Discussion: View Thread

Expand all | Collapse all

Strategy course (Message from Marne L.Arthaud-Day)

  • 1.  Strategy course (Message from Marne L.Arthaud-Day)

    Posted 11-30-2006 12:13

    Our college is in the process of redesigning and reimplementing an undergraduate business honors curriculum after a few years' hiatus. One of the courses to be planned is an honors strategy course; all of our undergrads are required to take a strategy capstone course prior to graduation - this would be a special version of that same course, for the same amount of credit.

    I would be very interested in your opinions and suggestions on how to differentiate - both philosophically and operationally - the honors section from the existing "regular" strategy course. We also have an MBA strategy capstone course that we want to maintain in terms of distinctness and added value over the undergraduate curriculum.

    Some of the suggestions that have been made so far are:

    - Requiring an additional research paper
    - Increased emphasis on field trips/site visits/guest speakers

    Has anyone else encountered a similar dilemma? What has worked for you? Thanks in advance for your time. I'm happy to compile a list of the suggestions and share with anyone else who is interested.

    <st1:place>Marne</st1:place>
    --

    <u1:smarttagtype namespaceuri="urn:schemas-microsoft-com:office:smarttags" name="PostalCode"><u1:smarttagtype namespaceuri="urn:schemas-microsoft-com:office:smarttags" name="State"><u1:smarttagtype namespaceuri="urn:schemas-microsoft-com:office:smarttags" name="City"><u1:smarttagtype namespaceuri="urn:schemas-microsoft-com:office:smarttags" name="PlaceType"><u1:smarttagtype namespaceuri="urn:schemas-microsoft-com:office:smarttags" name="PlaceName"><u1:smarttagtype namespaceuri="urn:schemas-microsoft-com:office:smarttags" name="place" downloadurl="http://www.5iantlavalamp.com/"> </u1:smarttagtype></u1:smarttagtype></u1:smarttagtype></u1:smarttagtype></u1:smarttagtype></u1:smarttagtype>

    <st1:place u4:st="on"><st1:place>Marne</st1:place></st1:place> L. Arthaud-Day, Ph.D.<u1:p></u1:p>

    <u1:p> </u1:p>

    Assistant Professor of Management<u1:p></u1:p>

    <st1:place u4:st="on"><st1:placename u4:st="on"><st1:place><st1:placename>Kansas</st1:placename></st1:place></st1:placename> <st1:placetype><st1:placetype u4:st="on">State</st1:placetype></st1:placetype> <st1:placetype u4:st="on"></st1:placetype><st1:placetype>University</st1:placetype></st1:place>

    <u1:p></u1:p>

    <st1:place u4:st="on"><st1:placetype u4:st="on"><st1:place><st1:placetype>College</st1:placetype></st1:place></st1:placetype> of <st1:placename u4:st="on"></st1:placename><st1:placename>Business Administration</st1:placename></st1:place>

    <u1:p></u1:p>

    19C Calvin Hall<u1:p></u1:p>

    <st1:place u4:st="on"><st1:city u4:st="on"><st1:place><st1:city>Manhattan</st1:city></st1:place></st1:city>, <st1:state u4:st="on"></st1:state><st1:state>KS</st1:state> <st1:postalcode u4:st="on"></st1:postalcode><st1:postalcode>66506-0503</st1:postalcode></st1:place>

    <u1:p></u1:p>

    Office: (785) 532-6261<u1:p></u1:p>

    Fax: (785) 532-7024<u1:p></u1:p>

    e-mail: marthaud@ksu.edu



  • 2.  Strategy course (Message from Marne L.Arthaud-Day)

    Posted 11-30-2006 14:06

    Do you use a strategy simulation in your current course?

     

    Wade McCutcheon

    <st1:place w:st="on"><st1:placename w:st="on">East</st1:placename> <st1:placename w:st="on">Texas</st1:placename> <st1:placename w:st="on">Baptist</st1:placename> <st1:placetype w:st="on">University</st1:placetype></st1:place>

    <st1:place w:st="on"><st1:placename w:st="on">Fred</st1:placename> <st1:placename w:st="on">Hale</st1:placename> <st1:placetype w:st="on">School</st1:placetype></st1:place> of Business

    <st1:place w:st="on"><st1:city w:st="on">Marshall</st1:city>, <st1:state w:st="on">TX</st1:state> <st1:postalcode w:st="on">75670</st1:postalcode></st1:place>

    wmccutcheon@etbu.edu

     

     

    From: Business Policy and Strategy List [mailto:BPS-NET@AOMLISTS.PACE.EDU] On Behalf Of Jaime Gómez
    Sent: Thursday, November 30, 2006 11:13 AM
    To: BPS-NET@AOMLISTS.PACE.EDU
    Subject: Strategy course (Message from Marne L.Arthaud-Day)

     

    Our college is in the process of redesigning and reimplementing an undergraduate business honors curriculum after a few years' hiatus. One of the courses to be planned is an honors strategy course; all of our undergrads are required to take a strategy capstone course prior to graduation - this would be a special version of that same course, for the same amount of credit.

    I would be very interested in your opinions and suggestions on how to differentiate - both philosophically and operationally - the honors section from the existing "regular" strategy course. We also have an MBA strategy capstone course that we want to maintain in terms of distinctness and added value over the undergraduate curriculum.

    Some of the suggestions that have been made so far are:

    - Requiring an additional research paper
    - Increased emphasis on field trips/site visits/guest speakers

    Has anyone else encountered a similar dilemma? What has worked for you? Thanks in advance for your time. I'm happy to compile a list of the suggestions and share with anyone else who is interested.

    <st1:place w:st="on">Marne</st1:place>
    --

    <st1:place w:st="on"><u1:smarttagtype namespaceuri="urn:schemas-microsoft-com:office:smarttags" name="PostalCode"><u1:smarttagtype namespaceuri="urn:schemas-microsoft-com:office:smarttags" name="State"><u1:smarttagtype namespaceuri="urn:schemas-microsoft-com:office:smarttags" name="City"><u1:smarttagtype namespaceuri="urn:schemas-microsoft-com:office:smarttags" name="PlaceType"><u1:smarttagtype namespaceuri="urn:schemas-microsoft-com:office:smarttags" name="PlaceName"><u1:smarttagtype namespaceuri="urn:schemas-microsoft-com:office:smarttags" name="place" downloadurl="http://www.5iantlavalamp.com/"> </u1:smarttagtype></u1:smarttagtype></u1:smarttagtype></u1:smarttagtype></u1:smarttagtype></u1:smarttagtype>Marne</st1:place> L. Arthaud-Day, Ph.D.<u1:p></u1:p>

    <u1:p> </u1:p>

    Assistant Professor of Management<u1:p></u1:p>

    <st1:placename u4:st="on"><st1:place w:st="on"><st1:placename w:st="on">Kansas</st1:placename></st1:place></st1:placename> <st1:placetype w:st="on"><st1:placetype u4:st="on">State</st1:placetype></st1:placetype> <st1:placetype w:st="on"><st1:placetype u4:st="on">University</st1:placetype></st1:placetype>

    <st1:placetype u4:st="on"><st1:place w:st="on"><st1:placetype w:st="on"><u1:p></u1:p>College</st1:placetype></st1:place></st1:placetype> of <st1:placename w:st="on"><st1:placename u4:st="on">Business Administration</st1:placename></st1:placename>

    <u1:p></u1:p>19C Calvin Hall<u1:p></u1:p>

    <st1:city u4:st="on"><st1:place w:st="on"><st1:city w:st="on">Manhattan</st1:city></st1:place></st1:city>, <st1:state w:st="on"><st1:state u4:st="on">KS</st1:state></st1:state> <st1:postalcode w:st="on"><st1:postalcode u4:st="on">66506-0503</st1:postalcode></st1:postalcode>

    <u1:p></u1:p>Office: (785) 532-6261<u1:p></u1:p>

    Fax: (785) 532-7024<u1:p></u1:p>

    e-mail: marthaud@ksu.edu



  • 3.  Strategy course (Message from Marne L.Arthaud-Day)

    Posted 11-30-2006 14:11
    Marne,

    I'm starting an annual strategic management simulation competition
    that will be open to all universities. Student participation in this
    competition may be a way to differentiate your regular sections from
    your honors sections.

    The projected date for the first competition is toward the end of the
    Spring 2008 semeseter. The competition will be based on Capsim's
    Capstone simulation. I'll invite managers from firms such as
    Weyerhauser, GM, CED, Sumitomo, and others to serve as judges for
    student presentations.

    If you're interested, I'll be glad to keep you posted as things
    develop. I'm also considering developing a core consortium of
    university faculty who are could help plan each year's event. Please
    let me know if you're interested in being in the consortium--I'd be
    happy to you to join in.

    Cordially,
    Scott

    On Thu, 30 Nov 2006 18:12:44 +0100
    Jaime Gómez <jaime.gomez@UNIZAR.ES> wrote:
    > Our college is in the process of redesigning and reimplementing an
    > undergraduate business honors curriculum after a few years' hiatus.
    One
    > of the courses to be planned is an honors strategy course; all of our
    > undergrads are required to take a strategy capstone course prior to
    > graduation - this would be a special version of that same course, for
    > the same amount of credit.
    >
    > I would be very interested in your opinions and suggestions on how to
    > differentiate - both philosophically and operationally - the honors
    > section from the existing "regular" strategy course. We also have an
    MBA
    > strategy capstone course that we want to maintain in terms of
    > distinctness and added value over the undergraduate curriculum.
    >
    > Some of the suggestions that have been made so far are:
    >
    > - Requiring an additional research paper
    > - Increased emphasis on field trips/site visits/guest speakers
    >
    > Has anyone else encountered a similar dilemma? What has worked for
    you?
    > Thanks in advance for your time. I'm happy to compile a list of the
    > suggestions and share with anyone else who is interested.
    >
    > Marne
    > --
    >
    >
    > Marne L. Arthaud-Day, Ph.D.
    >
    > Assistant Professor of Management
    > Kansas State University
    > College of Business Administration
    > 19C Calvin Hall
    > Manhattan, KS 66506-0503
    > Office: (785) 532-6261
    > Fax: (785) 532-7024
    > e-mail: <mailto:marthaud@ksu.edu> marthaud@ksu.edu
    >
    >

    Scott Droege, Ph.D.
    Western Kentucky University
    Gordon Ford College of Business
    Department of Management
    1906 College Heights Blvd. #11058
    Bowling Green, KY 42101-1058

    Phone 270.745.6033


  • 4.  Strategy course (Message from Marne L.Arthaud-Day)

    Posted 11-30-2006 14:25
    Dear Marne:
     
    Here's a simple thought, but it may be useful.
     
    As I have taught strategy around the world, I have encountered an curious phenomenon.  Not everyone understands or necessarily agrees with the economic assumptions that we make in our usual strategy courses.
     
    We usually roar into the subject, throwing cases at the students and comparing strategies of firms in different industries, corporate versus individual business unit strategies, etc.  Sometimes, we inundate them with Michael Porter's ideas -- either five-forces or diamond of competitiveness.  Nowhere, though, do we try to get to first principles -- the fundamental idea of value creation in a market-place.
     
    Curiously, many of my executive students are far more interested in understanding fundamentals than they are in comparing Dell's direct sales model to Wal-Mart's logistics model, for example. 
     
    Here's the suggestion for the honors course.  Start with the idea of examining basic economic assumptions -- market value creation.  Then, have your students continually come back to the point of explaining how the strategy they have in mind will create a differentiation and deliver value (and how the economic value will be captured and sustained by the firm in question).
     
    This approach can lead to individual projects (even a thesis), industry analysis studies, or any number of real situations.  It can take your honors students well beyond what we teach in basic strategy courses.
     
    For what it's worth.
     
    Jim Biteman
    Tulane University
    ----- Original Message -----
    Sent: Thursday, November 30, 2006 9:12 AM
    Subject: Strategy course (Message from Marne L.Arthaud-Day)

    Our college is in the process of redesigning and reimplementing an undergraduate business honors curriculum after a few years' hiatus. One of the courses to be planned is an honors strategy course; all of our undergrads are required to take a strategy capstone course prior to graduation - this would be a special version of that same course, for the same amount of credit.

    I would be very interested in your opinions and suggestions on how to differentiate - both philosophically and operationally - the honors section from the existing "regular" strategy course. We also have an MBA strategy capstone course that we want to maintain in terms of distinctness and added value over the undergraduate curriculum.

    Some of the suggestions that have been made so far are:

    - Requiring an additional research paper
    - Increased emphasis on field trips/site visits/guest speakers

    Has anyone else encountered a similar dilemma? What has worked for you? Thanks in advance for your time. I'm happy to compile a list of the suggestions and share with anyone else who is interested.

    <st1:place>Marne</st1:place>
    --

    <u1:smarttagtype name="PostalCode" namespaceuri="urn:schemas-microsoft-com:office:smarttags"><u1:smarttagtype name="State" namespaceuri="urn:schemas-microsoft-com:office:smarttags"><u1:smarttagtype name="City" namespaceuri="urn:schemas-microsoft-com:office:smarttags"><u1:smarttagtype name="PlaceType" namespaceuri="urn:schemas-microsoft-com:office:smarttags"><u1:smarttagtype name="PlaceName" namespaceuri="urn:schemas-microsoft-com:office:smarttags"><u1:smarttagtype name="place" namespaceuri="urn:schemas-microsoft-com:office:smarttags" downloadurl="http://www.5iantlavalamp.com/"> </u1:smarttagtype></u1:smarttagtype></u1:smarttagtype></u1:smarttagtype></u1:smarttagtype></u1:smarttagtype>

    <st1:place u4:st="on"><st1:place>Marne</st1:place></st1:place> L. Arthaud-Day, Ph.D.<u1:p></u1:p>

    <u1:p> </u1:p>

    Assistant Professor of Management<u1:p></u1:p>

    <st1:place u4:st="on"><st1:placename u4:st="on"><st1:place><st1:placename>Kansas</st1:placename></st1:place></st1:placename> <st1:placetype><st1:placetype u4:st="on">State</st1:placetype></st1:placetype> <st1:placetype u4:st="on"></st1:placetype><st1:placetype>University</st1:placetype></st1:place>

    <u1:p></u1:p>

    <st1:place u4:st="on"><st1:placetype u4:st="on"><st1:place><st1:placetype>College</st1:placetype></st1:place></st1:placetype> of <st1:placename u4:st="on"></st1:placename><st1:placename>Business Administration</st1:placename></st1:place>

    <u1:p></u1:p>

    19C Calvin Hall<u1:p></u1:p>

    <st1:place u4:st="on"><st1:city u4:st="on"><st1:place><st1:city>Manhattan</st1:city></st1:place></st1:city>, <st1:state u4:st="on"></st1:state><st1:state>KS</st1:state> <st1:postalcode u4:st="on"></st1:postalcode><st1:postalcode>66506-0503</st1:postalcode></st1:place>

    <u1:p></u1:p>

    Office: (785) 532-6261<u1:p></u1:p>

    Fax: (785) 532-7024<u1:p></u1:p>

    e-mail: marthaud@ksu.edu



  • 5.  Strategy course (Message from Marne L.Arthaud-Day)

    Posted 11-30-2006 15:18
    Marne,

    In our experience, Honors students have different expectations that other students. IN particular, the expect courses to be more integrated, self-directed and with higher levels of critical thinking.

    When we have an instructor who merely adds a paper to a course to make it an honors section, that instructor is penalized on their evaluations.

    We have been most successful when we
    1) add more sophisticated and integrated content (e.g., environmentally sustainable business, complex stakeholder assessment, etc)
    2 allow for more self directed approaches - select your own semester project based on felixble criteria.

    Hope this helps.

    George Puia


    George M. Puia, Ph.D.
    Dow Chemical Company Centennial Chair in Global Business
    Saginaw Valley State University
    7400 Bay Road
    University Center, MI 48710
    (989) 964-6074
    puia@svsu.edu
    >>> Jaime Gómez <jaime.gomez@UNIZAR.ES> 11/30/06 12:12 PM >>>
    Our college is in the process of redesigning and reimplementing an
    undergraduate business honors curriculum after a few years' hiatus. One
    of the courses to be planned is an honors strategy course; all of our
    undergrads are required to take a strategy capstone course prior to
    graduation - this would be a special version of that same course, for
    the same amount of credit.

    I would be very interested in your opinions and suggestions on how to
    differentiate - both philosophically and operationally - the honors
    section from the existing "regular" strategy course. We also have an MBA
    strategy capstone course that we want to maintain in terms of
    distinctness and added value over the undergraduate curriculum.

    Some of the suggestions that have been made so far are:

    - Requiring an additional research paper
    - Increased emphasis on field trips/site visits/guest speakers

    Has anyone else encountered a similar dilemma? What has worked for you?
    Thanks in advance for your time. I'm happy to compile a list of the
    suggestions and share with anyone else who is interested.

    Marne
    --


    Marne L. Arthaud-Day, Ph.D.

    Assistant Professor of Management
    Kansas State University
    College of Business Administration
    19C Calvin Hall
    Manhattan, KS 66506-0503
    Office: (785) 532-6261
    Fax: (785) 532-7024
    e-mail: <mailto:marthaud@ksu.edu> marthaud@ksu.edu


  • 6.  Strategy course (Message from Marne L.Arthaud-Day)

    Posted 11-30-2006 15:30
    Ron Decker and I are having students use Clayton Christensen's approach (particularly in "Seeing What's Next", with Scott Anthony and Erik Roth), as a means of exploring innovation and value creation (and destruction), in competitive contexts.... Another approach to consider....
     
    Todd Hostager
    University of Wisconsin-Eau Claire
     
    -----Original Message-----
    From: Business Policy and Strategy List [mailto:BPS-NET@AOMLISTS.PACE.EDU] On Behalf Of James Biteman
    Sent: Thursday, November 30, 2006 1:25 PM
    To: BPS-NET@AOMLISTS.PACE.EDU
    Subject: Re: Strategy course (Message from Marne L.Arthaud-Day)

    Dear Marne:
     
    Here's a simple thought, but it may be useful.
     
    As I have taught strategy around the world, I have encountered an curious phenomenon.  Not everyone understands or necessarily agrees with the economic assumptions that we make in our usual strategy courses.
     
    We usually roar into the subject, throwing cases at the students and comparing strategies of firms in different industries, corporate versus individual business unit strategies, etc.  Sometimes, we inundate them with Michael Porter's ideas -- either five-forces or diamond of competitiveness.  Nowhere, though, do we try to get to first principles -- the fundamental idea of value creation in a market-place.
     
    Curiously, many of my executive students are far more interested in understanding fundamentals than they are in comparing Dell's direct sales model to Wal-Mart's logistics model, for example. 
     
    Here's the suggestion for the honors course.  Start with the idea of examining basic economic assumptions -- market value creation.  Then, have your students continually come back to the point of explaining how the strategy they have in mind will create a differentiation and deliver value (and how the economic value will be captured and sustained by the firm in question).
     
    This approach can lead to individual projects (even a thesis), industry analysis studies, or any number of real situations.  It can take your honors students well beyond what we teach in basic strategy courses.
     
    For what it's worth.
     
    Jim Biteman
    Tulane University
    ----- Original Message -----
    Sent: Thursday, November 30, 2006 9:12 AM
    Subject: Strategy course (Message from Marne L.Arthaud-Day)

    Our college is in the process of redesigning and reimplementing an undergraduate business honors curriculum after a few years' hiatus. One of the courses to be planned is an honors strategy course; all of our undergrads are required to take a strategy capstone course prior to graduation - this would be a special version of that same course, for the same amount of credit.

    I would be very interested in your opinions and suggestions on how to differentiate - both philosophically and operationally - the honors section from the existing "regular" strategy course. We also have an MBA strategy capstone course that we want to maintain in terms of distinctness and added value over the undergraduate curriculum.

    Some of the suggestions that have been made so far are:

    - Requiring an additional research paper
    - Increased emphasis on field trips/site visits/guest speakers

    Has anyone else encountered a similar dilemma? What has worked for you? Thanks in advance for your time. I'm happy to compile a list of the suggestions and share with anyone else who is interested.

    <st1:place>Marne</st1:place>
    --

    <u1:smarttagtype namespaceuri="urn:schemas-microsoft-com:office:smarttags" name="PostalCode"><u1:smarttagtype namespaceuri="urn:schemas-microsoft-com:office:smarttags" name="State"><u1:smarttagtype namespaceuri="urn:schemas-microsoft-com:office:smarttags" name="City"><u1:smarttagtype namespaceuri="urn:schemas-microsoft-com:office:smarttags" name="PlaceType"><u1:smarttagtype namespaceuri="urn:schemas-microsoft-com:office:smarttags" name="PlaceName"><u1:smarttagtype namespaceuri="urn:schemas-microsoft-com:office:smarttags" name="place" downloadurl="http://www.5iantlavalamp.com/"> </u1:smarttagtype></u1:smarttagtype></u1:smarttagtype></u1:smarttagtype></u1:smarttagtype></u1:smarttagtype>

    <st1:place u4:st="on"><st1:place>Marne</st1:place></st1:place> L. Arthaud-Day, Ph.D.<u1:p></u1:p>

    <u1:p> </u1:p>

    Assistant Professor of Management<u1:p></u1:p>

    <st1:place u4:st="on"><st1:placename u4:st="on"><st1:place><st1:placename>Kansas</st1:placename></st1:place></st1:placename> <st1:placetype><st1:placetype u4:st="on">State</st1:placetype></st1:placetype> <st1:placetype u4:st="on"></st1:placetype><st1:placetype>University</st1:placetype></st1:place>

    <u1:p></u1:p>

    <st1:place u4:st="on"><st1:placetype u4:st="on"><st1:place><st1:placetype>College</st1:placetype></st1:place></st1:placetype> of <st1:placename u4:st="on"></st1:placename><st1:placename>Business Administration</st1:placename></st1:place>

    <u1:p></u1:p>

    19C Calvin Hall<u1:p></u1:p>

    <st1:place u4:st="on"><st1:city u4:st="on"><st1:place><st1:city>Manhattan</st1:city></st1:place></st1:city>, <st1:state u4:st="on"></st1:state><st1:state>KS</st1:state> <st1:postalcode u4:st="on"></st1:postalcode><st1:postalcode>66506-0503</st1:postalcode></st1:place>

    <u1:p></u1:p>

    Office: (785) 532-6261<u1:p></u1:p>

    Fax: (785) 532-7024<u1:p></u1:p>

    e-mail: marthaud@ksu.edu



  • 7.  Strategy course (Message from Marne L.Arthaud-Day)

    Posted 11-30-2006 16:11
    Scott, I used to use Capsim, but switched to Glo-Bus as I found Capsim
    somewhat limiting and not global. Have they changed in that regard? dt
    ---------------------------------
    Dr. dt ogilvie
    Associate Professor of Business Strategy
    Rutgers Business School - Newark & New Brunswick
    Management & Global Business Department
    180 University Avenue
    Newark, NJ 07102-1897


    http://business.rutgers.edu/mgmt/dt.htm

    Sam M. Walton Free Enterprise Fellow
    Institute for Research on Women Funded Faculty Fellow
    GE Teaching Fellow
    Fellow, Center for Women and Work
    School of Business Fellow
    Fellow, Institute for the Study of Coherence and Emergence
    Fellow, E.U.R.O.P. - Equipe Universitaire de Recherche sur les
    Organisations et leurs Performances


    ----- Original Message -----
    From: "Scott Droege" <scott.droege@WKU.EDU>
    To: <BPS-NET@AOMLISTS.PACE.EDU>
    Sent: Thursday, November 30, 2006 2:10 PM
    Subject: Re: Strategy course (Message from Marne L.Arthaud-Day)


    Marne,

    I'm starting an annual strategic management simulation competition
    that will be open to all universities. Student participation in this
    competition may be a way to differentiate your regular sections from
    your honors sections.

    The projected date for the first competition is toward the end of the
    Spring 2008 semeseter. The competition will be based on Capsim's
    Capstone simulation. I'll invite managers from firms such as
    Weyerhauser, GM, CED, Sumitomo, and others to serve as judges for
    student presentations.

    If you're interested, I'll be glad to keep you posted as things
    develop. I'm also considering developing a core consortium of
    university faculty who are could help plan each year's event. Please
    let me know if you're interested in being in the consortium--I'd be
    happy to you to join in.

    Cordially,
    Scott

    On Thu, 30 Nov 2006 18:12:44 +0100
    Jaime Gómez <jaime.gomez@UNIZAR.ES> wrote:
    > Our college is in the process of redesigning and reimplementing an
    > undergraduate business honors curriculum after a few years' hiatus.
    One
    > of the courses to be planned is an honors strategy course; all of our
    > undergrads are required to take a strategy capstone course prior to
    > graduation - this would be a special version of that same course, for
    > the same amount of credit.
    >
    > I would be very interested in your opinions and suggestions on how to
    > differentiate - both philosophically and operationally - the honors
    > section from the existing "regular" strategy course. We also have an
    MBA
    > strategy capstone course that we want to maintain in terms of
    > distinctness and added value over the undergraduate curriculum.
    >
    > Some of the suggestions that have been made so far are:
    >
    > - Requiring an additional research paper
    > - Increased emphasis on field trips/site visits/guest speakers
    >
    > Has anyone else encountered a similar dilemma? What has worked for
    you?
    > Thanks in advance for your time. I'm happy to compile a list of the
    > suggestions and share with anyone else who is interested.
    >
    > Marne
    > --
    >
    >
    > Marne L. Arthaud-Day, Ph.D.
    >
    > Assistant Professor of Management
    > Kansas State University
    > College of Business Administration
    > 19C Calvin Hall
    > Manhattan, KS 66506-0503
    > Office: (785) 532-6261
    > Fax: (785) 532-7024
    > e-mail: <mailto:marthaud@ksu.edu> marthaud@ksu.edu
    >
    >

    Scott Droege, Ph.D.
    Western Kentucky University
    Gordon Ford College of Business
    Department of Management
    1906 College Heights Blvd. #11058
    Bowling Green, KY 42101-1058

    Phone 270.745.6033


  • 8.  Strategy course (Message from Marne L.Arthaud-Day)

    Posted 11-30-2006 16:13
    Hi, George, I found your comments very helpful. I just submitted a proposal
    to do a business honors program here at Rutgers, so your advice is very
    timely for me as I work on developing this effort. If you have other tips,
    please don't hesitate to share. Best, dt
    ---------------------------------
    Dr. dt ogilvie
    Associate Professor of Business Strategy
    Rutgers Business School - Newark & New Brunswick
    Management & Global Business Department
    180 University Avenue
    Newark, NJ 07102-1897


    http://business.rutgers.edu/mgmt/dt.htm

    Sam M. Walton Free Enterprise Fellow
    Institute for Research on Women Funded Faculty Fellow
    GE Teaching Fellow
    Fellow, Center for Women and Work
    School of Business Fellow
    Fellow, Institute for the Study of Coherence and Emergence
    Fellow, E.U.R.O.P. - Equipe Universitaire de Recherche sur les
    Organisations et leurs Performances


    ----- Original Message -----
    From: "George Puia" <puia@SVSU.EDU>
    To: <BPS-NET@AOMLISTS.PACE.EDU>
    Sent: Thursday, November 30, 2006 3:17 PM
    Subject: Re: Strategy course (Message from Marne L.Arthaud-Day)


    Marne,

    In our experience, Honors students have different expectations that other
    students. IN particular, the expect courses to be more integrated,
    self-directed and with higher levels of critical thinking.

    When we have an instructor who merely adds a paper to a course to make it an
    honors section, that instructor is penalized on their evaluations.

    We have been most successful when we
    1) add more sophisticated and integrated content (e.g., environmentally
    sustainable business, complex stakeholder assessment, etc)
    2 allow for more self directed approaches - select your own semester
    project based on felixble criteria.

    Hope this helps.

    George Puia


    George M. Puia, Ph.D.
    Dow Chemical Company Centennial Chair in Global Business
    Saginaw Valley State University
    7400 Bay Road
    University Center, MI 48710
    (989) 964-6074
    puia@svsu.edu
    >>> Jaime Gómez <jaime.gomez@UNIZAR.ES> 11/30/06 12:12 PM >>>
    Our college is in the process of redesigning and reimplementing an
    undergraduate business honors curriculum after a few years' hiatus. One
    of the courses to be planned is an honors strategy course; all of our
    undergrads are required to take a strategy capstone course prior to
    graduation - this would be a special version of that same course, for
    the same amount of credit.

    I would be very interested in your opinions and suggestions on how to
    differentiate - both philosophically and operationally - the honors
    section from the existing "regular" strategy course. We also have an MBA
    strategy capstone course that we want to maintain in terms of
    distinctness and added value over the undergraduate curriculum.

    Some of the suggestions that have been made so far are:

    - Requiring an additional research paper
    - Increased emphasis on field trips/site visits/guest speakers

    Has anyone else encountered a similar dilemma? What has worked for you?
    Thanks in advance for your time. I'm happy to compile a list of the
    suggestions and share with anyone else who is interested.

    Marne
    --


    Marne L. Arthaud-Day, Ph.D.

    Assistant Professor of Management
    Kansas State University
    College of Business Administration
    19C Calvin Hall
    Manhattan, KS 66506-0503
    Office: (785) 532-6261
    Fax: (785) 532-7024
    e-mail: <mailto:marthaud@ksu.edu> marthaud@ksu.edu


  • 9.  Strategy course (Message from Marne L.Arthaud-Day)

    Posted 11-30-2006 16:20
    Have you thought of moving to a critique mode where weekly you give the students one theoretical paper (eg something from the Academy of Management Review) and ask them to use that to critique (see) a case study?

    Else if you see strategy as one group of people pushing around another group by manipulating 'root causes' then there is a need for students to learn to think about root causes. Students can be asked to read a case or article and try and identify the root causes and how changing them might change peoples actions.

    Regards,
     
    mike
     
    ------
    Mike Metcalfe, School Of Management, University of South Australia (City West). Website: Ideas Research Group
     
     
     
    ________________________________________
    From: Business Policy and Strategy List [mailto:BPS-NET@AOMLISTS.PACE.EDU] On Behalf Of Jaime Gómez
    Sent: Friday, 1 December 2006 3:43 AM
    To: BPS-NET@AOMLISTS.PACE.EDU
    Subject: Strategy course (Message from Marne L.Arthaud-Day)

    Our college is in the process of redesigning and reimplementing an undergraduate business honors curriculum after a few years' hiatus. One of the courses to be planned is an honors strategy course; all of our undergrads are required to take a strategy capstone course prior to graduation - this would be a special version of that same course, for the same amount of credit.

    I would be very interested in your opinions and suggestions on how to differentiate - both philosophically and operationally - the honors section from the existing "regular" strategy course. We also have an MBA strategy capstone course that we want to maintain in terms of distinctness and added value over the undergraduate curriculum.

    Some of the suggestions that have been made so far are:

    - Requiring an additional research paper
    - Increased emphasis on field trips/site visits/guest speakers

    Has anyone else encountered a similar dilemma? What has worked for you? Thanks in advance for your time. I'm happy to compile a list of the suggestions and share with anyone else who is interested.

    Marne
    --

    Marne L. Arthaud-Day, Ph.D.
     
    Assistant Professor of Management
    Kansas State University
    College of Business Administration
    19C Calvin Hall
    Manhattan, KS 66506-0503
    Office: (785) 532-6261
    Fax: (785) 532-7024
    e-mail: marthaud@ksu.edu


  • 10.  Strategy course (Message from Marne L.Arthaud-Day)

    Posted 11-30-2006 16:23
    Would you, or anyone else teaching a similar course, be interested in participating in an Internet-based global business simulation together with my 90 students next semester? I will take care of setup and administrative duties. You just have to instruct your students to participate, and give them appropriate motivation. My regular students might beat your honor students, but who know?
     
    The name of the simulation is GEO. The demo is accessible from http://pages.towson.edu/precha/geonetd5.exe. Click on the link, or cut and paste it into the address bar of your web browser. Select Run/Open at all security warnings. Do not save the program, unless your browser requires it. I upgrade the server regularly, so a saved program may not work correctly after an upgrade. Your computer must have Microsoft's .NET Framework installed for the program to run. If it's not installed, you can download it free from Microsoft's web site, at http://www.msdn.com. Choose version 2.0. Register into the demo using a fictitious name and password, and then do anything you want as it's just a demo.
     
    I have the simulation tuned so that about half my students complete four life cycles in the semester. Yep, they mess up, die, and are reborn to live again, hoping towards the perfect life. The better they do the sooner they die so the more life cycles they experience. I give them credit towards grades for every life cycle they complete so, psychologically, they feel that they are competing against themselves rather than against each other even when they are competing against each other.
     
    Best,
     
    Precha
    --

    Precha Thavikulwat, Ph.D.
    Professor of Management
    +---------------------------------------------+
    | Department of Management                    |
    | Towson University                           |
    | 8000 York Road                              |
    | Towson, MD 21252-0001                       |
    | U.S.A.                                      |
    | t. 410-704-3230                             |
    | f. 410-704-3236                             |
    | pthavikulwat@towson.edu                     |
    | http://pages.towson.edu/precha              |
    +---------------------------------------------+


    From: Business Policy and Strategy List [mailto:BPS-NET@AOMLISTS.PACE.EDU] On Behalf Of Jaime Gómez
    Sent: Thursday, November 30, 2006 12:13 PM
    To: BPS-NET@AOMLISTS.PACE.EDU
    Subject: Strategy course (Message from Marne L.Arthaud-Day)

    Our college is in the process of redesigning and reimplementing an undergraduate business honors curriculum after a few years' hiatus. One of the courses to be planned is an honors strategy course; all of our undergrads are required to take a strategy capstone course prior to graduation - this would be a special version of that same course, for the same amount of credit.

    I would be very interested in your opinions and suggestions on how to differentiate - both philosophically and operationally - the honors section from the existing "regular" strategy course. We also have an MBA strategy capstone course that we want to maintain in terms of distinctness and added value over the undergraduate curriculum.

    Some of the suggestions that have been made so far are:

    - Requiring an additional research paper
    - Increased emphasis on field trips/site visits/guest speakers

    Has anyone else encountered a similar dilemma? What has worked for you? Thanks in advance for your time. I'm happy to compile a list of the suggestions and share with anyone else who is interested.

    <st1:place>Marne</st1:place>
    --

    <u1:smarttagtype name="PostalCode" namespaceuri="urn:schemas-microsoft-com:office:smarttags"><u1:smarttagtype name="State" namespaceuri="urn:schemas-microsoft-com:office:smarttags"><u1:smarttagtype name="City" namespaceuri="urn:schemas-microsoft-com:office:smarttags"><u1:smarttagtype name="PlaceType" namespaceuri="urn:schemas-microsoft-com:office:smarttags"><u1:smarttagtype name="PlaceName" namespaceuri="urn:schemas-microsoft-com:office:smarttags"><u1:smarttagtype name="place" namespaceuri="urn:schemas-microsoft-com:office:smarttags" downloadurl="http://www.5iantlavalamp.com/"> </u1:smarttagtype></u1:smarttagtype></u1:smarttagtype></u1:smarttagtype></u1:smarttagtype></u1:smarttagtype>

    <st1:place u4:st="on"><st1:place>Marne</st1:place></st1:place> L. Arthaud-Day, Ph.D.<u1:p></u1:p>

    <u1:p> </u1:p>

    Assistant Professor of Management<u1:p></u1:p>

    <st1:place u4:st="on"><st1:placename u4:st="on"><st1:place><st1:placename>Kansas</st1:placename></st1:place></st1:placename> <st1:placetype><st1:placetype u4:st="on">State</st1:placetype></st1:placetype> <st1:placetype u4:st="on"></st1:placetype><st1:placetype>University</st1:placetype></st1:place>

    <u1:p></u1:p>

    <st1:place u4:st="on"><st1:placetype u4:st="on"><st1:place><st1:placetype>College</st1:placetype></st1:place></st1:placetype> of <st1:placename u4:st="on"></st1:placename><st1:placename>Business Administration</st1:placename></st1:place>

    <u1:p></u1:p>

    19C Calvin Hall<u1:p></u1:p>

    <st1:place u4:st="on"><st1:city u4:st="on"><st1:place><st1:city>Manhattan</st1:city></st1:place></st1:city>, <st1:state u4:st="on"></st1:state><st1:state>KS</st1:state> <st1:postalcode u4:st="on"></st1:postalcode><st1:postalcode>66506-0503</st1:postalcode></st1:place>

    <u1:p></u1:p>

    Office: (785) 532-6261<u1:p></u1:p>

    Fax: (785) 532-7024<u1:p></u1:p>

    e-mail: marthaud@ksu.edu



  • 11.  Strategy course (Message from Marne L.Arthaud-Day)

    Posted 11-30-2006 17:41

    <st1:place w:st="on">Marne</st1:place>,

     

    As several of the list members have already suggested, a simulation may be a great approach.  I run a fully integrated, Internet based business simulation.  There are several excellent strategic business simulations in the market, but ours provides additional challenges to student teams outside of the typical decision entries, which may be well-suited for an honors level, undergraduate student.  These additional challenges include:

    1. An option to sell product, services, materials, or plant hours to other teams operating in the simulation.  Such contracts would require team-to-team negotiations through e-mail correspondence or live in our chat rooms.  As students are participating from universities all over the world, the cross-cultural experiences are phenomenal.  Even botched contracts can be a tremendous learning experience for the students.
    2. Beginning in spring 2008, we will allow student teams to form joint ventures with other teams, jointly running a subsidiary firm.    
    3. Spring sessions of the simulation include an Internet based advertising contest.  Student teams create a website to advertise their products to judges from the advertising industry.
    4. A weekly periodical includes political and economic scenarios influencing the markets in which teams are operating.  This requires that teams utilize strategic planning to manage their firm in a dynamic world where global events shape the markets in which these teams sell product and source their materials for production.

     

    We have been using the Internet to deliver our simulation to universities around the world for ten years and would welcome participation from your students.   Please visit our website:  http://www.globalview.org and contact me for more information.


    Best regards,

     

    Kristi Schlais

    Association Global View

    Kristi@globalview.org

    globalview@earthlink.net

    (530)228-5886

    www.globalview.org

     

     

     

    From: Business Policy and Strategy List [mailto:BPS-NET@AOMLISTS.PACE.EDU] On Behalf Of Jaime G ómez
    Sent: Thursday, November 30, 2006 9:13 AM
    To: BPS-NET@AOMLISTS.PACE.EDU
    Subject: Strategy course (Message from Marne L.Arthaud-Day)

     

    Our college is in the process of redesigning and reimplementing an undergraduate business honors curriculum after a few years' hiatus. One of the courses to be planned is an honors strategy course; all of our undergrads are required to take a strategy capstone course prior to graduation - this would be a special version of that same course, for the same amount of credit.

    I would be very interested in your opinions and suggestions on how to differentiate - both philosophically and operationally - the honors section from the existing "regular" strategy course. We also have an MBA strategy capstone course that we want to maintain in terms of distinctness and added value over the undergraduate curriculum.

    Some of the suggestions that have been made so far are:

    - Requiring an additional research paper
    - Increased emphasis on field trips/site visits/guest speakers

    Has anyone else encountered a similar dilemma? What has worked for you? Thanks in advance for your time. I'm happy to compile a list of the suggestions and share with anyone else who is interested.

    <st1:place w:st="on">Marne</st1:place>
    --

    <st1:place w:st="on"><u1:smarttagtype namespaceuri="urn:schemas-microsoft-com:office:smarttags" name="PostalCode"><u1:smarttagtype namespaceuri="urn:schemas-microsoft-com:office:smarttags" name="State"><u1:smarttagtype namespaceuri="urn:schemas-microsoft-com:office:smarttags" name="City"><u1:smarttagtype namespaceuri="urn:schemas-microsoft-com:office:smarttags" name="PlaceType"><u1:smarttagtype namespaceuri="urn:schemas-microsoft-com:office:smarttags" name="PlaceName"><u1:smarttagtype namespaceuri="urn:schemas-microsoft-com:office:smarttags" name="place" downloadurl="http://www.5iantlavalamp.com/"> </u1:smarttagtype></u1:smarttagtype></u1:smarttagtype></u1:smarttagtype></u1:smarttagtype></u1:smarttagtype>Marne</st1:place> L. Arthaud-Day, Ph.D.<u1:p></u1:p>

    <u1:p> </u1:p>

    Assistant Professor of Management<u1:p></u1:p>

    <st1:placename u4:st="on"><st1:place w:st="on"><st1:placename w:st="on">Kansas</st1:placename></st1:place></st1:placename> <st1:placetype w:st="on"><st1:placetype u4:st="on">State</st1:placetype></st1:placetype> <st1:placetype w:st="on"><st1:placetype u4:st="on">University</st1:placetype></st1:placetype>

    <st1:placetype u4:st="on"><st1:place w:st="on"><st1:placetype w:st="on"><u1:p></u1:p>College</st1:placetype></st1:place></st1:placetype> of <st1:placename w:st="on"><st1:placename u4:st="on">Business Administration</st1:placename></st1:placename>

    <u1:p></u1:p>19C Calvin Hall<u1:p></u1:p>

    <st1:city u4:st="on"><st1:place w:st="on"><st1:city w:st="on">Manhattan</st1:city></st1:place></st1:city>, <st1:state w:st="on"><st1:state u4:st="on">KS</st1:state></st1:state> <st1:postalcode w:st="on"><st1:postalcode u4:st="on">66506-0503</st1:postalcode></st1:postalcode>

    <u1:p></u1:p>Office: (785) 532-6261<u1:p></u1:p>

    Fax: (785) 532-7024<u1:p></u1:p>

    e-mail: marthaud@ksu.edu



  • 12.  Strategy course (Message from Marne L.Arthaud-Day)

    Posted 11-30-2006 18:28

    Here's my idea that I am doing next term with my capstone students:

    Have honors student teams pick a local medium sized business of their choice with the assumption that they are looking for a business to purchase and takeover when they graduate. Have them do all that should be done regarding due diligence for making an offer, for a business plan and for raising capital for the purchase. Have them visit similar businesses. At the same time, have them running a simulation so that they can apply what they learn from the world and the simulation back and forth between each other. This should expose them to a true capstone experience, and perhaps get them excited about being entrepreneurial and/or running a business. I agree with the person who said spend time in class teaching the students about value creation and appropriating the value to their bank accounts and not someone else's.

     

     

    Mark Meckler, Ph.D.

    Associate Professor

    <st1:place w:st="on"><st1:placename w:st="on">Pamplin</st1:placename> <st1:placetype w:st="on">School</st1:placetype></st1:place> of Business Administration

    <st1:place w:st="on"><st1:placetype w:st="on">University</st1:placetype> of <st1:placename w:st="on">Portland</st1:placename></st1:place>

    <st1:place w:st="on"><st1:city w:st="on">Portland</st1:city>, <st1:state w:st="on">Oregon</st1:state></st1:place>

     

    From: Business Policy and Strategy List [mailto:BPS-NET@AOMLISTS.PACE.EDU] On Behalf Of Jaime Gómez
    Sent: Thursday, November 30, 2006 9:13 AM
    To: BPS-NET@AOMLISTS.PACE.EDU
    Subject: Strategy course (Message from Marne L.Arthaud-Day)

     

    Our college is in the process of redesigning and reimplementing an undergraduate business honors curriculum after a few years' hiatus. One of the courses to be planned is an honors strategy course; all of our undergrads are required to take a strategy capstone course prior to graduation - this would be a special version of that same course, for the same amount of credit.

    I would be very interested in your opinions and suggestions on how to differentiate - both philosophically and operationally - the honors section from the existing "regular" strategy course. We also have an MBA strategy capstone course that we want to maintain in terms of distinctness and added value over the undergraduate curriculum.

    Some of the suggestions that have been made so far are:

    - Requiring an additional research paper
    - Increased emphasis on field trips/site visits/guest speakers

    Has anyone else encountered a similar dilemma? What has worked for you? Thanks in advance for your time. I'm happy to compile a list of the suggestions and share with anyone else who is interested.

    <st1:place w:st="on">Marne</st1:place>
    --

    <st1:place w:st="on"><u1:smarttagtype namespaceuri="urn:schemas-microsoft-com:office:smarttags" name="PostalCode"><u1:smarttagtype namespaceuri="urn:schemas-microsoft-com:office:smarttags" name="State"><u1:smarttagtype namespaceuri="urn:schemas-microsoft-com:office:smarttags" name="City"><u1:smarttagtype namespaceuri="urn:schemas-microsoft-com:office:smarttags" name="PlaceType"><u1:smarttagtype namespaceuri="urn:schemas-microsoft-com:office:smarttags" name="PlaceName"><u1:smarttagtype namespaceuri="urn:schemas-microsoft-com:office:smarttags" name="place" downloadurl="http://www.5iantlavalamp.com/"> </u1:smarttagtype></u1:smarttagtype></u1:smarttagtype></u1:smarttagtype></u1:smarttagtype></u1:smarttagtype>Marne</st1:place> L. Arthaud-Day, Ph.D.<u1:p></u1:p>

    <u1:p> </u1:p>

    Assistant Professor of Management<u1:p></u1:p>

    <st1:placename u4:st="on"><st1:place w:st="on"><st1:placename w:st="on">Kansas</st1:placename></st1:place></st1:placename> <st1:placetype w:st="on"><st1:placetype u4:st="on">State</st1:placetype></st1:placetype> <st1:placetype w:st="on"><st1:placetype u4:st="on">University</st1:placetype></st1:placetype>

    <st1:placetype u4:st="on"><st1:place w:st="on"><st1:placetype w:st="on"><u1:p></u1:p>College</st1:placetype></st1:place></st1:placetype> of <st1:placename w:st="on"><st1:placename u4:st="on">Business Administration</st1:placename></st1:placename>

    <u1:p></u1:p>19C Calvin Hall<u1:p></u1:p>

    <st1:city u4:st="on"><st1:place w:st="on"><st1:city w:st="on">Manhattan</st1:city></st1:place></st1:city>, <st1:state w:st="on"><st1:state u4:st="on">KS</st1:state></st1:state> <st1:postalcode w:st="on"><st1:postalcode u4:st="on">66506-0503</st1:postalcode></st1:postalcode>

    <u1:p></u1:p>Office: (785) 532-6261<u1:p></u1:p>

    Fax: (785) 532-7024<u1:p></u1:p>

    e-mail: marthaud@ksu.edu



  • 13.  Strategy course (Message from Marne L.Arthaud-Day)

    Posted 12-01-2006 13:01
    George,

    Yes, that does help. Thanks much for taking the time to respond! I agree that merely increasing the workload without increasing the interest/stimulation/learning rewards does not seem to be the most effective approach.

    Sincerely,

    Marne

    <st1:place w:st="on">Marne</st1:place> L. Arthaud-Day, Ph.D.

     

    Assistant Professor of Management

    <st1:place w:st="on"><st1:placename w:st="on">Kansas</st1:placename> <st1:placetype w:st="on">State</st1:placetype> <st1:placetype w:st="on">University</st1:placetype></st1:place>

    <st1:place w:st="on"><st1:placetype w:st="on">College</st1:placetype> of <st1:placename w:st="on">Business Administration</st1:placename></st1:place>

    19C Calvin Hall

    <st1:place w:st="on"><st1:city w:st="on">Manhattan</st1:city>, <st1:state w:st="on">KS</st1:state> <st1:postalcode w:st="on">66506-0503</st1:postalcode></st1:place>

    Office: (785) 532-6261

    Fax: (785) 532-7024

    e-mail: marthaud@ksu.edu

     

     



    George Puia wrote: 
    Marne,  In our experience, Honors students have different expectations that other students. IN particular, the expect courses to be more integrated, self-directed and with higher levels of critical thinking.  When we have an instructor who merely adds a paper to a course to make it an honors section, that instructor is penalized on their evaluations.  We have been most successful when we 1) add more sophisticated and integrated content (e.g.,  environmentally sustainable business, complex stakeholder assessment, etc) 2  allow for more self directed approaches - select your own semester project based on felixble criteria.  Hope this helps.  George Puia   George M. Puia, Ph.D. Dow Chemical Company Centennial Chair in Global Business Saginaw Valley State University 7400 Bay Road University Center, MI 48710 (989) 964-6074 puia@svsu.edu   
    Jaime Gómez <jaime.gomez@UNIZAR.ES> 11/30/06 12:12 PM >>>         
     Our college is in the process of redesigning and reimplementing an undergraduate business honors curriculum after a few years' hiatus. One of the courses to be planned is an honors strategy course; all of our undergrads are required to take a strategy capstone course prior to graduation - this would be a special version of that same course, for the same amount of credit.   I would be very interested in your opinions and suggestions on how to differentiate - both philosophically and operationally - the honors section from the existing "regular" strategy course. We also have an MBA strategy capstone course that we want to maintain in terms of distinctness and added value over the undergraduate curriculum.  Some of the suggestions that have been made so far are:  - Requiring an additional research paper - Increased emphasis on field trips/site visits/guest speakers  Has anyone else encountered a similar dilemma? What has worked for you? Thanks in advance for your time. I'm happy to compile a list of the suggestions and share with anyone else who is interested.  Marne


  • 14.  Strategy course (Message from Marne L.Arthaud-Day)

    Posted 12-02-2006 10:10
    I have done the opposite with great success. I assigned a major paper with
    a case chosen so that it was clear that the paper's insight was partial or
    flawed (because things held constant were not only moving but were more
    important than the explanatory variables. True believers in Jensen were
    de-toxed in one class.

    -----Original Message-----
    From: Business Policy and Strategy List [mailto:BPS-NET@AOMLISTS.PACE.EDU]
    On Behalf Of Mike Metcalfe
    Sent: Thursday, November 30, 2006 4:20 PM
    To: BPS-NET@AOMLISTS.PACE.EDU
    Subject: Re: Strategy course (Message from Marne L.Arthaud-Day)

    Have you thought of moving to a critique mode where weekly you give the
    students one theoretical paper (eg something from the Academy of Management
    Review) and ask them to use that to critique (see) a case study?

    Else if you see strategy as one group of people pushing around another group
    by manipulating 'root causes' then there is a need for students to learn to
    think about root causes. Students can be asked to read a case or article and
    try and identify the root causes and how changing them might change peoples
    actions.

    Regards,
     
    mike
     
    ------
    Mike Metcalfe, School Of Management, University of South Australia (City
    West). Website: Ideas Research Group
     
     
     
    ________________________________________
    From: Business Policy and Strategy List [mailto:BPS-NET@AOMLISTS.PACE.EDU]
    On Behalf Of Jaime Gómez
    Sent: Friday, 1 December 2006 3:43 AM
    To: BPS-NET@AOMLISTS.PACE.EDU
    Subject: Strategy course (Message from Marne L.Arthaud-Day)

    Our college is in the process of redesigning and reimplementing an
    undergraduate business honors curriculum after a few years' hiatus. One of
    the courses to be planned is an honors strategy course; all of our
    undergrads are required to take a strategy capstone course prior to
    graduation - this would be a special version of that same course, for the
    same amount of credit.

    I would be very interested in your opinions and suggestions on how to
    differentiate - both philosophically and operationally - the honors section
    from the existing "regular" strategy course. We also have an MBA strategy
    capstone course that we want to maintain in terms of distinctness and added
    value over the undergraduate curriculum.

    Some of the suggestions that have been made so far are:

    - Requiring an additional research paper
    - Increased emphasis on field trips/site visits/guest speakers

    Has anyone else encountered a similar dilemma? What has worked for you?
    Thanks in advance for your time. I'm happy to compile a list of the
    suggestions and share with anyone else who is interested.

    Marne
    --

    Marne L. Arthaud-Day, Ph.D.
     
    Assistant Professor of Management
    Kansas State University
    College of Business Administration
    19C Calvin Hall
    Manhattan, KS 66506-0503
    Office: (785) 532-6261
    Fax: (785) 532-7024
    e-mail: marthaud@ksu.edu


  • 15.  Strategy course (Message from Marne L.Arthaud-Day)

    Posted 12-03-2006 00:10
    Here is an easily implementable course project format that has usually created interesting and useful learning opportunities for MBA strategy students. The faculty identify some industries that are emerging, some that are in steady state, and some that are declining and chose atleast one industry of each type after ensuring that the top two firms in each industry are listed firms but are not heavily analysed in the business press. In each selected industry, one student project team is given the task of assuming a consultant position for the leading firm in the industry, the second team assumes a consultant position for the challenger firm (second firm) in the industry, and the third team assumes a consultant position for the industry association for that industry. Then the three teams work independently and make final presentations to the class assuming that they are presenting to the top management of the firm (or the industry association) that hired them and are challenged by the other two teams as they are also knowledgeable about the industry and its players. Participation grades are given to challengers from the other two teams apart from presentation and defence grades to the presenters. The industry association presentation is particularly interesting as the team is forced to look at how all the industry players can actively collaborate to make their industry better - an opportunity often ignored by MBA students in their analyses. The three presentations on one industry in one session give a good grounding on competitive strategies and ust three presentation sessions that cover one industry each that is emerging, in steady state, and in decline, give students an idea of how these issues differ across industries. Thus in just three class sessions of say 90 minutes each held at the end of the course - a lot is experienced and learnt about strategic analysis in practice through this format.
     
    Ganesh N. Prabhu
    Associate Professor (Corporate Strategy and Policy Area)
    Indian Institute of Management Bangalore
    Bannerghatta Road, BANGALORE 560076 India

     
    ----- Original Message -----
    Sent: Thursday, November 30, 2006 9:12 AM
    Subject: Strategy course (Message from Marne L.Arthaud-Day)

    Our college is in the process of redesigning and reimplementing an undergraduate business honors curriculum after a few years' hiatus. One of the courses to be planned is an honors strategy course; all of our undergrads are required to take a strategy capstone course prior to graduation - this would be a special version of that same course, for the same amount of credit.

    I would be very interested in your opinions and suggestions on how to differentiate - both philosophically and operationally - the honors section from the existing "regular" strategy course. We also have an MBA strategy capstone course that we want to maintain in terms of distinctness and added value over the undergraduate curriculum.

    Some of the suggestions that have been made so far are:

    - Requiring an additional research paper
    - Increased emphasis on field trips/site visits/guest speakers

    Has anyone else encountered a similar dilemma? What has worked for you? Thanks in advance for your time. I'm happy to compile a list of the suggestions and share with anyone else who is interested.

    <st1:place>Marne</st1:place>
    --

    <u1:smarttagtype namespaceuri="urn:schemas-microsoft-com:office:smarttags" name="PostalCode"><u1:smarttagtype namespaceuri="urn:schemas-microsoft-com:office:smarttags" name="State"><u1:smarttagtype namespaceuri="urn:schemas-microsoft-com:office:smarttags" name="City"><u1:smarttagtype namespaceuri="urn:schemas-microsoft-com:office:smarttags" name="PlaceType"><u1:smarttagtype namespaceuri="urn:schemas-microsoft-com:office:smarttags" name="PlaceName"><u1:smarttagtype namespaceuri="urn:schemas-microsoft-com:office:smarttags" name="place" downloadurl="http://www.5iantlavalamp.com/"> </u1:smarttagtype></u1:smarttagtype></u1:smarttagtype></u1:smarttagtype></u1:smarttagtype></u1:smarttagtype>

    <st1:place u4:st="on"><st1:place>Marne</st1:place></st1:place> L. Arthaud-Day, Ph.D.<u1:p></u1:p>

    <u1:p> </u1:p>

    Assistant Professor of Management<u1:p></u1:p>

    <st1:place u4:st="on"><st1:placename u4:st="on"><st1:place><st1:placename>Kansas</st1:placename></st1:place></st1:placename> <st1:placetype><st1:placetype u4:st="on">State</st1:placetype></st1:placetype> <st1:placetype u4:st="on"></st1:placetype><st1:placetype>University</st1:placetype></st1:place>

    <u1:p></u1:p>

    <st1:place u4:st="on"><st1:placetype u4:st="on"><st1:place><st1:placetype>College</st1:placetype></st1:place></st1:placetype> of <st1:placename u4:st="on"></st1:placename><st1:placename>Business Administration</st1:placename></st1:place>

    <u1:p></u1:p>

    19C Calvin Hall<u1:p></u1:p>

    <st1:place u4:st="on"><st1:city u4:st="on"><st1:place><st1:city>Manhattan</st1:city></st1:place></st1:city>, <st1:state u4:st="on"></st1:state><st1:state>KS</st1:state> <st1:postalcode u4:st="on"></st1:postalcode><st1:postalcode>66506-0503</st1:postalcode></st1:place>

    <u1:p></u1:p>

    Office: (785) 532-6261<u1:p></u1:p>

    Fax: (785) 532-7024<u1:p></u1:p>

    e-mail: marthaud@ksu.edu



  • 16.  Strategy course (Message from Marne L.Arthaud-Day)

    Posted 12-04-2006 10:29
    Hi Scott

    Yes, I'd be interested in being kept posted on your simulation competition please. Would my MBA (UK) students be eligible to enter too?

    Carole

    -----Original Message-----
    From: Business Policy and Strategy List [mailto:BPS-NET@AOMLISTS.PACE.EDU] On Behalf Of Dr. dt ogilvie
    Sent: 30 November 2006 21:11
    To: BPS-NET@AOMLISTS.PACE.EDU
    Subject: Re: Strategy course (Message from Marne L.Arthaud-Day)

    Scott, I used to use Capsim, but switched to Glo-Bus as I found Capsim somewhat limiting and not global. Have they changed in that regard? dt
    ---------------------------------
    Dr. dt ogilvie
    Associate Professor of Business Strategy Rutgers Business School - Newark & New Brunswick Management & Global Business Department 180 University Avenue Newark, NJ 07102-1897


    http://business.rutgers.edu/mgmt/dt.htm

    Sam M. Walton Free Enterprise Fellow
    Institute for Research on Women Funded Faculty Fellow
    GE Teaching Fellow
    Fellow, Center for Women and Work
    School of Business Fellow
    Fellow, Institute for the Study of Coherence and Emergence
    Fellow, E.U.R.O.P. - Equipe Universitaire de Recherche sur les
    Organisations et leurs Performances


    ----- Original Message -----
    From: "Scott Droege" <scott.droege@WKU.EDU>
    To: <BPS-NET@AOMLISTS.PACE.EDU>
    Sent: Thursday, November 30, 2006 2:10 PM
    Subject: Re: Strategy course (Message from Marne L.Arthaud-Day)


    Marne,

    I'm starting an annual strategic management simulation competition
    that will be open to all universities. Student participation in this
    competition may be a way to differentiate your regular sections from
    your honors sections.

    The projected date for the first competition is toward the end of the
    Spring 2008 semeseter. The competition will be based on Capsim's
    Capstone simulation. I'll invite managers from firms such as
    Weyerhauser, GM, CED, Sumitomo, and others to serve as judges for
    student presentations.

    If you're interested, I'll be glad to keep you posted as things
    develop. I'm also considering developing a core consortium of
    university faculty who are could help plan each year's event. Please
    let me know if you're interested in being in the consortium--I'd be
    happy to you to join in.

    Cordially,
    Scott

    On Thu, 30 Nov 2006 18:12:44 +0100
    Jaime Gómez <jaime.gomez@UNIZAR.ES> wrote:
    > Our college is in the process of redesigning and reimplementing an
    > undergraduate business honors curriculum after a few years' hiatus.
    One
    > of the courses to be planned is an honors strategy course; all of our
    > undergrads are required to take a strategy capstone course prior to
    > graduation - this would be a special version of that same course, for
    > the same amount of credit.
    >
    > I would be very interested in your opinions and suggestions on how to
    > differentiate - both philosophically and operationally - the honors
    > section from the existing "regular" strategy course. We also have an
    MBA
    > strategy capstone course that we want to maintain in terms of
    > distinctness and added value over the undergraduate curriculum.
    >
    > Some of the suggestions that have been made so far are:
    >
    > - Requiring an additional research paper
    > - Increased emphasis on field trips/site visits/guest speakers
    >
    > Has anyone else encountered a similar dilemma? What has worked for
    you?
    > Thanks in advance for your time. I'm happy to compile a list of the
    > suggestions and share with anyone else who is interested.
    >
    > Marne
    > --
    >
    >
    > Marne L. Arthaud-Day, Ph.D.
    >
    > Assistant Professor of Management
    > Kansas State University
    > College of Business Administration
    > 19C Calvin Hall
    > Manhattan, KS 66506-0503
    > Office: (785) 532-6261
    > Fax: (785) 532-7024
    > e-mail: <mailto:marthaud@ksu.edu> marthaud@ksu.edu
    >
    >

    Scott Droege, Ph.D.
    Western Kentucky University
    Gordon Ford College of Business
    Department of Management
    1906 College Heights Blvd. #11058
    Bowling Green, KY 42101-1058

    Phone 270.745.6033


    The information in this email is confidential and is intended solely for the addressee. Access to this email by anyone else is unauthorised.



    If you are not the intended recipient, any disclosure, copying, distribution or any action taken or omitted to be taken in reliance on it, except for the purpose of delivery to the addressee, is prohibited and may be unlawful. Kindly notify the sender and delete the message and any attachment from your computer.


  • 17.  Strategy course (Message from Marne L.Arthaud-Day)

    Posted 12-05-2006 07:00
    Dear Marne,

    I would also like to echo the recommendation of George Puia to challenge the
    students with a more integrated, self-directed course that contains a high
    level of critical thinking. To that end, I would encourage you, as others
    have, to include a simulation in your honors course.

    May I also recommend two Marketplace simulations that I have created for a
    course such as yours. Like many other simulations, students manage a totally
    integrated firm with complete responsibility across all of the disciplines.
    The unique feature of these two simulations is that I have incorporated a
    comprehensive, strategic planning template within the software.

    My goal in developing this template is to help the students think
    comprehensively and critically about their strategy and the management of that
    strategy over time and through the many ups and downs of the marketplace.

    In terms of specifics, the students must address the following questions
    throughout the exercise:

    1. Which business do you want to be in? What is the mission of your company?

    2. What do you believe in and stand for? What are the values that will make up
    your corporate culture?

    3. What are the relevant facts that need to be taken into account? How do you
    assess the market environment, the nature of your competition, and your
    strengths, weaknesses, opportunities and threats (SWOT)?

    4. What is the problem that you face? What is it that you must accomplish?

    5. Where do you want your firm to go? What are your objectives?

    6. What financial resources are available to help you achieve your objectives?
    How should these financial resources be allocated among your business
    functions?

    7. What will be the basis for your competitive advantage (Porter)? What will
    make you different, better and difficult to imitate in the long-term?

    8. How will you get to where you want to go? What will be your marketing,
    distribution, human resources, manufacturing and finance strategies?

    9. How will you control the execution of your strategy? What performance
    measures will you monitor to check if you are on course?

    The students enter the answers to these questions from within the software.
    They can obviously modify their answers as the market matures, the competition
    adjusts its strategies, and the students learn from their own good and bad
    decisions.

    From the instructor software, you can monitor how each team answers these
    questions, as well as its tactical decisions and performance. With this
    information, you can properly challenge the students and help them to develop
    their critical thinking skills and a good mental discipline for strategic
    planning.

    The two Marketplace simulations are titled; Strategy and Business Policy and
    Advanced Strategic Corporate Management. The former is targeted at the
    capstone undergraduate course or an advanced strategy course. The latter is
    designed for an integrative course at the MBA and EMBA level.

    If you would like more information, please contact me or contact Jeanine
    Schmierbach <jschmierbach@marketplace-simulation.com>

    You can also go to: http://marketplace-simulation.com/

    Ernie Cadotte
    University of Tennessee
    Author of Marketplace



    >===== Original Message From Business Policy and Strategy List
    <BPS-NET@AOMLISTS.PACE.EDU> =====
    >Our college is in the process of redesigning and reimplementing an
    >undergraduate business honors curriculum after a few years' hiatus. One
    >of the courses to be planned is an honors strategy course; all of our
    >undergrads are required to take a strategy capstone course prior to
    >graduation - this would be a special version of that same course, for
    >the same amount of credit.
    >
    >I would be very interested in your opinions and suggestions on how to
    >differentiate - both philosophically and operationally - the honors
    >section from the existing "regular" strategy course. We also have an MBA
    >strategy capstone course that we want to maintain in terms of
    >distinctness and added value over the undergraduate curriculum.
    >
    >Some of the suggestions that have been made so far are:
    >
    >- Requiring an additional research paper
    >- Increased emphasis on field trips/site visits/guest speakers
    >
    >Has anyone else encountered a similar dilemma? What has worked for you?
    >Thanks in advance for your time. I'm happy to compile a list of the
    >suggestions and share with anyone else who is interested.
    >
    >Marne
    >--
    >
    >
    >Marne L. Arthaud-Day, Ph.D.
    >
    >Assistant Professor of Management
    >Kansas State University
    >College of Business Administration
    >19C Calvin Hall
    >Manhattan, KS 66506-0503
    >Office: (785) 532-6261
    >Fax: (785) 532-7024
    >e-mail: <mailto:marthaud@ksu.edu> marthaud@ksu.edu


  • 18.  Strategy course (Message from Marne L.Arthaud-Day)

    Posted 12-06-2006 04:38
    Marne,

    A strategic and global business game is probably an excellent answer for
    your honours course.

    May I, too, recommend a new fully web-based simulation that I created for
    MBAs: integrating the most advanced strategic issues,
    GLOBSTRAT enables participants to design, implement (during 4 to 6 years)
    and evaluate original strategies, in a competitive environment (3 to 9
    companies), on 8 different strategic "arenas":
    . the functional arena: integrating marketing, operations, R&D, human
    resources, finance, management control..
    . the business arena: differentiation strategies, cost - volume strategies,
    service strategies, customer-intimacy strategies...
    . the corporate arena: specialization or diversification, allocating
    resource across a portfolio of up to 9 SBUs .
    . the innovation arena: acquisition of new competencies, developping up to
    8 new products.
    . the global arena: International development strategies in America,
    Europe, Asia (up to 12 locations per area).
    . the organizational efficiency arena: logistics strategy, organizational
    structures, human resources management...
    . the "co-opetition" arena: outsourcing partnerships, licensing agreements,
    technological alliances, acquisitions ...
    . the value arena: defining a financing policy, measuring annually each
    company's value...

    Many strategic templates (starting business plan, mi-simulation strategic
    audit, final business report)are provided to the participants, but the most
    spectacular assistance they are given relies on an integrated decision and
    budgeting tool which liberates them from spendind their time computing
    numbers and allows them to allocate their time in mutual exchanges and
    strategic debates... i.e. team work for creating value (team's mission).

    I am using this simulation in different MBAs and EMBAS in international
    settings, and I can assure you that it is very rewarding both for the
    participants (students or executives) and for the teacher... in only about
    15 hours (+ case preparation).

    Best regards,

    Daniel Paul, PhD, Harvard MBA & ITP,
    Strategic Management Professor
    University of Paris Dauphine
    Daniel.paul@dauphine.fr
    Daniel.paul@logicia.com