Module Syllabus for BMA5112
ASIAN BUSINESS ENVIRONMENTS: MBA COURSE OUTLINE
Semester I, Academic Year 2014/15
Thursday, 6-9pm
Instructor
Phone
E-mail
Office
Markus Taussig
6516-3175
markus@nus.edu.sg BIZ1-06-34
Short Bio of the Instructor
Dr. Markus Taussig is an Assistant Professor with the Strategy and Policy group at NUS. His
research focuses on strategies firms use when faced with less business friendly environments.
Private equity and labor-intensive industry value chains in emerging economies are industry
settings of focus for this research. Prior to doctoral studies in Strategy at Harvard Business
School, Markus worked for a decade as a consultant in Vietnam, designing and conducting
enterprise surveys, performing operational audits on local firms, advising government on
business policy, and engaging in entrepreneurial efforts of his own.
Overview
The core course goal is to build understanding of strategies aligned to the peculiarities of
country-specific business environments in Asia—a set of environments as diverse as exists in
the world. The first part of the course focuses on major components of any business
environment, e.g. government policies and institutions, macroeconomic factors such as foreign
exchange rates and resource endowments, and the influence of local communities and culture.
The course considers both country and firm perspectives. The second part then explores
business responses to such contextual features, which themselves form part of the
environment for doing business in Asia. In keeping with shifting realities, specific business
response topics examined will vary across semesters (and may be changed within semester).
1
Course Structure and Pedagogy
The course will be taught with a mix of case studies, lectures, class discussions, and interactions
with guests from industry. Case studies, in particular, demand careful advance preparation. To
facilitate this preparation, students should review posted study questions ahead of each class
and think about what they consider to be the most important takeaways from each case.
Students will also be required each week to complete a brief survey through IVLE by the night
before class (DUE: midnight Sunday before class). The other major component will involve
students working in small groups to create their own case study to be submitted in written
form at the end of the semester, along with a video summary, an in-class presentation, and a
brief individual analytical writeup on a component of the group project of particular interest.
Students will not have open laptops or tablets during class and phones should be turned off.
This is not a rejection of the modern era of constant connectedness or of the value of using the
Internet for research. Instead, it is about agreeing to show respect for the class and all of its
participants by being fully present. For the same reason, movement in and out of the room
during class time should also be minimal. This is simply the culture of our class and it is
expected that NUS MBA students are capable of adjusting their behavior to the cultural norms
of the different environments in which they operate. As a result, violating these norms will have
an influence on students’ grades. This point will be reiterated at the start of the semester,
but—after that—the instructor will have the power to penalize the class participation grade
of offenders without informing them.
Outside the classroom, the primary center for class communications is IVLE, so students must
make sure to regularly check it. Questions of clarification about the class should be entered
into IVLE, so that all fellow students can both help with providing answers and can benefit from
them as well. Students can email the instructor regarding questions that are too sensitive to be
put on IVLE or to arrange meetings to talk in person.
Required Text
IVLE will be used to provide links to cases and additional required readings. Students who wish
to get hardcopies of cases should contact and politely ask for assistance from Ms. Fatimah
Rasheeka Bte Kamaldeen, whose email is bspfrbk@nus.edu.sg. Further suggested readings will
also be posted on IVLE and students are encouraged to use IVLE to post relevant readings,
questions and comments as well.
Assessment
The course grade will be based on the following 6 components:
Class Participation
Weekly Pre-Class Assessment
Group Country-of-the-Week Presentation
Group Theme-of-the-Week Presentation
Group Final Presentation
30%
10%
10%
10%
15%
2
Group Project Final Paper
Group Project Individual Analysis
15%
10%
Class Participation
Your active participation in class discussions is integral to the design of this course. As already
noted, prior preparation of the assigned cases and other readings by everyone is essential for
the class to work well. In some cases, particular students may get contacted by the instructor
ahead of particular classes to encourage them to speak on specific topics.
Attendance is the mere minimum of participation. Schedule other activities at times other than
when this class meets. In the event you absolutely must miss a class during the semester,
inform the lecturer at least 24 hours in advance of that class. An excused absence still means
missing out on the opportunity to participate in class and there is no special means of making
up for this, other than perhaps to be extra motivated to participate constructively in future
classes. An unexcused absence (absence not reported to the instructor at least 24 hours in
advance) is more serious and each instance will lead to a 10 percent reduction in a student’s
class participation grade for the whole semester. Students absent for more than 3 times
without letting the lecturer know before class will fail the entire module.
There will be “cold calling”. The purpose of cold calling, i.e. the lecturer asking unsolicited
questions of a particular student, is not to create anxiety, but to ensure participation is as
equitable as possible. Students should also see cold calls as an opportunity to show their
preparedness and to work on their ability to make oral arguments and to think on their feet.
These are fundamental skills of operating in a global marketplace. However, if you have not
done your reading for a class, it is best to let the lecturer know before class to minimize risk of
embarrassment. Students who feel they are still struggling to get involved in class should come
talk with the instructor about possible solutions. Please also reach out to the instructor ahead
of the relevant class if you feel your background gives you special insight into any specific cases.
Quality and relevance of participation are more important than quantity, though quantity
does matter as well. Effective class participation is based on relevant, insightful and
appropriately timed comments. Facts in the case are tools: don’t just restate them, but try to
use them in analytical ways that explore relevant ideas. Every student is a co-producer of class
discussion, so please listen carefully to one another and attempt to build on or constructively
critique prior comments.
In grading participation, I will consider the following questions:

Is the student considerate of other class members and a careful listener?

Do comments reflect careful analysis?

Do comments move discussion forward and add to understanding of the issue at hand?

Do comments display a willingness to try new ideas (beyond repeating case facts)?
You are also required to take a very brief online quiz on IVLE before each class (starting from
session 2). The online quiz will be based on the assigned readings. Your participation in these
online quizzes will be factored into your class participation grade.
3
PLAGIARISM
Plagiarism is claiming other people’s words and ideas as your own. It’s incredibly easy to do in
today’s Internet world and we’ve already seen too much of it at NUS. It’s a terrible waste of the
lecturer’s time and especially a waste of all that you, the student, are investing into your MBA.
And it’s a practice that is increasingly being exposed in the professional world, leading to
serious consequences for those who engage in it. DON’T DO IT! Be absolutely clear to use
citations in all cases where you are drawing on the work of others and use quotation marks if
you are using the exact same words. It’s still plagiarism even if you “only” copy one or two
sentences from someone else.
Beyond the ethics, students should understand that, just as it’s become incredibly easy to use
new technology to plagiarize, it’s also become very simple to identify cheating, including even
identifying the exact sources from which students are cheating. Assignments for which there is
clear evidence of plagiarism will get zero credit, with no opportunity for resubmission.
DETAILED COURSE SCHEDULE
SECTION 1: THE COUNTRY LEVEL PERSPECTIVE ON ASIAN BUSINESS ENVIRONMENTS
CLASS 1: INTRODUCTION
(Monday, January 13)
Required Readings:
Friedman, Thomas (2005). “It’s a Flat World, After All.” New York Times Magazine, April 3.
Ghemawat, Pankaj (2007). “Why the World Isn’t Flat.” Foreign Policy, March/April, pp. 54-60.
Case: “Singapore Inc.” (2008), HBS Case 9-703-040.
https://cb.hbsp.harvard.edu/cb/pl/23124260/23124262/2c7255c6e46ae381c7b0d47bb
d3e531e
Study Questions:
1. What is the economic role of savings and investment?
2. How is productivity growth attained?
3. Do you approve of Singapore’s new strategy for getting the economy growing? Why?
4
4. Why has the political opposition’s popularity at the polls increased? Is the opposition’s
growing strength good or bad for Singapore?
Suggested Reading:
Economic Strategies Committee Report (2010):
http://www.mti.gov.sg/AboutMTI/Pages/Economic-Strategies-Committee.aspx
CLASS 2: THE EAST ASIAN MIRACLE AND NATIONAL DEVELOPMENT STRATEGIES
(Monday, January 20)
Required Readings:
Krugman, Paul (1994). “The Myth of Asia’s Miracle.” Foreign Affairs, November/December,
73(6), pp. 62.
http://web.ebscohost.com.libproxy1.nus.edu.sg/ehost/results?sid=43dd6efd-ff3a-4b9c81174662ac31fbb9%40sessionmgr112&vid=1&hid=103&bquery=(the+AND+myth+AND+of+
AND+asia%27s+AND+miracle)+AND+(AN+9411180052)&bdata=JmRiPWJ1aCZ0eXBl
PTEmc2l0ZT1laG9zdC1saXZl
“Six Deadly Sins,” The Economist, March 5, 1998. http://www.economist.com/node/115047
“How many paths to salvation?” The Economist, March 5, 1998.
http://www.economist.com/node/115063
“Magic ingredients,” The Economist, March 5, 1998. http://www.economist.com/node/115082
Case: “Malaysia: People First?” (2011), HBS Case 9-710-033
https://cb.hbsp.harvard.edu/cb/pl/23124260/23124264/a30988775f0deee0007cd3e2a
5e10b78
Study Questions:
1. On p. 6, the case reports investors’ assertion that markets exert “good discipline on the
management of the country.” As of August 1998, had the market been disciplining
Malaysia for its bad economic policies?
2. After 2000, the economy grew much more slowly than before the Asian crisis (3.7%
versus 6.3%) and investment declined from over 40% to around 20%. Why do you think
this happened?
3. Is the NEM good for Malaysia?
5
Suggested Readings:
Brownlee, Jason (2008), “Bound to Rule: Party Institutions and Regime Trajectories in Malaysia
and the Philippines,” Journal of East Asian Studies 8(1). 89-118.
http://search.proquest.com.libproxy1.nus.edu.sg/docview/198692028
EIU (2013), “Country Forecast: Malaysia”, December.
CLASS 3: INSTITUTIONS AND RESOURCES
(Monday, January 27)
Required Readings:
Rodrik, Dani and Arvind Subamanian (2003). “The Primacy of Institutions.” Finance and
Development, June, 40(2).
http://search.proquest.com.libproxy1.nus.edu.sg/docview/209412386
Sachs, Jeffrey (2003). “Institutions Matter, But Not For Everything.” Finance and Development,
June, 40(2). http://search.proquest.com.libproxy1.nus.edu.sg/docview/209428358
Cases: “Special Economic Zones in India: Public Purpose and Private Property (A)” (2009), HBS
9-709-027.
https://cb.hbsp.harvard.edu/cb/pl/23124260/23124266/3303e46e532931fbf6128cb4e0
6efb59
Study Questions
1. Should the Indian government change the law on eminent domain, so that they can
acquire land for Special Economic Zones?
2. Is setting up Special Economic Zones the right development strategy for India?
3. What could Tata Motors have done in their Singur project to mitigate the protests from
farmers?
4. Under what circumstances and to what extent should the government intervene in
market transactions?
Suggested Readings:
Banerjee, Abhijit and Lakshmi Iyer. "History, Institutions, and Economic Performance: The
Legacy of Colonial Land Tenure Systems in India." The American Economic Review 95 (2005): 4.
http://www.jstor.org/discover/10.2307/4132711?uid=3738992&uid=2&uid=4&sid=211032678
89467
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Bloom, Nick et al. (2013), “Does Management Matter? Evidence from India,” Quarterly Journal
of Economics, 128:1, February, pp. 1-51. http://qje.oxfordjournals.org/content/128/1/1.short
SECTION 2: THE FIRM LEVEL PERSPECTIVE ON ASIAN BUSINESS ENVIRONMENTS
CLASS 4: INSTTUTIONAL RISK AND ARBITRAGE
(Monday, February 3)
Required Reading:
Ghemawat, Pankaj (2007). “Differences Across Countries: The CAGE Distance Framework.”
http://linc.nus.edu.sg/search~S16?/i9781591398660/i9781591398660/1%2C2%2C2%2CB/fram
eset&FF=i9781591398660&1%2C1%2C/indexsort=Case: “American Rice, Inc. in Vietnam” (1994), HBS 9-595-020.
https://cb.hbsp.harvard.edu/cb/pl/23124260/23124278/90e52921edb13933ea0a59b0f
9b9c3e1
Study Questions:
1. What are Vietnam’s reasons for pushing foreign firms in the rice industry into joint
ventures with local firms? How is this likely to affect national economic development?
2. Was ARI wise to enter Vietnam through a joint venture? What did each side bring to the
table? What does each side get out of the collaboration?
3. As American Rice, would you build a parboil facility in Vietnam? Yes or no, and why?
Suggested Reading:
Malesky, Edmund (Forthcoming in 2014). “Vietnam in 2013: Single Party Politics in the Internet
Age,” Asian Survey.
Malesky, Edmund, Regina Abrami, and Yu Zheng (2011). “Institutions and Inequality in Single
Party Regimes: A Comparative Analysis of Vietnam and China.” Comparative Politics.
http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1669708
CLASS 5: COUNTRY VS. (FOREIGN) COMPANY?
(Monday, February 10)
Required Readings:
Porter, Michael (1990). “The Competitive Advantage of Nations.” Harvard Business Review,
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March/April, pp. 73-91.
http://web.ebscohost.com.libproxy1.nus.edu.sg/ehost/results?sid=d6b58ea4-5576-415b-9927bf8244f37b19%40sessionmgr111&vid=1&hid=103&bquery=(The+AND+competitive+AND+adva
ntage+AND+%22of%22+AND+nations)+AND+(AU+(Porter%2c+AND+Michael+AND+E.))+AND+(S
U+(International+AND+business+AND+enterprises))&bdata=JmRiPWJ1aCZjbGkwPUZUJmNsdjA
9WSZjbGkxPURUMSZjbHYxPTE5OTAwMS0xOTkxMTImdHlwZT0xJnNpdGU9ZWhvc3QtbGl2ZQ%
3d%3d
Krugman, Paul (1994). “Competitiveness: A Dangerous Obsession.” Foreign Affairs,
March/April.
http://web.ebscohost.com.libproxy1.nus.edu.sg/ehost/results?sid=9f9724ea-46a2-434f-9b902cc49470717d%40sessionmgr113&vid=1&hid=103&bquery=(competitiveness+AND+a+AND+da
ngerous+AND+obsession)+AND+(AN+9404111589)&bdata=JmRiPWJ1aCZ0eXBlPTEmc2l0ZT1laG
9zdC1saXZl
Hout, Thomas and Pankaj Ghemawat (2010). “China vs. the World: Whose Technology Is It?”
Harvard Business Review, Dec.
http://web.ebscohost.com.libproxy1.nus.edu.sg/ehost/results?sid=68ddcfdd-f40e-40259498706992048894%40sessionmgr112&vid=1&hid=103&bquery=(china+AND+%22vs%22+AND+th
e+AND+world)+AND+(AN+55461905)&bdata=JmRiPWJ1aCZ0eXBlPTEmc2l0ZT1laG9zdC1saXZl
Case: “Google in China (A)” (2010), HBS 9-510-071.
https://cb.hbsp.harvard.edu/cb/pl/23124260/23124276/9728f95db95110631ef91eb25
759c887
Study Questions:
1. Why did Google issue the statement of January 12?
2. Who were the major stakeholders in the Google vs. China case? How did their actions/
inactions influence Google and Chinese government’s calculation?
3. If you were directing Google’s action in China, would you have done anything differently?
4. If you were a cofounder of Google and you wanted to promote transparency and other
public good in China, would you consider letting Google stay in the country?
5. The social networking website Facebook is considering entering China. Given Google’s
experience, what would you recommend Mark Zuckerberg to do / not to do?
Suggested Reading:
Zhu, Xiaodong (2012). “Understanding China’s Growth: Past, Present, and Future” Journal of
8
Economic Perspectives, 26:4, Fall, pp. 103-124.
http://www.aeaweb.org.libproxy1.nus.edu.sg/articles.php?doi=10.1257/jep.26.4.103
Eric Li (2013), “The Life of the Party”, Foreign Affairs.
http://www.foreignaffairs.com/articles/138476/eric-x-li/the-life-of-the-party
Yasheng Huang (2013). “Why democracy still wins: A critique of Eric X. Li’s ‘A tale of two
political systems’”
http://blog.ted.com/2013/07/01/why-democracy-still-wins-a-critique-of-eric-x-lis-a-tale-of-twopolitical-systems/
CLASS 6: CULTURE
(Monday, February 17)
Required Reading
Institute Sarita brochure (available in Lecture Slides folder in the IVLE Workbin)
Hofstede, Geert (1993). “Cultural Constraints in Management Theories.” The Executive Vol. 7,
No. 1 (February), pp. 81-94. http://www.jstor.org.libproxy1.nus.edu.sg/stable/4165110
Case: “Globalization of East Asian Pop Music” (2010), HBS 9-708-479
https://cb.hbsp.harvard.edu/cb/pl/23124260/23124280/76d3f30748f46bb90680de978
0423043
Study Questions:
1. What factors best explain why the music market has strongly recovered in East Asia,
whereas the rest of the world’s music industry is crumbling and the largest music
companies around the world have been laying off thousands of employees? What is
unique about the region, and what is unique about the particular markets in Japan,
South Korea, or China that explains this renewed growth and profitability?
2. What best explains why some Asian singers and bands succeeded in expanding across
their national borders while many others failed?
3. In the present, would you advise that the Asian music companies profiled in the case
turn to other Asian markets or to wealthier markets in the West? Why? And how
would you advise them to accomplish this?
Suggested Reading:
Siegel, Jordan (2007), "Contingent political capital and international alliances: Evidence from
South Korea." Administrative Science Quarterly 52.4: 621-666.
9
http://www.jstor.org/discover/10.2307/20109946?uid=3738992&uid=2&uid=4&sid=21103267
889467
RECESS WEEK: ENJOY!
(BUT ALSO TURN IN YOUR GROUP PROJECT MID-TERM REPORT
BY 9AM MONDAY, FEBRUARY 24)
CLASS 7: CANCELED
(Monday, March 3)
No Required Reading – Spend extra time to push forward on Group Project!
CLASS 8: CORPORATE SOCIAL RESPONSIBILITY IN ASIA
(Monday, March 10)
Required Reading:
Porter, Michael and Mark Kramer (2006). “Strategy and Society: The Link Between Competitive
Advantage and Corporate Social Responsibility.” Harvard Business Review.
http://web.ebscohost.com.libproxy1.nus.edu.sg/ehost/results?sid=2ada23be-eab0-4c1187f0ac106e48160c%40sessionmgr111&vid=1&hid=103&bquery=(strategy+AND+society+AND+the
+AND+link+AND+between+AND+competitive+AND+advantage+AND+corporate+AND+social+
AND+responsibility)+AND+(AU+(Porter))&bdata=JmRiPWJ1aCZjbGkwPURUMSZjbHYwPTIwM
DYwMS0yMDA2MTImdHlwZT0xJnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d
Case: “Freeport Indonesia” (2000), HBS 796-124.
https://cb.hbsp.harvard.edu/cb/pl/23124260/23124282/48fc34a979df1aad6dbf02e636
012114
Study Questions:
1. What is your evaluation of Freeport Indonesia’s environmental management?
2. What is your evaluation of Freeport’s treatment of social and cultural affairs?
3. Is this project, or could this project be, “sustainable?” How should economic rents be
distributed?
4. Should Freeport expand? Should Indonesia allow it?
Suggested Reading:
10
Fisman, Ray (2001). "Estimating the value of political connections." The American Economic
Review 91.4 (2001): 1095-1102. http://www.jstor.org.libproxy1.nus.edu.sg/stable/2677829
CLASS 9: STAKEHOLDERS IN ASIA
(Monday, March 17)
Cases: “IKEA’s Global Sourcing Challenge: Indian Rugs and Child Labor (A)”, (2006) HBS 9-906414.
https://cb.hbsp.harvard.edu/cb/pl/23124260/23124284/e824332f7b255cc7d151e04da
3d6ac20
Study Questions:
1. How should Marianne Barner respond to the invitation for IKEA to have a representative
appear on the upcoming broadcast of the German video program?
2. What actions should she take regarding the IKEA supply contract with Rangan Exports?
3. What long-term strategy would you suggest she take regarding IKEA’s continued
operation in India? Should the company stay or should it exit? (Be prepared to describe
the impact of such a decision and how you would manage it)
For those recommending IKEA continue to source carpets in India, would you suggest
that she: a.) continue IKEA’s own monitoring and control processes or sign up for
Rugmark? and b.) continue to focus only on eliminating the use of child labor in IKEA’s
supply chain or engage in broader action to address the root causes of child labor as
Save the Children is urging?
Suggested Reading:
Gereffi, Gary (1999),"International trade and industrial upgrading in the apparel commodity
chain." Journal of international economics 48.1: 37-70.
http://www.sciencedirect.com.libproxy1.nus.edu.sg/science/article/pii/S002219969800
0750
SECTION 3: SELECT FEATURES OF ASIAN BUSINESS ENVIRONMENTS
CLASS 10: FAMILY BUSINESSES AND BUSINESS GROUPS IN ASIA
(Monday, March 24)
Required Readings:
Khanna, Tarun and Krishna Palepu (1997). “Why Focused Strategies May Be Wrong for
Emerging Markets,” Harvard Business Review, 75:4, pp. 41-51.
11
http://web.ebscohost.com.libproxy1.nus.edu.sg/ehost/results?sid=65a6b36b-0e77-40aba031ea2ec736e88a%40sessionmgr112&vid=1&hid=103&bquery=(TI+(why+AND+focused+AND+str
ategies+AND+may+AND+%22be%22+AND+wrong+AND+for+AND+emerging+AND+markets))+
AND+(AU+(Khanna%2c+AND+Tarun))&bdata=JmRiPWJ1aCZ0eXBlPTEmc2l0ZT1laG9zdC1saXZl
Case: “Reinventing the San Miguel Corporation” (2009), Ivey 909M74.
https://cb.hbsp.harvard.edu/cb/pl/23124260/23124256/674c48726a536227fe31781f6d
7ddbe2
Study Questions:
1. What recommendation do you have for Eduardo Cojuangco? Would you recommend a
strategy of regional expansion using existing products? Would you recommend a
strategy of local expansion into unrelated product lines?
2. How does the contextual environment of San Miguel influence your recommendation?
How do the capital, product, labor and contractual markets in the Philippines influence
your recommendation?
3. What are the main risks or challenges to your recommendation? What action will you
take to mitigate these risks and challenges?
Suggested Reading:
Brownlee, Jason (2008), “Bound to Rule: Party Institutions and Regime Trajectories in Malaysia
and the Philippines,” Journal of East Asian Studies 8(1). 89-118. [repeat from Malaysia week]
http://search.proquest.com.libproxy1.nus.edu.sg/docview/198692028
Khanna, Tarun and Yishay Yafer (2007), “Business Groups in Emerging Markets: Paragons or
Parasites?”, Journal of Economic Literature.
http://www.jstor.org.libproxy1.nus.edu.sg/stable/27646796
CLASS 11: PRIVATE EQUITY IN ASIA
(Monday, March 31)
Required Readings: TBD
Case: “Abraaj Capital and the Karachi Electric Supply Company,” (2012) HBS 9-812-019.
https://cb.hbsp.harvard.edu/cb/pl/23124260/23124298/e29d499f0e5b08eb8fcb98a6c2
962e2c
12
Study Questions:
1. Compared to private equity investing opportunities in other countries, what factors
would you cite to support investing in Pakistan? Given the country’s political, social and
economic realities, are some sectors more attractive than others in terms of opportunity
and effective risk mitigation?
2. What characteristics are most important for a private equity fund to succeed in an
investment like this one?
3. Does Abraaj Capital have the right personnel for this investment? What skills do you
think are missing for maximizing value in this investment?
4. Although the link between ESG activities and financial value creation may be valid in
some circumstances, is it a realistic proposition in the case of KESC? Why/why not?
5. What are the most realistic exit scenarios for Abraaj, and what are the pros and cons of
each one?
Suggested Reading:
Taussig, Markus and Andrew Delios (2013). “Unbundling the Effects of Institutions on Firm
Resources: The Contingent Value of Being Local in Emerging Economy Private Equity.” Working
Paper, September.
CLASS 12: INNOVATION AND THE BASE OF THE PYRAMID IN ASIA
(Monday, April 7)
Readings:
Karnani, Aneel (2007). “Fortune at the Bottom of the Pyramid: A Mirage”, California
Management Review, Summer.
http://web.ebscohost.com.libproxy1.nus.edu.sg/ehost/detail?sid=d70abe20-c042-4492-9a7e5dfc7826d07b%40sessionmgr113&vid=1&hid=103&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3
d#db=buh&AN=25995889
“Easier Said than Done: Emerging Market Consumers are Hard to Reach”, April 2010, The
Economist. http://www.economist.com/node/15879299
Case: “Looking for Opportunity in Adversity: Iqbal Quadir and Grameenphone (A)”, (2010) HBS
9-810-075
https://cb.hbsp.harvard.edu/cb/pl/23124260/23124288/0d9048eadb8f8487827d5873c
d7a8477
13
Suggested Reading:
Mahmood, Ishtiaq P., and Jasjit Singh (2003). "Technological dynamism in Asia." Research Policy
32.6: 1031-1054.
http://www.sciencedirect.com.libproxy1.nus.edu.sg/science/article/pii/S0048733302001099
George, Gerard, Anita McGahan, and Jaideep Prabhu (2012). "Innovation for inclusive growth:
towards a theoretical framework and a research agenda." Journal of management studies 49.4:
661-683.
http://onlinelibrary.wiley.com/doi/10.1111/j.14676486.2012.01048.x/abstract;jsessionid=1CC1120D68BF9CBD589FB0CADA978C3F.f03t02?denie
dAccessCustomisedMessage=&userIsAuthenticated=false
CLASS 13: FINAL PRESENTATIONS!
(Monday, April 14)
14