RAK-59126 Management in International Construction Business, 6 cr

Additional information

Suitable for postgraduate studies

Person responsible

Pekka Huovinen

Lessons

Implementation 1: RAK-59126 2015-01

Study type P1 P2 P3 P4 Summer

Lectures
Assignment

4 h/week
130 h/per

Lecture times and places: Tuesday 12 - 16 RI207

Requirements

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.
Completion parts must belong to the same implementation

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

Documents

RAK-59126 MGTICB Spring 2016 Study materials.pdf RAK-59126 MGTICB Spring 2016 Grading criteria.pdf

Last modified 06.01.2016

Study type	P1	P2	P3	P4	Summer
Lectures Assignment			4 h/week 130 h/per

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

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