Improving Student
Preparation for Class
through Blogs
Varghese P. George
College of Management
Educational Technology Conference
University of Massachusetts Boston
15 May 2009
The Instructional Challenge
 Teaching Business Strategy – theory and cases
 High degree of abstraction and practical import
 Strategy formulation and implementation
 Beyond rote knowledge, comprehension and
application – need to analyze, synthesize, evaluate
 More than just ‘learning’ theory and evidence –
students need to develop a distinct way of thinking
 Instructor’s posture changes:
NOT: ‘This is what you should learn or do.’
 ‘As the CEO of Company X, what are you going to do?’
‘And, why?’

Where the instructional focus needs
to be …
1. Analysis
2. Diagnosis
3. Problem
Description
6. Managerial
Action
5. Prescriptions
4. (Strategic)
Options
… strengthen the inter-dependent logic
Student Preparation before Class
Is Key
 Never used to happen
 A blog – a ‘learning’ diary for all to see
 Apportioned a fraction from class
contribution grade
 Should have the title ‘Learning Summary’
and hit Blackboard before class
 For some very effective …
 Classes
work much better with them
 For some mixed …
Couple of Effective Blogs
Learning Summary Prior To Class Of 2/11/08
Subject:Subject:
Learning
Summary Prior to Class of 04/07/08 Topic:
Topic:
Author:
Date: February 10, 2008 11:51 AM
Author:
Date: April 6, 2008 9:41 PM
Chapter
3:
Evaluating
a
Firm's
Internal
Capabilities
Chapter 10, the last chapter of our text focuses on Mergers and Acquisitions (M&A), which is a type of
An analysis of a firm's internal strengths begins by identifying its resources and capabilities. Such resources can be tangible or intangible, such as a
corporate
strategy other than vertical integration, diversification, and strategic alliance. A merger
strong brand image, or a unique working culture with an egalitarian working atmosphere between management and employees that creates
occurs
when
two firms are combined on a relatively co-equal basis; an acquisition occurs when one
synergies which add value to its performance. However, even if a firm has great resources and capabilities, they may not be strong enough to
firm sustain
buys another
A vertical
merger
when
a firmtheacquires
former
suppliers
customers;The VRIO is
competitivefirm.
advantage.
An evaluation
must occurs
be performed
to analyze
impact of their
resources
in terms ofor
competitiveness.
a horizontal
occurs
a firm
acquires
a formerstrength
competitor;
product
merger
an internal merger
analysis method
that when
can be used
to evaluate
the competitive
of a firm's a
resources
andextension
capabilities. Each
resource and
occurs
when
a firm
gainsaccording
accesstotohow
complementary
products
through
an acquisition;
a market
capability
must
be assessed
valuable, how rare, how
easily they
can be imitated,
and whether the
firm's organizational structure
functionsmerger
in such a occurs
way as to when
capitalizeaon
theirgains
resources.
If a firmto
has
valuable and rare resources
but has
dysfunctional
extension
firm
access
complementary
markets
through
an operations, they will not
be
able
to
maintain
sustained
competitive
advantage.
Furthermore,
if
a
firm's
strengths
are
valuable
and
rare,
but
not
costly for competitors
to
acquisition; and a conglomerate merger occurs when there is no strategic relatedness between
a
imitate,
then
the
firm
will
merely
gain
a
temporary
competitive
advantage
over
a
short
term.
Therefore,
a
firm's
resources
and
capabilities
may
only
bidding and a target firm. On average, related M&A creates more value than unrelated M&A.
be categorized as strengths if they can contribute to sustainable competitive advantage. When a firm enjoys competitive advantage, other firms are
To find
sustainable competitive advantage through M&A, the text focused on the Value, Rarity,
forced to re-assess their own strategies in order to survive and may respond with a limited response, or by altering the implementation of their
Imitation,
and Organization of economies of scope. The economies of scope that motivate mergers
original strategies (or, tactics), or they can change their strategy altogether. However, if a competing firm has their own unique source of competitive
and advantage,
acquisitions
between
strategically
related
firms
canto be
valuable
(p. 322).
such as
differentiation
of products and
occupiesbidding
an specialand
niche,target
they may
not have
respond
at all. I work
for an architectural/exhibit
When
a target
is worth competitive
more to advantage
one bidder
than
it is to
the other
bidders,
andculture
no firm
isevery
aware
design
firm thatfirm
has maintained
for over
30 years.
Weall
maintain
a unique
organizational
where
employee, at
of this
value,
when
targetasisequals.
acquired
byhard
thisandvery
bidder,
thefirmbidder
better
performance
every
level, is
valuedthe
and treated
We work
we play
hard. The
rewardswill
hardhave
work with
frequent
parties, free meals, and a
environment.
and childrenbetween
are welcomethe
in the
office any
time.
Anytarget
employee
is allowed
throw
an office rare
party on our roof deck
thancasual
otheroffice
bidders.
ThisDogs
relationship
bidder
and
the
firm
then to
will
become
in
the
summer.
The
firm
provides
us
with
funds
to
buy
food
and
alcohol.
The
company
keeps
a
grill
for
cooking
food
at
these
parties.
compare to other bidders. This relationship will also make it costly for other firms to imitate when Furthermore,
firm sponsors
an annual
"Gin &this
Tonic"
party each
June to kick
off the
summer
season, it's with
become
sort of a legend
andthe
industry
othermybidders
cannot
imitate
bidder’s
valuable
and
rare
economies
targets.
Lastly,
textplayers beg us
for
invites.
The
firm
enjoys
low
employee
turnover
and
former
employees
frequently
come
back
to
attend
our
summer
and
holiday
parties. (The
focuses on the organization/implementation of a merger or acquisition. There are a few challenges
majority of employees have been with the firm for over 10 years, including myself.) We throw Video Game nights and Movie nights in the winter,
for afamily
bidder
to implement an M&A. For example, the target firm’s former structure and policies might
and friends are always welcome. This type of work environment creates employee loyalty, creativity, and design excellence such that no
be changed
to the
bidder’s
structure
policies.
target
firmwon
is countless
in challenge
of
other firm ofaccording
our size has been
awarded
as many
high profileand
architectural
and Also,
exhibits the
jobs as
us. We've
design awards.
We
getting
used
to over
the200
cultural
between
itselfrarely
andhave
themore
bidder
firm.
Culture
clash
to
currently
have
projectsdifferences
where our immediate
competitors
than 30
projects
at a time.
(Onemay
of our leads
current projects
is the
losses
of management
ofthat
theone!)
target
firm.
integration
may
alsoresources
be costly
to the
bidder
Patriots
Hall of Fame, we'reemployees
all excited about
My firm
has The
been able
to exploit their
valuable
( brand
identity,
unique employee
firm.loyalty,
By properly
the
structure,
and culture
between
bidder
and the
targetover a long
employee implement
talent, innovative
designwhich arepolicy
unique historical
conditions
and hard the
to imitate
socialfirm
relationships
developed
time)
through
the
efficient
organization
&
management
of
such
resources.
My
supervisor,
the
CFO,
manages
both
the
finances
and operations. He
firm, the M&A will very likely to lead the bidder firm to sustainable competitive advantages.
is skillful at managing hundreds of projects utilizing our 70 employees while efficiently managing costs. Employee flexibility within project scheduling
is key. Employees frequently will be moved from one project to another in order to help a team meet a deadline. In more typical corporate
environments, talented architects and designers might not appreciate being moved between projects. Our employees are treated so well and
rewarded for their talent and flexibility such that employees are committed to doing whatever they can to add value and ensure ongoing success. I
believe my firm's strong brand image, talented human resources and unique office culture combined with skillful management strategies enable us
to maintain our competitive position among our peers.
On the other hand …
Subject: Chapter summaries Topic: General Course Q&A
Author: X Student
Date: May 12, 2008 9:34 AM
Will we have until friday to post all the chapter summaries, professor?
Subject: Re:Chapter summaries
Author: Y Student
Topic: General Course Q&A
Date: May 12, 2008 12:03 PM
I don't think so. The chapter summaries are due prior to each class.
Subject: Re:Chapter summaries
Author: Z Student
Topic: General Course Q&A
Date: May 12, 2008 3:01 PM
I believe the professor already took out the BLOGS from the discussion
panel to grade the summaries.
Learning blogs to community learning standards?