment tasks (see below)'.

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