MBA 2433 Cooperative Strategy and Networks
MBA 2433 Cooperative Strategy and Networks
The basic question in strategy is ‘why do some firms succeed and others fail?’ Our usual and traditional answer to this essential question has been explained by the fact that successful firms have developed a competitive advantage. A challenge with this expression, and with the basic strategy question, is that the unit of analysis is an individual firm. Yet, today we know that more and more firms depend on relationships to others; firms are interdependent, not independent.
Taking interdependence as the fundamental starting point for the understanding of business performance has a number of significant implications. Rather than focusing on individual firm competitive advantage, we need to acknowledge cooperative advantage in relationships and networks.
The candidates will develop advanced knowledge about Cooperative Strategy building on an in-depth understanding of organizational interdependencies and different forms of rent generation. Deeper understanding of the historical roots of Competitive Strategy and Cooperative Strategy imply that candidates develop a broad understanding of value creation.
Candidates will develop their analytical skills regarding different value creation processes. Candidates will be able to place mainstream theories and models in perspective, in particular regarding different emphases on organizational independence and interdependence. This includes an advanced apprehension of an extended and interactive resource analysis, identity processes and the mapping of network paradoxes.
Candidates will be able to reflect on their perceptions of business relationships. Reflecting on their own role in assisting others in perceiving interdependencies and the importance of creating common benefits are central elements. Many central problems facing society depends on cooperative insights and skills.
Day 1:
- Introduction to the Relational View and Business Networks
- The concepts of interaction, relationships and networks.
- Actors, Resources and Activities
- Knowledge and value creation
- The Actor dimension
Day 2:
- The Resource dimension
- The Activity dimension
Day 3
- Business relationships and trust
Day 4:
- Different network perspectives
- Summary
The course is conducted as a teaching module, where students have classes all day for four subsequent days, a total of 32 hours. The format of the course is interactive in the sense that participants are expected contribute with their insights in supporting the progression of their own and fellow students’ learning processes.
This is a course with continuous assessment (several exam components) and one final exam code. Each exam component will be graded using points on a scale 0 -100. The components will be weighted together according to the information in the course description in order to calculate the final letter grade for the course. Students who fail to participate in one/some/all exam components will get a lower grade or may fail the course. Candidates may be called in for an oral hearing as a verification/control of written assignments.
Specific information regarding the points system and the mapping scale beyond the information given in the course description will be provided in class. This information may be relevant for requirements for term papers or other hand-ins, and/or where class participation can be one of several elements of the overall evaluation.
Specific information regarding all aspects of student evaluation will be provided in class. It is the student's responsibility to obtain this information. Please note that whilst attendance is not compulsory, it is the student's responsibility to obtain any information provided in class that is not included on It's learning. The course information on It's learning is not designed for the purpose of students who choose not to attend class.
NOTE: Individual contribution and group presentation will require attendance.
The course is a part of a full MBA and examination in all courses in the MBA programme must be passed in order to obtain a certificate for the MBA degree.
In all BI Executive courses and programmes, there is a mutual requirement
for the student and the course responsible regarding the involvement of the student's experience in the planning and implementation of courses, modules and programmes. This means that the student has the right and duty to get involved with their own knowledge and practice relevance, through the active sharing of their relevant experience and knowledge.
Granted admission to the BI-Fudan MBA programme. Please consult our student regulations.
| Assessments |
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Exam category: Submission Form of assessment: Written submission Weight: 50 Grouping: Group (2 - 2) Duration: 1 Semester(s) Comment: Written assignment in groups of two students, counts 50% of the final grade. Exam code: MBA 24331 Grading scale: China Resit: All components must, as a main rule, be retaken during next scheduled course |
Exam category: Activity Form of assessment: Class participation Weight: 20 Grouping: Individual Comment: Individual class contribution, counts 20% of the final grade Exam code: MBA 24331 Grading scale: China Resit: All components must, as a main rule, be retaken during next scheduled course |
Exam category: Activity Form of assessment: Presentation Weight: 30 Grouping: Group (2 - 8) Comment: Group presentation held during the course, count 30% of the final grade. Exam code: MBA 24331 Grading scale: China Resit: All components must, as a main rule, be retaken during next scheduled course |
A course of 1 ECTS credit corresponds to a workload of 26-30 hours. Therefore a course of 4 ECTS credit corresponds to a workload of at least 110 hours.