RAK-59126 Management in International Construction Business, 6 cr
Additional information
Suitable for postgraduate studies.
Person responsible
Pekka Huovinen
Lessons
| Implementation | Period | Person responsible | Requirements |
| RAK-59126 2016-01 | 3 |
Pekka Huovinen |
The focus of this course is on a student’s learning about the managing of IB and ICB issues. Nevertheless, a student is learning about relevant aspects of leading people and managing stakeholder relationships, too. In addition, a high-performing student or team (a) can combine many schools, multiple generic BM, applied IB management, and contextual ICB management concepts into a theoretically sound ICB management concept, (b) can incorporate into such a concept many contextual elements that are necessary for success in a focal ICB type and within targeted market types as well as (c) can tailor or adjust such a concept to a focal firm and its ICB unit. |
Learning Outcomes
After having passed this course, a student (i) knows three spheres of theoretical knowledge on generic business management (BM), international business (IB) management and applied, contextual international construction business (ICB) management, (ii) knows the fundamentals of eight schools of thought on generic BM, (iii) knows three sub-populations of BM, IB, and ICB management concepts, (iv) knows ICB types based on capital (including construction and real estate) investment markets, (v) can choose, analyse, reflect, and synthesise scientific BM, IB, and ICB management knowledge, published within eligible references (e.g. articles, papers, book excerpts), for finding viable solutions for relevant focused questions, ((vi) can choose and apply BM, IB and ICB management concepts to a focal ICB type embedded within targeted markets and (vii) can assume roles and perform tasks within ICB planning and management during her or his career path with respective companies. In addition, a high-performing student or team (a) can combine many schools, multiple generic BM concepts, applied IB management concepts, and contextual ICB management concepts into a theoretically based ICB management concept, (b) can incorporate into such a concept many contextual elements that are necessary for success in a focal ICB type and within targeted market types as well as (c) can tailor or adjust such a concept to a focal firm and its ICB unit.
Content
| Content | Core content | Complementary knowledge | Specialist knowledge |
| 1. | Business management (BM): Generic knowledge, definitions, scope, debates, and foundation-al concepts (published 1990-2002). International business (IB) management: Applied, not-construction-related contextual knowledge and exemplary concepts (published 1990-2014). International construction business (ICB) management: Applied, contextual knowledge and selected concepts (published 1990-2014). | Business planning: Debates, approaches, scope, elements, and processes. | No |
| 2. | Design of generic, applied, and contextual concepts (or models or frameworks): Design and modelling approaches with exemplary concepts without and with contexts within construction. | In-depth knowledge about one selected approach to concept design or modelling: Approach X (may be different in each academic year). | No |
| 3. | 8 schools of thought on generic business management (BM), including applied international business (IB) management: Assumptions, core content, and exemplary BM & IB management concepts of: 1st Porterian school, 2nd resource-based school, 3rd competence-based school, 4th knowledge-based school, 5th organization-based school, 6th process-based school, 7th dynamism-based school, and 8th evolutionary school. IB types and management in capital (incl. construction) investment markets:Contracting, design & engineering, real estate, life-cycle services, machinery and building systems & products business types, key challenges and selected ICB management concepts. IB management practices: Selected leading companies outside and inside construction. | In-depth knowledge about one selected BM school: School Y (may be different in each academic year). In-depth knowledge about one ICB business type: ICB Z (may be different in each academic year). | No |
Study material
| Type | Name | Author | ISBN | URL | Additional information | Examination material |
| Book | A theory of organizational knowledge creation | Nonaka I., Toyama R. and Byosiere P. (2001) | Ch. 22 in Dierkes M. et al., Eds, Handbook of organizational learning and knowledge. Oxford University Press, pp. 491-517. | No | ||
| Book | Managing across borders. The transnational solution | Bartlett C. A. and Ghoshal S. (1998, 2002) | Ch 4. Century Business. pp. 57-71. | No | ||
| Book | Strategic management and competitive advantage – Concepts and cases. | Barney J. B. and Hesterly, W. S., (2008) | 0-13-154274-5 | Pearson International Education/Prentice Hall, 2nd ed., pp. 4-5, 10-14, 74-107. | Yes | |
| Book | The new strategic management. Organization, competition, and competence | Sanchez R. and Heene A. | 0-471-89953-4 | Wiley, 2004, Chapters 1 and 3-5. | Yes | |
| Book | Toward a dynamic theory of strategy | Porter, M. E. (1994) | 0-87584-645-9 | In Rumelt R., Schendel, D., Teece D. (eds), Fundamental issues in strategy. Harvard Business School Press. Pages 423-461 | Yes | |
| Journal | A solution business model: Capabilities and management practices for integrated solutions | Storbacka K. | Industrial Marketing Management, 2011, Vol. 40, pp. 699-711. | Yes | ||
| Journal | Business models in project business | Wikström K., Artto K., Kujala J. and Söderlund J. | International Journal of Project Management, 2010, Vol. 28, pp. 832-841. | Yes | ||
| Journal | Corporate property strategy is integral to corporate business strategy | Roulac S. E. (2001) | Journal of Real Estate Research, Vol. 22, Nos. 1/2, pp. 129-152 | No | ||
| Journal | Does KM produce practical outcomes? | Massingham P. R, and Massingham R. K. (2014) | Journal of Knowledge Management, Vol. 18, No. 2, pp. 221-254. | No | ||
| Journal | Dynamic capabilities and strategic management | Teece D. J., Pisano G. and Shuen A. (1997) | Strategic Management Journal, Vol. 18, no. 7, 509-533. | No | ||
| Journal | Dynamic capabilities at IBM: Driving strategy into action | Harreld J. B., O’Reilly III C. A., and Tushman M. L. | California Management Review, 2007, Vol. 49, No. 4, pp. 21-43. | Yes | ||
| Journal | Exploring the contribution of management innovation to the evolution of dynamic capabilities | Gebauer H. (2011) | Industrial Marketing Management, Vol. 40, pp. 1238-1250. | No | ||
| Journal | Harnessing your staff's informal networks | McDermott R. and Archibald D. (2010) | Harvard Business Review, Vol. 88, March, pp. 83-89. | No | ||
| Journal | Managing the process-centred enterprise. | Hatten K. J. and Rosenthal S. R. | Long Range Planning, 1999, Vol. 32, no. 3, pp. 293-310. | Yes | ||
| Journal | Quantum strategy at Apple Inc | Heracleous L. (2013) | Organizational Dynamics, Vol. 42, pp. 92-99 | No | ||
| Journal | Strategic agility in MNEs | Fourne S. P. L., Jansen J. J. P. and Mom T. J. M. (2014) | California Management Review, Vol. 56, Spring, pp. 13-38. | No | ||
| Journal | System supplier’s customer strategy | Helander A. and Möller K. | Industrial Marketing Management, 2007, Vol. 36, pp. 719-730. | Yes | ||
| Journal | Systems sales as a competitive response to the Asian challenge: Case of a global ship power supplier | Salonen A., gabrielsson M. and Al-Obaidi Z. | Industrial Marketing Management, 2006, Vol. 35, pp. 740-750. | Yes | ||
| Journal | The Uppsala internationalization process model revisited | Johanson J. and Vahlne J.-E. (2009) | Journal of International Business Studies, Vol. 40, pp. 1411-1431. | No | ||
| Journal | The core competence of the corporation | Prahalad C. K. and Hamel G. (1990) | Harvard Business Review, 1990, Vol. 68 (May-June), pp. 79-91. | Yes | ||
| Journal | The core competencies of effective project execution: The challenge of diversity | Lampel j. | Inter-national Journal of Project Management, 2001, Vol. 19, pp. 471-483. | Yes | ||
| Journal | The future of resource-based theory: Revitalization or decline? | Barney J. B., Ketchen Jr. D.J. and Wright M. (2011) | Journal of Management, Vol. 37, No. 5, 1299-1315. | No | ||
| Journal | The internationalization process of the firm - A model of knowledge | Johanson J. and Vahlne J.-E. (1977) | Journal of International Business Studies, Vol. 8, Spring, pp. 23-32. | No | ||
| Journal | The quest of resilience | Hamel G. and Välikangas l. (2003) | Harvard Business Review, Vol. 82, September, pp. 52-63 | No | ||
| Journal | Understanding competence-based management: Identifying and managing five modes of competence | Sanchez R. | Journal of Business Research, 2004, Vol. 57, pp. 518-532. | Yes | ||
| Other literature | Advancing IB ideation: A review of competence-related management concepts published between 1990-2012 | Huovinen P. (2013) | In Larimo J., et al., eds., Proceedings of 12th Vaasa Conference on IB. U. of Vaasa. 21-23 August. pp. 1-25. | Yes | ||
| Other literature | Built to become - corporate longevity and strategic leadership | Burgelman R. (2014) | Stanford University, Working Paper Series, # 3115, pp. 1-40 | No | ||
| Other literature | Platform for advancing research in competence-based BM: A population of 84 concepts published between 1990-2002. | Huovinen P. (2008) | Research in Competence-Based Management, Vol. 4, pp. 175-218. | Yes | ||
| Other literature | Service innovation myopia? A new recipe for client-provider value creation. | Möller K., Rajala R. and Westerlund M. | California Management Review, 2008, Vol. 50, No. 3, pp. 31-48. | Yes | ||
| Other literature | The building system as a strategic asset in industrialized construction | Johnsson H. (2011) | In Haugbolle K. et al., Eds, Proceedings of the 6th CREON Conference. Aalborg, Denmark. pp. 541-552. | No | ||
| Other online content | Theoretical 71-concept platform for advancing construction-related BM | Huovinen P. (2014) | Paper to be presented at the 8th Nordic Conference on CEO2015, Tampere, 27-29 May 2015 | No |
Additional information about prerequisites
No prerequisite courses. However, RAK-53116 ICB or RAK-53.117 Contexts in ICB is recommended as the introductory phase.
Correspondence of content
There is no equivalence with any other courses