BADM 551: Global Strategic Management
COURSE SYLLABUS
(July 28 – August 7, 2008)
INSTRUCTOR:
OFFICE:
OFFICE HOURS:
TELEPHONE:
E-MAIL:
TEXTBOOK MATERIALS:
CLASS WEBSITE URL:
CLASS MEETING TIMES:
Gary S. Insch
113 B&E
MTWTh 1-2:30 p.m., or by appointment
(304) 293-7937
gsinsch@mail.wvu.edu
Global Strategy, Mike W. Peng. Thomson Southwestern, 2006
Marketplace Simulation, $40 (online registration)
Additional readings and cases will be available on eCampus
https://eCampus.wvu.edu
8:30 – 11:50 a.m. 7/28-8/1, 8/4-8/7
EXAM:
TH 8/7, 10:30 am
COURSE OBJECTIVES AND LEARNING OUTCOMES:
Positioned at the end of the MBA curriculum (both content and timing-wise), this course directly contributes to
the core mission of the MBA program – fostering an executive mindset. A major objective of this course is
to enable students to develop skills for dealing with complex situations, identifying and evaluating
alternative courses of action, and then having the opportunity to communicate their assessment to
others who will likely be critical or have equally persuasive recommendations based on their own
analyses. Some fields present well-defined problems that have “right” or “wrong” answers or
solutions. That is seldom the case in strategic management. Strategic decision makers typically
confront complex situations characterized by uncertainty and risk. Problems are frequently not
obvious, opportunities are often obscured by day-to-day operations and the fact that one’s attention is
constantly directed to many areas and situations as they emerge, and alternatives are seldom clear-cut
or readily apparent. Therefore, students are expected to be diligent and creative in their analyses.
Upon completion of this course, you should possess and be able to demonstrate:
1. A strategic perspective. Course materials will help you develop a firm-level policy formulation and
implementation orientation, as opposed a functional, project level focus found in other courses. You will
learn to think strategically about a business enterprise, assessing its present competitive position, its
long-term direction, its resources and competitive capabilities, the caliber of its strategic plan, and its
opportunities for gaining sustainable competitive advantage.
2. An analytical perspective. Course materials and the Marketplace simulation will help you develop an
ability to draw on three leading perspectives in strategy – namely, industry-, resource-, and institutionbased views – to conduct deep strategic analyses, providing a stronger understanding of the competitive
challenges of a global market environment. These will also help you understand the managerial tasks
associated with implementing and executing organization strategies and the range of actions available to
promote competent and consistent strategy execution
3. A business-as-a-system perspective. You will develop a deep understanding of the interconnectedness
of internal organizational components and external environment elements on a worldwide basis.
Globalization, business ethics, corporate governance, and social responsibility are crucial components of
this perspective.
BADM 551 – Syllabus and Assignments
Insch, July, 2008
4. A global perspective. A hallmark of this course is that it is not US-centric. In addition to studying USbased firms, we will be investigating organizations doing business in a variety of host countries around
the globe, and participating in globally focused business simulation.
5. A managing-for-change perspective: The only constant in the global economy seems to be change. As
MBA students, you will need to embrace and take advantage of change. The Marketplace simulation
will provide you the opportunity to analyze and react to a changing global business environment.
6. An integrative perspective. You will knit together knowledge gained in earlier courses in the business
school MBA curriculum, showing how these various concepts fit together and build on one another, and
demonstrating why the different parts of a business organization need to be managed in a strategically
unified fashion for the organization to operate successfully in the long term.
PREREQUISITES:
BADM 511 – Economic/Business Environment
BADM 512 – Law, Ethics & Diversity
BADM 521 – Global Environment
BADM 522 – Business Statistics
BADM 523 – Management Science
BADM 524 – Financial/Managerial Accounting
BADM 525 – Marketing Environment
BADM 526 – Marketing/Business Research
BADM 531 – Operations Management
BADM 532 – Business Finance
BADM 533 – Global Marketing Strategy
BADM 534 – Information Systems
BADM 535 – Organizational Behavior
BADM 541 – Management Strategy
REQUIRED MATERIALS:
1. Global Strategy, Mike W. Peng. Thomson Southwestern, 2006. (ISBN 0-324-31649-6)
2. Marketplace Business Simulation Software
3. Selected readings from the Harvard Business Review and other sources (posted on eCampus)
4. Wall Street Journal (daily)
5. Business Week (weekly)
COURSE DESCRIPTION: This two 2-credit course is designed as the “capstone experience” for
your MBA program and will integrate all of the major components and key concepts of the MBA
curriculum. The courses will use the concept of global strategic thinking as its core foundation, and will
help you to solidify your knowledge of all aspects of business operations through the lens of strategic
analysis. Unlike other business school courses that concentrate on a particular function or piece of the
business, i.e., accounting, finance, marketing, operations, human resources, or information systems, the
material covered in this course cuts across the whole spectrum of business and management. A major
purpose of the course is: to help you synthesize what you have learned in prior business courses. You will
have to opportunity to demonstrate your total business acumen through the use of the Marketplace
simulation. Finally, the course will emphasize the use of teams. As a result, teamwork concepts, team
management and leadership are pervasive throughout the exercise.
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BADM 551 – Syllabus and Assignments
Insch, July, 2008
CLASS ACTIVITIES:
Our time together will be composed of the following activities (numbers in parentheses represent
proportion of final grade):
Class Attendance and Participation (10% or 100 points). Students are required to read and
analyze the assigned articles and chapters prior to coming to class. For each reading, students are
encouraged to search for additional information, raise additional questions, provide analysis and
prescriptive recommendations, etc. Active participation in class discussions is essential for
students who desire to excel in this course. While quality will always supersede quantity, it is
important that students demonstrate a consistent and earnest attempt at active participation. Wellarticulated and logically sound analysis is rewarded far more than off-the-cuff remarks and
rambling summaries or meandering arguments. Additionally, participation is a key element in the
collective learning of the class; students will, in effect, help one another in the learning process.
Each meaningful contribution to the class discussion by each student will be recorded on the
seating chart for the day. Comments that provide basic information or background on the case or
make other low-level contributions to the discussion will be given a  (1 pt.). Comments that
contain cogent analysis that moves the discussion forward and/or provide meaningful insight will
be given a + (2 pts.) Especially insightful comments will be given a ++ (4 pts.) Grades will be
assigned based on the instructor’s overall assessment of each student’s contribution to the
discussion. A grading curve will be applied to the cumulative participation point total to determine
your final participation grade. Students should feel free to discuss their contribution to class
discussions with the instructor at any time. Some suggestions may be offered by the instructor in
class, but to receive detailed feedback, a visit during office hours would be more appropriate.
With only 9 class meetings, it is expected that you will not miss a single class, unless you are
confronted with an absolutely unavoidable and unforeseeable emergency situation. Each
unexcused absence will result in a penalty of 50 points; each excused absence will result in a
penalty of 15 points. To qualify as an excused absence, you must contact me prior to the days you
expect to miss. For other emergencies, you must contact me as soon as possible.
Marketplace Simulation Team Performance (25% or 250 points): Marketplace is a
comprehensive/complex business simulation. The business simulation requires participating teams
to start and manage a personal computer manufacturing company from scratch in competition with
other participating teams (your fellow classmates). Student teams are expected to make all startup, operational, marketing, production, financial and other strategic decisions required to manage
the business. Included in the process, participating teams must develop/write a business plan for
their company and solicit and negotiate with venture capitalists for much needed growth capital.
At the end of the exercise, participating teams report the results of their company's performance,
including return on investment, customer satisfaction and market share to venture capitalist
investors. If you are interested, you can read more about Marketplace at the following website:
http://www.marketplace-simulation.com/.
Written Business Plan/Venture Capital Business Presentation (20% or 200 points): After the
fourth quarter decisions, each team will develop a two-year plan in preparation for seeking an additional $5
million in funding from various venture capitalists. Each team will meet with a group of venture capitalists
to present their plan and give them a more detailed written version of their plan. Venture capital funding
will be scarce and the competition for these funds intense.
Final VC Presentation (5% or 50 points): On the last day of class, each team will have between 7-8
minutes to present a short recap of their company’s plan and performance.
Final Exam (30% or 300 points): A final exam will be given during the last day of class covering the
concepts and principles discussed in class.
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BADM 551 – Syllabus and Assignments
Insch, July, 2008
Peer Evaluation (10% or 100 points): Each team member will evaluate the performance of each team
member. Please note that in a class with such a large amount of team-based learning that a significant lack
of participation by a team member may result in a substantial course grade reduction.
REGULARLY SCHEDULED QUIZZES AND EXAMS
There is only one exam. It is the final exam which s worth will be worth 25% or 250 points of the
course grade and will be administered during the second half of the last class. The final exam will be closed
book, closed notes.
LATE ASSIGNMENTS:
No late assignments will be accepted
DETERMINATION OF FINAL GRADE
Final grades will be based upon the following criteria, weighted as specified.
Class Attendance/Participation
10%/100 points
Marketplace Simulation Team Performance
25%/250 points
Written Business Plan/Venture Capital Presentation
20%/200 points
Final VC Presentation
10%/100 points
Final Exam
25%/250 points
Peer Evaluation
10%/100 points
The following scale outlines the grade cutoffs:
90 – 100 percent/points
=
A
80 – 89 percent points
=
B
70 – 79 percent/points
=
C
60 – 69 percent/points
=
D
< 59 percent/points
=
F
Plusses and minuses may be awarded depending on where students fall within these deciles.
ACADEMIC PROFESSIONALISM AND CITIZENSHIP
You are expected to exhibit the highest level of professionalism and courtesy in and out of class.
Minimum behavioral expectations include:
 Turn off cell phones, beepers and pagers while in class.
 Arrive punctually to class (if you have to be late in arrival or depart early, please find a seat close to
the door in a non-disruptive manner).
 You may have laptops on during class to take notes, but if I find you are emailing, chatting with
others, surfing the net or otherwise not using the laptop for note taking purposes for this class,
then you will lose that privilege for the duration of the course.
ACADEMIC DISHONESTY:
Academic dishonesty will not be tolerated. Please refer to the West Virginia University Student
Handbook, etc., for more information about academic dishonesty. Please note that a student will receive a
failing grade in this course for cheating.
SOCIAL JUSTICE:
West Virginia University is committed to social justice. I concur with that commitment and expect to
maintain a positive learning environment based upon open communication, mutual respect, and non-
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BADM 551 – Syllabus and Assignments
Insch, July, 2008
discrimination. Our University does not discriminate on the basis of race, sex, age, disability, veteran status,
religion, sexual orientation, color, or national origin. Any suggestions as to how to further such a positive
and open environment in this class will be appreciated and given serious consideration.
If you are a person with a disability and anticipate needing any type of accommodation in order to
participate in this class, please advise me and make appropriate arrangements with Disability Services (2936700).
NOTE:
The instructor reserves the right to change this syllabus as time and circumstances dictate. Necessary
changes will be announced in class in advance when possible.
STUDENT RESPONSIBILITIES:
 You are responsible for checking with others should you miss class as to any announcements and/or
changes in assignments. It is not my job to keep you posted should you miss class.
 You should check eCampus regularly as this will be our primary communication medium outside of
class.
 WVU recognizes the value and efficiency of communication between faculty/staff and students through
electronic mail. At the same time, email raises some issues concerning security and the identity of each
individual in an email exchange. The university encourages all official student email correspondence be
sent only to a student’s MIX email address and that faculty and staff consider email from students
official only if it originates from a MIX student account. This allows the university to maintain a high
degree of confidence in the identity of all individual corresponding and the security of the transmitted
information. WVU furnishes each student with a free email account that is to be used in all
communication with university personnel. The Office of Information Technology at WVU provides a
method for students to have their MIX mail forwarded to other accounts. In accordance with university
policy, I will only accept email from a Mix account.
 Because of the compressed nature of this course, much of the learning in the class will occur outside of
class time. It is expected that students will spend at least one hour preparing and review course materials
outside of class for every hour of class instruction.
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BADM 551 – Syllabus and Assignments
Insch, July, 2008
TENTATIVE SCHEDULE:
The content of the course will most likely be covered in the following sequence. Please note that in order to
finalize the simulation that there will be a special class session on Saturday, August 2nd. Lunch will be
provided. Marketplace Decision due times are subject to change as we get a better feel for the process.
Date
M 7/28
Time Chapter/Case
8:30 a.m. Introduction; Global Strategies;
Growing and Internationalizing the
Entrepreneurial Firm
M 7/28
10:15 a.m. Marketplace Overview; Marketplace
Team Meetings
8:30 a.m. Global Strategic Analysis
T 7/29
T 7/29
W 7/30
W 7/30
TH 7/31
TH 7/31
F 8/1
F 8/1
S 8/2
S 8/2
M 8/4
M 8/4
T 8/5
T 8/5
W 8/6
W 8/6
TH 8/7
TH 8/7
10:15 a.m. Marketplace Team Meetings
8:30 a.m. Entering Foreign Markets
10:15 a.m. Marketplace Team Meetings
8:30 a.m. Making Strategic Alliances and
Networks Work
10:15 a.m. Marketplace Team Meetings
8:30 a.m. Marketplace Team Meetings
10:15 a.m. Marketplace Team Meetings
9:00 a.m. Venture Capital Presentations
12:00 p.m. Meetings with Venture Capitalists
8:30 a.m. Managing Global Competitive
Dynamics
10:15 a.m. Marketplace Team Meetings
8:30 a.m. Marketplace Team Meetings
10:15 a.m. Marketplace Team Meetings
8:30 a.m. Marketplace Team Meetings
10:15 a.m. Marketplace Team Meetings
8:30 a.m. Marketplace Presentations
10:30 a.m. Final Exam
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Due
Read the syllabus; Review Powerpoint
slides on Global Strategies; Read
Chapter 5 and come prepared to
discuss it.
Marketplace Decision #1 Due by noon
Read Article “The Competitive
Advantage of Nations”
Marketplace Decision #2 Due by noon
Read Chapter 6 and come prepared to
discuss it.
Marketplace Decision #3 Due by 5 pm
Read Chapter 7 and come prepared to
discuss it.
Marketplace Decision #4 Due by 5 pm
Venture Capitalist Business Plan
Read Chapter 8 and come prepared to
discuss it.
Marketplace Decision #5 Due by 5 pm
Marketplace Decision #6 Due by 10 am
Marketplace Decision #7 Due by 5 pm
Marketplace Decision #8 Due by 10 am
Prepare Final VC Presentations
VC Presentations/Course Evaluations