NCS-3C11

NCS-3C11
3CMGM 2011-2012

3Continent Master of Global Management 2011-2012

Graduate School of Business Administration

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Non Competitive Strategies

Instructor:
Dr. Amar KJR Nayak

Email: amar@ximb.ac.in
Intercom: 706

Office Hours: By (email contact) appointment or through my Research Assistant: 0674 -3983 - 527

Course Texts

Copies of all Relevant Reading Materials will be provided to the students. The students are however advised to refer to books, journals and magazines in Strategic Management. A number of such reference materials are available in the XIMB Library.

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Course goals

The dichotomy of competition and non-competition has existed ever since the beginning of life.

However, since the beginning of industrial revolution in the 17th Century, the balance has moved towards competition and it appears to most of us today that there is only one paradigm, viz., the paradigm of competition. This belief has significantly grown especially during the last two decades after the demise of the Soviet Union, a development which appears to strongly vindicate the paradigm of competition. Further, in the current world view of competition, only the external competition as a means of efficiency is focused at; whereas internal completion as a means of efficiency and sustainability has been overlooked.

However, with the growing social, political, economic and environmental problems of the world, the leaders of large business houses are more worried today than ever before on the sustainability of their management practices. Business leaders are seriously searching for new models of business that are sustainable. Will you find these models within the Competitive Strategy framework or will you have to look beyond competition and think ‘out of the box’ to get alternative frameworks for effective and sustainable management in the future? The course has been designed to help students discern and question standard assumptions like (a) Resources are limited and hence one need to acquire as much as one can, (b) Efficiency can be achieved only through external competition, and (c) Holistic and sustainable models and practices are not practical.

Learning Outcomes

'Non Competitive Strategy' should be able to tickle your thoughts and inspire you to develop alternative sustainable models for the future. Attending this course will help the students to:

(a) Map the historical developments in strategic thinking,

(b) Evaluate the traditional strategies, thinking and assumptions, and challenge their relevance today.

(c) Explore new and innovative strategies through alternative windows/frameworks vis-à-vis the mainstream competitive strategy framework

The participants will learn/gain the most if they have the following: (a) Have some familiarity to competitive strategies, (b) Have a broad outlook & thinking, and (c) Ability to see a case only as vehicles to understand a concept/principle and neither to highlight nor to undermine an organization or an individual. The success of our learning will depend on good collaboration of each student, the class and the instructor.

Class Process & Engagement

The approach to learning will largely be through a dialectic method of advancing the understanding of issues and topics of the subject. Articles and Cases will be used as primers to discuss the various issues and topics of this course. The cases will be used only as vehicles to understand a concept/principle and not to highlight or undermine an organization or individual.

The course shall be covered in three modules viz., Paradigms of Competitive Strategies, Inclusive Strategies & Non-Competitive Strategies. The arguments will span from profit making for self to profit sharing with others to making profits for others. The discussions will attempt to fire the thinking of the participants by critically examining the assumptions and principles of different strategies and practices.

Assignments/Examination

1. Articles and Cases

The participants are advised to read carefully the articles and cases prior to every class; so that the discussions in the class will help clarify and learn the various issues in the reading materials. The quality of in-class participation and mature contributions to in-class learning will be part of the evaluation.

2. Group Assignment

The group assignment will involve identifying a case/film/documentary/book that exhibit non-competitive pattern/strategy and provide a summary analysis of the same within 20 pages.

Each Group shall consist of not more than 3 participants.

The case/film/documentary/book can be chosen by the group members. However, each group can consult the professor on the appropriateness of the choice of the group.

The Group Assignment will carry 30% of the total weight.

3. End Term Examination

There will be an end term examination that would test your knowledge level and correct understanding of the subject.

Grading

Engagement in and mature contribution to in-class learning: 30%

Group Assignment: 30%

End Term Exam: 40%

Course Schedule & Session Plan

Session No	Topic	Articles / Cases / Exercise
Module 1: Paradigms of Competitive Strategies
Session 1	Notions of Strategy & Competition	Playing with Dough – Class Exercise A discussion on Strategy & Competition
Session 2	Typologies of Strategy Making	Mintzberg, Henry. 1988. ‘Crafting Strategy’, The McKinsey Quarterly, Summer 1988
Session 3	Paradigms of Competitive Strategies	Dynamic Capabilities and Strategic Management, Teece, et al (1997), Strategic Management Journal, Vol. 18:7
Session 4	Competence & Governance Perspectives	Williamson, O.E. (1999). Strategy Research: Governance & Competence Perspectives, vol. 20. No. 12, pp. 1087-1108
Session 5	Competition at its Peak	Case: Competition at its peak: Case of Australia-India Test Series 2007-08
Module 2: Inclusive Strategies
Session 6	Paternalistic Strategy	Cases: Toyota Motors & Tata Steel
Session 7	Complementation Strategy	Case: British American Tobacco in India
Session 8	Competition,CSR & Strategic CSR	Strategy & Society, Porter & Kramer (2006), HBR
Session 9	Social Entrepreneurship	A Discussion
Session 10	Systems View of Strategy	A Discussion
Module 3: Non Competitive Sustainable Approaches
Session 11	Is Small Beautiful & Sustainable?	Schumacher E. F. 1975. ‘Small is Beautiful’, Sphere Books Limited, London.

Session 12 Principles of Trusteeship Turnbull, Shann. 1986. ‘Trusteeship as
technique for Sustainable Industrialization’ in
Trusteeship: The Gandhian Alternative,
Gandhi Peace Foundation.

Session 13	Principles of Cooperation	Case: Amul – The Cooperative Action
Session 14	Principles of Public Ownership	Case: Nalco – Technology Indivisibility
Session 15	Alternative Routes to Efficiency and beyond: Missing Links to Economic Rationality	Religious Order: Case of Ramakrishna Mission
Session 16		Religious Order: Case of Mother Teresa
Session 17		A Host who doesn’t wait on her Guests: Case of Discalced Carmelite Order
Session 18	Organizational Design and Sustainable Strategies	Notions of Efficiency, Effectiveness & Sustainability
Session 19		Nayak, Amar K.J.R. 2010. Optimizing Asymmetries for Sustainability, Global Forum for Agricultural Research, CGIAR, Montpellier, France, March, 2010
Session 20		Organizing for Sustainable Living: Case of Nava Jyoti PC

Classroom Code of Conduct

The standard 3C MGM Program Academic Policies with regard to the code of conduct in the class, grading and in other engagements in this course will be applicable to the course participants.

Created By: Debasis Mohanty on 01/06/2012 at 04:41 PM
Category: 3CMGM Doctype: Document

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