MGMT612 - Management of Emerging Enterprises
The management of emerging enterprises - new, small, entrepreneurial organizations - creates a range of multi-faceted challenges for the entrepreneur, whether the founder (and founding team) or the first generation of management. Establishing an emerging organization's unique business model or value proposition (not to mention its survival) is often the overriding preoccupation, but even in a new, small organization, managers need to under- stand how to develop the internal workings of a new firm, how to assess and create a strategy, and how to take into account ever-increasing globalization. While these issues are distinct, they are very much intertwined. As a result, this course will provide you with an integrated view of these challenges and show you that successful management in the 21st century requires a combination of insights drawn from economics, sociology, psychology and political economy. The course has three main parts. The first major part of the course will deal with fundamental issues of strategy, examining issues central to the long- and short-term competitive position of an enterprise.
The second part of the course stresses the fact that organizational life is built around a complex interplay of social forces. We will study how to develop and implement organizational designs and human resource systems that achieve competitive advantage through the management of people. The third part of the course stresses the deep and persistent cross-national differences in economic, political and social institutions that affect the strategy, social structure, performance and value of organizations. The course culminates in the Wharton Global Summit when we examine the general management challenges posed by a current crisis (e.g., Euro 2013?) or in a rapidly growing frontier market (e.g., Imbalances in China).
MGMT612001 ( Syllabus )
MGMT612002 ( Syllabus )
MGMT612003 ( Syllabus )
MGMT612004 ( Syllabus )
MGMT612005 ( Syllabus )