EPOKA UNIVERSITY
FACULTY OF ECONOMICS AND ADMINISTRATIVE SCIENCES
DEPARTMENT OF BUSINESS ADMINISTRATION
COURSE SYLLABUS
2024-2025 ACADEMIC YEAR
COURSE INFORMATIONCourse Title: NEW CONCEPTS AND TRENDS IN BUSINESS MANAGEMENT |
| Code | Course Type | Regular Semester | Theory | Practice | Lab | Credits | ECTS |
|---|---|---|---|---|---|---|---|
| BUS 507 | B | 1 | 3 | 0 | 0 | 3 | 7.5 |
| Academic staff member responsible for the design of the course syllabus (name, surname, academic title/scientific degree, email address and signature) | Assoc.Prof.Dr. Nargiza Alymkulova nalymkulova@epoka.edu.al |
| Main Course Lecturer (name, surname, academic title/scientific degree, email address and signature) and Office Hours: | Assoc.Prof.Dr. Nargiza Alymkulova nalymkulova@epoka.edu.al , Thursday 13:00-14:30; Friday 9:30-11:00. |
| Second Course Lecturer(s) (name, surname, academic title/scientific degree, email address and signature) and Office Hours: | Dr. Vilma Çekani vcekani@epoka.edu.al |
| Language: | English |
| Compulsory/Elective: | Compulsory |
| Study program: (the study for which this course is offered) | Master of Science in Business Administration |
| Classroom and Meeting Time: | E213, Tuesdays, 18:00-20:45 |
| Teaching Assistant(s) and Office Hours: | NA |
| Code of Ethics: |
Code of Ethics of EPOKA University Regulation of EPOKA University "On Student Discipline" |
| Attendance Requirement: | 75 % |
| Course Description: | Interdisciplinary approach covering topics from marketing, operations management, technology management and human resources management; discussion of how change is managed and integrated into corporate strategy; key drivers of corporate activity; the impact of integrated technology processes on organizational aspects, marketing and operations management activities; case development based on presentations by executives from technology driven companies. |
| Course Objectives: | The objective of this course is to equip students with a comprehensive understanding of contemporary concepts and emerging trends in business management with a focus on how organizations can navigate and adapt to current global trends. Students will explore how businesses can adapt to and leverage technological advancements, navigate competitive global markets, and implement sustainable practices. Through case studies and academic research, students will learn to critically analyze and develop innovative business strategies and solutions, and apply theoretical frameworks to real-world challenges, enhancing their strategic thinking and decision-making skills for modern business environments. |
|
BASIC CONCEPTS OF THE COURSE
|
| 1 | Strategic Positioning |
| 2 | Environmental Scanning |
| 3 | Dynamic Capabilities |
| 4 | Corporate Governance |
| 5 | Business Models |
| 6 | Digital Transformation |
| 7 | Mergers and Acquisitions |
| 8 | Blockchain and Artificial Intelligence |
|
COURSE OUTLINE
|
| Week | Topics |
| 1 | Introduction and Syllabus Review.A review of course objectives, expectations, and assessment methods, including an introduction to key themes such as strategic management, digital transformation, and sustainability. |
| 2 | Strategic Position and Environment. (Ch. 3, pp. 62-89).Exploration of the environmental framework and forecasting, emphasizing how macro-environmental factors impact strategic positioning in the age of AI and digital transformation. Case study and analysis of academic paper. |
| 3 | Strategic Capabilities (ch.5, pp. 122-155). Understanding how organizations build and leverage internal capabilities for adaptation in rapidly changing markets. How resources and capabilities can be developed based on dynamic capabilities. Apply the theory of resources and capabilities to a case example . Case study and analysis of academic paper. |
| 4 | Stakeholders and Governance. (ch.6, pp.156-183).Examination of corporate governance and stakeholder management, discussing how organizations balance stakeholder interests for sustained growth. Evaluate the implications for organisational purpose of corporate social responsibility and organisational hybridity.Critically explore different types of management practice. Apply the theory of purpose and stakeholders to a case example. Case study and analysis of academic paper. |
| 5 | Business Strategy and Models. (Ch.8, pp. 230-261). Explain the logic of hybrid strategies,interactive strategies; Apply business model components. Apply the theory of business strategy and models to a case example. Discussion on creating a competitive advantage, with a focus on technology's role in shaping strategy in the digital age. Case study and analysis of academic paper. |
| 6 | Corporate Strategy and Diversification. (Ch. 9, pp. 262-295).Study of diversification and corporate strategy, analyzing how companies expand their portfolios in the digital age. Distinguish between different diversification strategies and evaluate diversification drivers.Assess the relative benefits of vertical integration and outsourcing. Analyse portfolios of business units and judge which to invest in and which to divest. Apply the theory of corporate strategy to a case example. Case study and analysis of academic paper. |
| 7 | Innovation and Entrepreneurship. (Ch.11, pp. 328-357). Insight into disruptive innovation, particularly within industries like automotive and technology, examining how startups challenge established players. Respond to key innovation dilemmas, such as the relative emphases to place on technologies or markets, product or process innovations and open versus closed innovation. Anticipate and, to some extent, influence the diffusion (or spread) of innovations. Decide when being a first-mover innovator or a fast second-mover imitator is most appropriate in innovation, and how an incumbent organisation should respond to innovative challengers. Critically explore entrepreneurship and innovation. Apply the theory of entrepreneurship and innovation to a case example. Case study and analysis of academic paper. |
| 8 | Mergers, Acquisitions, and Alliances. (Ch12, pp. 358-387).The role of M&A in corporate strategy, focusing on how tech acquisitions impact competitiveness and sustainability. Distinguish the key issues in successful management of mergers and acquisitions. Make appropriate choices between organic development, mergers and acquisitions and strategic alliances. Apply the theory of mergers, acquisitions and alliances to a case example. Case study and analysis of academic paper. |
| 9 | Midterm |
| 10 | Organizational Structure and Culture. (Ch.7, pp. 184-209).Exploration of agile and adaptable organizational structures that support innovation, using case study as an example. Recognise organisational identity claims, as distinct from actual organisational culture. Identify organisations that may be experiencing symptoms of strategic drift. Critically explore the influence of culture and strategy. Apply the theory of the influence of history and culture to a case example. Case study and analysis of academic paper. |
| 11 | Blockchain and Its Impact on Business. Study of blockchain technology's potential to revolutionize data management, transparency, and security across industries. Report of McKinsey & Company on “Blockchain Beyond the Hype” and Harvard Business Review. |
| 12 | Artificial Intelligence and Data-Driven Decision Making.Examination of how AI and analytics drive decision-making processes and competitive advantage in businesses. Report of McKinsey & Company on “McKinsey’s State of AI ” and Harvard Business Review. |
| 13 | Individual project presentations |
| 14 | Individual project presentations |
| Prerequisite(s): | |
| Textbook(s): | Whittington, R., Regnér, P., Angwin, D., Lancaster, G.J., Scholes, K. (2024). Exploring Strategy:Text and Cases, 13th edition, Pearson. |
| Additional Literature: | Lecturer's additional materials (academic papers, case studies, handouts) |
| Laboratory Work: | |
| Computer Usage: | Internet during class |
| Others: | No |
|
COURSE LEARNING OUTCOMES
|
| 1 | Apply environmental scanning, strategic capability analysis, and stakeholder management frameworks to business problems. |
| 2 | Analyze how organizations can build, integrate, and reconfigure internal and external competencies to address rapidly changing environments. |
| 3 | Formulate strategies for business growth, international expansion, and digital transformation. |
| 4 | Conduct thorough stakeholder analyses and understand governance challenges in the digital age. |
| 5 | Evaluate innovative business models and strategies for fostering entrepreneurship in established organizations. |
| 6 | Analyze the role of M&A in corporate strategy and sustainability in a digital and globalized world. |
| 7 | Understand the applications of emerging technologies such as blockchain and artificial intelligence in strategic decision-making and business competitiveness. |
|
COURSE CONTRIBUTION TO... PROGRAM COMPETENCIES
(Blank : no contribution, 1: least contribution ... 5: highest contribution) |
| No | Program Competencies | Cont. |
| Master of Science in Business Administration Program | ||
| 1 | Integrate theories from business and economics to tackle business problem | 5 |
| 2 | Inspire an open minded-attitude through continuous learning and team-work. | 5 |
| 3 | Demonstrate ethical, social, and legal responsibilities in organizations | 5 |
| 4 | Organize and pursue scientific research projects | 5 |
| 5 | Enhance persuasive communication and presentation capabilities. | 5 |
| 6 | Critically evaluate contemporary research in specific business areas. | 5 |
|
COURSE EVALUATION METHOD
|
| Method | Quantity | Percentage |
| Midterm Exam(s) |
1
|
20
|
| Presentation |
1
|
10
|
| Project |
1
|
15
|
| Case Study |
1
|
25
|
| Final Exam |
1
|
25
|
| Other |
1
|
5
|
| Total Percent: | 100% |
|
ECTS (ALLOCATED BASED ON STUDENT WORKLOAD)
|
| Activities | Quantity | Duration(Hours) | Total Workload(Hours) |
| Course Duration (Including the exam week: 16x Total course hours) | 16 | 3 | 48 |
| Hours for off-the-classroom study (Pre-study, practice) | 16 | 3 | 48 |
| Mid-terms | 1 | 3 | 3 |
| Assignments | 0 | ||
| Final examination | 1 | 3 | 3 |
| Other | 10 | 8.55 | 85.5 |
|
Total Work Load:
|
187.5 | ||
|
Total Work Load/25(h):
|
7.5 | ||
|
ECTS Credit of the Course:
|
7.5 | ||
|
CONCLUDING REMARKS BY THE COURSE LECTURER
|
|
At the end of each semester, the lecturer submits opinions, recommendations, observations, limitations, reservations related to the conduct of the said course during the academic year. This course will firmly adhere to the university code of conduct and ethical standards. Academic dishonesty includes representing another’s work as own work, falsification, violation of test conditions, plagiarism, etc. Students caught engaging in any academically dishonest behavior will receive a failing grade. Guidelines on Individual Project report (project) and Case Studies with respective deadlines are uploaded on the Google Classroom. For Individual Project report (project) and presentation submission deadline is February 4, 2025. All assignments to be prepared within APA. For detailed information, refer to the Publication Manual of the American Psychological Association (7th ed.), http://www.apastyle.org/. |