Faculty In-charge Dr. Amar KJR Nayak
Room # 207, Main Block, XIMB
+91 674 3983 706, amar@ximb.ac.in
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.
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? 'Non Competitive Strategy' should be able to tickle your thoughts and inspire you to develop alternative models for the future.
Course Objective:
The course has been designed to help the participants/students discern and question the standard assumptions like
(i) Resources are limited and hence one needs to acquire as much as one can,
(ii) Efficiency can be achieved only through competition, and
(iii) Holistic and sustainable Models are not practical models
Attending this course will help the participants/students to:
(i) Map the developments in strategic thinking
(ii) Evaluate the traditional strategies, thinking and assumptions, and
(iii) Explore new and innovative strategies through alternative windows/frameworks vis-à-vis the mainstream Competitive Strategy framework
Pedagogy:
The course shall be covered in three modules viz., Paradigms of Competitive Strategies, Strategies towards Cooperation, & Non-Competitive Strategies. The arguments will span from profit making for self to profit sharing with others to making profitsfor others. The discussions will attempt to fire the thinking of the participants by critically examining the assumptions and principles of different strategies and practices.
The sessions will be through Case discussions, Lectures and Presentations. Nearly 50% of the discussions will be based on Case Discussions. The cases will be used only as vehicles to understand a concept/principle and not to highlight or undermine an organization or individual. The topics will be covered largely by Dr. Amar KJR Nayak.However, a few sessions will be covered byDr. Brajaraj MohantyandDr. B.P. Patra. All the necessary reading materials and cases will be given to the participants.
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
Course Outline:
Course Outline:
Module I: Paradigms of Competitive Strategies
Notion of Strategy & Competition
Evolution of Strategy
Competitive Strategy
Resource Based View
Dynamic Strategy
Transaction Cost Economics
Module III: Towards Non-Competitive Models
Social Entrepreneurship
Fundamentals of NC Strategy
Principles of Trusteeship
Community Based Enterprise Model
Evaluation:
Class Discussions: 25 %
Group Assignment: 25 %
End-Term Exam: 50 % (20% open book + 30% closed book)
The group assignment will involve identifying a case/film/documentary/book that exhibits non-competitive pattern/strategy and provide a summary analysis of the same in 2-3 pages.
Key areas for evaluation:
Q1. What are the key strategic management theories or concepts in the filed of business & industry?
(1a) What are the basic assumptions in each of the theory or concept?
(1b) What are the deficiencies in the assumptions, if any, in each of the theories/concepts with regard to real life situations in different communities and nations?
Q2. What are the alternative management practices or models in the world outside business & industry?
(2a) What are the underlying assumptions in each of the practice or model?
(2b) To what extent is the model applicable and sustainable in the real world context?
Detailed Outline with Reference List:
Module 1: Paradigms of Competitive Strategies Notion of Competiton
A discussion, Amar KJR Nayak Competitive Strategy
Article: The Five Competitive Forces that Shape Strategy, Michael E Porter, in HBR, January 2008
Resource Based View
Article: Wernerfelt, B. (1984), A Resource based view of the firm, Strategic Management Journal, vol.5
Dynamic Strategy Article: 1. Dynamic Capabilities and Strategic Management, Teece, et al (1997), Strategic Management Journal, Vol. 18:7
2. Blue Ocean Strategy, Kim & Mauborgne, HBR
Transaction Cost Economics
Article: Bad for Practice: A critique of Transaction Cost Theory, Ghosal & Moran Competition at its Peak Case:India-Australia 2nd Test Match, 2008, Amar KJR Nayak, XIMB-CCR
Film: Matrix
Module 2: Towards Cooperative Strategies Paternalistic Strategy Cases: Toyota Motors
Cooperative Strategy Case: Amul - The Cooperative Action, Amar KJR Nayak, XIMB-CCR Complementation Strategy Case: British American Tobacco, Amar KJR Nayak, Sage Publication
Book: Multinationals in India: FDI & Complementation Strategy in a Developing Country Context, Amar KJR Nayak (2008), Palgrave Mcmillan, London Inclusive Strategy Article: Strategy & Society, Porter & Kramer (2006), HBR Module 3: Towards Non-Competitive Models Social Enterpreneurship
Book: Social Enterpreneurship by David Bornstein
Fundamentals of NC Strategy Cases of Missions, Trusts& Orders Case: Ramakrishna Mission, Amar KJR Nayak, XIMB-CCR Film: Siddartha Case: The Carmelites, Amar KJR Nayak, XIMB-CCR
Principles of Trusteeship
Article: Trusteeship and the Crisis in Economic Theory, J.D. Seth Community Based Enterprise Model Disussion: Preliminary thoughts on integrated community based enterprises, Amar KJR Nayak