BBUS 502 ¥ Strategic Management in High
Technology Firms
MBA Program
University of Washington Bothell
Autumn 2008
Updated October 1, 2008
Kevin Laverty
Laverty (at) u.washington.edu
Direct line and voice mail: +1 425 352-5338
Fax: +1 425 352-5277
Office: UWB2-325; hours by appointment
Email archive
Course page: http://faculty.washington.edu/laverty/BUS502
Library reserves: https://eres.bothell.washington.edu/eres/coursepage.aspx?cid=978
Contents
I. Course overview and purpose
II. Expectations
III. Grades
IV. Policies
V. Plagiarism
VI. Contribution to class discussion
VIII. Individual assignments
IX. Statement from Disability Support Services
I.
Course overview and purpose
This course takes an
executiveÕs perspective of what is probably the fundamental question of
business practice: what makes an organization successful? I pose this as two
related but distinct questions: [1] How do you explain success? (That
is, what are the reasons why different organizations are more or less
successful than others?), [2] How do you manage to make a particular
organization successful? (That is, where do you focus attention, what problems
do you address, what choices do you make? Questions such as these are posed
given the specifics of the organization itself and the business environment in
which it exists.)
Historically, business
schools had a business policy course that focused
on the decisions made by the firmÕs top managers to achieve the organizationÕs
purposes. This course typically has been an integrative capstone taken after students had studied the functional
disciplines of business (e.g., finance, accounting, marketing, operations,
organizational behavior). In the past twenty years, the field of strategic
management has infused the
capstone/business policy course, particularly in bringing economics-based
perspectives to understanding competition, evolution of industries, and sources
of rent (economic profit).
The UW Bothell MBA
Program is one of a number of leaders in an innovation to move this business
policy/strategic management course to the beginning of the curriculum. It is our intention that
students will carry this executiveÕs level perspective into subsequent courses,
and will be deeply motivated
to study those courses as the result of the questions and problems raised in
BBUS 502.
This course is designed
to address the concerns and perspectives described above through theory- and
case-based study of firm-level business strategy and performance. Specifically,
each student will be required to [a] engage in seminar-format discussions
addressing theory and cases, [b] present high-quality written work that
reflects an understanding of the course material and the motivation to
continue in subsequent coursework to examine themes introduced here, and [c]
working as part of a group, design and carry out a research project related to
the purposes of the course.
Class sessions will be
conducted as seminars. I use the term seminar to capture the objective of thoughtful and
critical discussions of the assigned readings and cases in which each person is
expected to be a contributor. This is not a lecture class with one-way
information flow.
I encourage an analytical
approach in class sessions, written work, and presentations. To me, analytical means [a] seeking to identify underlying problems
and issues, [b] evaluating the theories and evidence presented, and [c]
comparing and contrasting across different readings and perspectives. An
analytical approach contrasts both with descriptive (compiling facts,
definitions, and lists) and argumentative (mustering evidence in support of a
pre-established position) approaches.
As part of the MBA
ProgramÕs focus on effective written communication, this course in particular
will provide each student with unique opportunities to improve her/his writing.
Nancy Kool, the ProgramÕs Writing Specialist, will help you both by evaluating
and giving feedback on selected work that is submitted for course requirements,
and by being available for individual consultation.
In general, students are
expected to demonstrate the level of motivation, responsibility, and quality of
work consistent with the explicit and implicit expectations associated with
graduate study at a leading research university. Quality work requires thinking
critically and systematically, writing clearly, and communicating ideas and
arguments in a seminar format.
Every student should be
prepared to make high quality contributions at every class session based uponassigned material. Studying (not just simply reading) assigned readings and
cases is necessary for students to meet expectations for contribution.
Each student will be
assigned a grade that represents my judgment as to the studentÕs accomplishment
and contribution in the course. The weighting in determining the grade will be
30% Individual
papers and rewrites (including writing portfolio)
10% Quizzes
20% Final
exam
20% Individual
contribution to class discussion
20% Group
research project (single grade; greatest emphasis on written report)
I consider a grade of B
(3.0) for a graduate student to be appropriate for work that has no significant
errors of either omission or commission. To me, this characterizes the minimum
expectation for graduate students at a leading research university. Grades
above 3.0 require the demonstration of excellence above and beyond this level.
Important notes on
grades
1.
A student will not earn a passing grade in this course without a passing
weighted average (as above) grade on the individual work (papers, quizzes and
final exam. That is, if the weighted average on these elements is 2.6 or below,
that grade is assigned, without including the group paper or individual
contribution.
2.
If it is clear to me that the contribution of an individual to the group
research project is significantly above or below that of other group members,
the grade for the individual will be adjusted accordingly, up or down from the
grade assigned the group.
1. Strict adherence to
University of Washington, Bothell standards with respect to academic integrity
is expected implicitly by enrollment in this course. The section on plagiarism (below) and the links contained therein are
assigned reading for this class.
2. E-mail sent to your UW
account is considered by UWB to be official communication. I will send notices
regarding the class to the list of currently enrolled students, and it is your
responsibility to receive these e-mails.
3. Each writtenassignment must be completed and submitted in hard-copy format by the beginning
of the class session at which it is due. (Select assignments will be submitted
in duplicate.) I may also ask for electronic copies. Specifics will be provided
with each assignment. Late assignments will receive a substantial penalty.
3a.
If you cannot attend a class when an assignment is due, or if you have a
one-time printing problem, I will accept an e-mail attachment or a faxed copy
as indicating the assignment was completed on time, but you must provide me a
hard copy as soon as possible.
3b.
Of course, life circumstances sometimes take precedence over class work. In the
case of unplanned situations I
can be flexible regarding deadlines, but written documentation will be
required.
4. Laptops, blackberries,
etc. in class. Please do not use computers or other electronic devices during
class for anything (e.g., email, World Series, instructor bingo) not directly
related to the material at hand. My purpose for this policy is to maintain
individual and class focus. If you are using a computer I will consider it
equivalent to Òyour hand being upÓ for a turn to answer questions, comment,
etc. We all benefit when we are collectively engaged.
When I suspect that a
student or group has committed plagiarism, I will follow established UW Bothell
procedures for addressing the matter. If a student or group has committed
plagiarism, I will assign a grade of zero for that project.
The following two links
are required reading for students in BBUS 502. Instances of plagiarism will not
be excused due to a professed lack of understanding; if you have any questions,
please ASK!
UWB policies and
procedures regarding academic integrity (including plagiarism) can be found at http://www.uwb.edu/academics/policies/Academic_Conduct.xhtml?.
Northwestern UniversityÕs
detailed site that gives examples of plagiarism can be found at http://www.northwestern.edu/uacc/plagiar.html.
A few specifics to add to
the material on the Northwestern web site:
1. Citations strengthen a paper, so never hesitate to cite an idea that
came from a high quality, reliable academic or professional source.
2. If you use five (5) or
more consecutive words from a source, you must put these words in quotes and
cite the source. In this case, merely citing the source is not acceptable and
is considered plagiarism. This is because merely citing without quotes
indicates that you have adopted an idea, but put this in your own words.
3. Citing a source at the
end of a paper (i.e., in a ÒreferencesÓ section) is not an acceptable
substitute for citing the specific ideas used in the body of the paper.
4. The rules on
plagiarism pertain to any material that you submit as your own, including a draft
that you might submit to an instructor, or material that you circulate in your
group.
5. In most assignments,
quotations should be used sparingly. Your task is to digest ideas and put them
in your own words. Because of this, and to avoid plagiarism,, I suggest that
you never copy
and paste any text into a document, even the most preliminary set of notes,
without putting quotes around the text and including the citation, as you would
in a submitted assignment.
Here are some of the most
common things I have heard from students who have committed plagiarism, with my
responses.
1. ÒI did not mean to
plagiarize. I did know that what I did was wrong.Ó
Many
incidents of plagiarism involve some version of ÒI didnÕt know it was
plagiarism.Ó The University of Washington does not recognize this as an excuse.
2. ÒThere was too much
pressure and not enough time for me to do the work.Ó
If
you canÕt do the work, see me. The consequences of plagiarism are MUCH worse
than the consequences of not turning in an assignment.
3. ÒI would not steal
anybodyÕs ideas at work. But this was just a class assignment/just a minor
assignment/just a draft/just a group paper.Ó
I
believe that academic integrity, like excellence, is a habit. It isnÕt
something that you should try to turn on and off at will, like a light switch.
Develop good habits, so you never have to think about at what point you should
turn on the good habits - they should always be on.
VI.
Contribution to class discussion
The quality of
contribution to discussion is not measured by Òairtime.Ó The best contributions
to discussion demonstrate [1] responsiveness to what others have offered, [2]
identification of issues and competing ideas, and [3] application of facts,
models, and analysis.
Although I emphasize an
analytical approach, there certainly is room for individual opinion, but I
expect this to be reasoned, not based on pre-conceptions.
I hope for lively and
even intense discussions of opposing viewpoints. Nevertheless, personal attacks
and/or lack of respect for others and/or their ideas are unacceptable and will
not be tolerated.
In preparation for class
discussion, I suggest the following:
¥ For
all reading assignments, be prepared to offer a brief (one minute) oral summary
of the reading: what is its purpose? What are its major points? How would you
compare and contrast it with other readings?
¥ For
all reading assignments, be prepared to describe and discuss what the reading
contributes to addressing the courseÕs fundamental questions.
¥ For
text chapters and articles, be prepared to offer examples from your current (or
former) organization that address the models, theories, and/or principles
presented.
¥ For
cases, be prepared to address the situation that the managers of this firm
face: if you had two minutes of their time, what would you recommend that they
do, and why?
VII.
Group research project
Each group will propose,
carry out, and present a research project that builds on the required material
from this course. You will be expected to apply course material to particular
business situations, to identify the underlying problem(s) faced by management,
and to formulate and justify strategies. For a topic, you may pick [a] a
particular business or other organization, [b] an industry or industry segment,
or [c] an issue in business strategy that is motivated by (and ideally builds
on or complements) course topics.
These are the
requirements and due dates:
¥ Wednesday
October 8: Propose a topic to be studied and present a preliminary list of
research questions
A
Òhigh technologyÓ topic is obvious, given the theme of the program, the title
of the course, and the interests of many students, but I am completely open to
other ideas.
The
proposal should present research questions and describe both how you see these
questions being addressed by material from the course and what else you will
need to address the questions
This
proposal should be approximately 1-2 pages in length (text) and be supplemented
by a reference list.
¥ beginning
Monday October 13 and no later than Wednesday October 22: Have a 15-minute
group meeting with me (your responsibility for scheduling) to discuss your
project
¥ Monday
11/10 and Wednesday 11/12. Presentations of projects: research questions,
methods, and findings. Details TBA.
¥ Monday
11/24 Final report due (both electronically and hard copy).
The
final report should be approximately 10-15 pages in length, not including
tables, figures, and references.
The individual assignments
will consist of individual writing assignments, quizzes, and a final
examination. Requirements for each assignment will be provided separately. Due
dates are on the schedule.
The quizzes will be brief
(less than 30 minutes) and take place at the beginning of the classes as noted
on the schedule.
The final examination
will be comprehensive and will take place at the regular clas time on Monday
November 17.
The individual writing
assignments are two papers, rewrites of these, and a writing portfolio. Each assignment is due (2 hard copies
and electronic submission) at the beginning of class on the due date.
Guidelines
for individual (and all) assignments:
1.
Please do not settle for generalizations, particularly when you use terms in
common use like ÒleadershipÓ or Òoperational efficiency.Ó Be very precise in
defining terms such as these. Moreover, since a theme of the course is Òhow
firms should be managed to achieve successÓ, make sure you clearly state how
firms accomplish the elements you write about.
2.
Avoid tautologies (defining terms so that the definition is the same as the
term defined). For example, I conceivably could define leadership as Òthe
influence necessary for the success of a organization.Ó Then, if I ask, Òwhat
leads to success?Ó leadership is not a very useful answer because, by
definition, leadership leads to
success. To avoid this tautology, I would have to define leadership in a way
that does not include success.
3.
Pay attention to the calculus (the functional form of the relationship between
variables: linear, curvilinear, etc.) and contingencies (the boundaryconditions for a relationship between variables).
4.
Do not rely on preconceived notions. Challenge your assumptions. You must back
up your ideas with facts and citations. That Òit makes senseÓ is not
sufficient.
5.
Citations: All ideas you present in the paper should be carefully referenced
using APA style.
IX.
Statement from Disability Support Services
If you believe that
you have a disability and would like academic accommodations, please contact
Disability Support Services at 425.352.5307, 425.352.5303 TDD, 425.352.5455
FAX, or at dss@uwb.edu. You will need to
provide documentation of your disability as part of the review process prior to
receiving any accommodations.