3Continent Master of Global Management
2012-2013
Graduate School of Business Administration
_______________________________________________________________
Non Competitive Strategies
Instructor:
Professor Amar KJR Nayak
Email:
[email protected]
Office Hours:
by (email contact) appointment or through my Research
Assistant (intercom No. 738).
__________________________________________________________________
Reading Materials:
Copies of all relevant articles, cases and book will be provided to the participating
students. The students are however advised to refer to list of References provided at
the end of this course outline.
Course Orientation & Objectives:
The dichotomy of competition and non-competition has existed ever since the
beginning of life. However, since the beginning of industrial revolution in the 17th
Century, the balance has moved towards competition and it appears to most of us
today that there is only one paradigm, viz., the paradigm of competition. This belief
has significantly grown especially during the last two decades after the demise of the
Soviet Union, a development which appears to strongly vindicate the paradigm of
competition. Further, in the current world view of competition, only the external
competition as a means of efficiency is focused at; whereas internal completion as a
means of efficiency and sustainability has been overlooked.
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However, with the growing social, political, economic and environmental problems of
the world, the leaders of large business houses are more worried today than ever
before on the sustainability of their management practices. Business leaders are
seriously searching for new models of business that are sustainable. Will you find
these models within the Competitive Strategy framework or will you have to look
beyond competition and think ‘out of the box’ to get alternative frameworks for
effective and sustainable management in the future? The course has been designed
to help students discern and question standard assumptions like (a) Resources are
limited and hence one need to acquire as much as one can, (b) Efficiency can be
achieved only through external competition, and (c) Holistic and sustainable models
and practices are not practical.
Learning Outcomes:
'Non Competitive Strategy' should be able to tickle your thoughts and inspire you to
develop alternative sustainable models for the future. Attending this course will help
the students to:
(a) Map the historical developments in strategic thinking,
(b) Evaluate the traditional strategies, thinking and assumptions, and challenge their
relevance today.
(c) Explore new and innovative strategies through alternative windows/frameworks
vis-à-vis the mainstream competitive strategy framework
The participants will learn/gain the most if they have the following: (a) Have some
familiarity to competitive strategies, (b) Have a broad outlook & thinking, and (c)
Ability to see a case only as vehicles to understand a concept/principle and neither to
highlight nor to undermine an organization or an individual. The success of our
learning will depend on good collaboration of each student, the class and the
instructor.
Class Process:
The approach to learning will largely be through a dialectic method of advancing the
understanding of issues and topics of the subject. Articles and Cases will be used as
primers to discuss the various issues and topics of this course. The cases will be used
only as vehicles to understand a concept/principle and not to highlight or undermine
an organization or individual.
The course shall be covered in three modules viz., Paradigms of Competitive
Strategies, & Non-Competitive and Cooperative Strategies. The arguments will span
from profit making for self to profit sharing with others to making profits for others.
The discussions will attempt to fire the thinking of the participants by critically
examining the assumptions and principles of different strategies and practices.
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Assignments/Examination:
1. Articles, Cases & Manual
The participants are advised to read carefully the articles and cases prior to every
class; so that the discussions in the class will help clarify and learn the various issues
in the reading materials. The quality of in-class participation and mature contributions
to in-class learning will be part of the evaluation.
2. Group Assignment
The group assignment will involve identifying a case/film/documentary/book that
exhibit non-competitive pattern/strategy and provide a summary critical analysis of
the same within 20 pages. The case can be from any part of the world. Cases such as
Mondragon Cooperative, Kibutz, etc may be chosen for detailed case analysis.
 Each Group shall consist of not more than 3 participants.
 The case/film/documentary/book can be chosen by the group members.
However, each group can consult the professor on the appropriateness of the
choice of the group.
 The Group Assignment will carry 30% of the total weight.
3. Modular Test and End Term Examination
There will be short modular tests and an end term examination that would test your
knowledge level and understanding of the subject.
Evaluation & Grading:
In-class contribution to learning:
10%
Modular Tests (2):
20% (end of session 6 and end of Session 14)
Group Assignment:
30%
End Term Exam:
30%
Self Evaluation:
10%
There is a possibility that the students of this course can organize a Panel
Discussion by a multi-disciplinary expert group to respond to the issues and queries
of the students on their concerns and understanding of competition, cooperation,
systems view and sustainability. This can be part of the Group Assignment. If the
students decide to undertake this assignment, this assignment will carry 10% and
the 3 Member Group Assignment will carry 20%. The Faculty in-charge of the course
will facilitate identifying the experts for the Panel discussion.
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Course Schedule & Session Plan:
Session
No
Topic
Articles / Cases / Exercise
Session 1
Introduction to the Course and
Notions & Possibilities in
Strategy through Competition &
Cooperation
Playing with Dough – Class Exercise
A discussion on Strategy: Competition &
Cooperation
Session 2
A Discussion on the Language,
Logic and Values of Competition
and Cooperation
The Language, Logic and Values of
Competition versus Cooperation in the light
of sustainable Management, Nayak, Amar
KJR, Sustainability Seminar Series Paper
3.0, XIMB
Module 1: Paradigms of Competitive Strategies
Session 3
Typologies of Strategy Making
Mintzberg, Henry. 1988. ‘Crafting Strategy’,
The McKinsey Quarterly, Summer 1988
Session 4
Paradigms of Competitive
Strategies
Dynamic Capabilities and Strategic
Management, Teece, et al (1997), Strategic
Management Journal, Vol. 18:7
Session 5
Competence & Governance
Perspectives
Williamson, O.E. (1999). Strategy
Research: Governance & Competence
Perspectives, vol. 20. No. 12, pp. 10871108
Session 6
Inclusive Strategies
Paternalistic Strategy
Complementation Strategy
Strategic CSR
Social Entrepreneurship
Module 2: Non Competitive Sustainable Approaches
Discussion on a Community
Implementing Community Enterprise
Session 7
Enterprise System based on
Systems for Sustainability of Agricultural
cooperative principles and
Communities – A Manual
optimization of competitive
forces.
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Session 8
Organizational & Institutional
Design for Sustainability
Nayak, Amar K.J.R. 2010. Optimizing
Asymmetries for Sustainability, Global
Forum for Agricultural Research, CGIAR,
Montpellier, France, March, 2010
Nayak, Amar K.J.R. 2011. Notions of
Efficiency, Effectiveness & Sustainability,
Sustainability Seminar Series 1.0, Dec
2011, XIMB
Session 9
Session 10
Organizational & Institutional
Design for Sustainability
Nayak, Amar KJR, 2012. Integrated Low
Cost Agriculture for Internal Consistency
and External Synergy for Sustainability of
Smallholder Farmers.
Session 11
Nayak, Amar KJR, 2012. Optimal Market
Boundary with minimal Characteristic
Distance between Small Producer and
Customers.
Session 12
& 13
Schumacher E. F. 1975. ‘Small is Beautiful’,
Sphere Books Limited, London.
Size, Scope & Complexity, Nayak, Amar KJR
2013.
Nayak, Amar KJR, 2012. Institutional &
Organizational Asymmetries: Small
Producers and Sustainability of Rural
Agricultural Communities
Session 14
Session 15
Principles of Trusteeship in
Ownership & Voluntarism in
Management
A Discussion
Session 16
Principles of Cooperation
Amul: The case of Cooperative Action and
Mulukanoor Women’s Dairy Cooperative
Session 17
Session 18
Session 19
Alternative Routes to Efficiency
and beyond: Missing Links to
Economic Rationality
Religious Order: Case of Ramakrishna
Mission
Religious Order: Case of Mother Teresa
A Host who doesn’t wait on her Guests:
Case of Discalced Carmelite Order
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Session 20
Summary & Way Forward
Discussion and Final Feedback
Two Guest Speakers are likely to be invited in Session 15 (Prof. Jeevan J Arakal) and in
Session 16 (Prof. Debi Prasad Mishra).
List of References:
Bornstein, David. 2005. ‘How to change the world’, ISBN 0-14-303252, Penguin
Group, New Delhi.
Curry, P. & Zarate, O. 1995. ‘Machiavelli for Beginners’, ISBN 1-874166-28-5, Icon
Books Limited, Cambridge
Goldratt, E.M. and Jeff Cox. 1992. The Goal: A Process of ongoing Improvement,
North River Press.
Foulds, Russell J. 2000. Serving two Masters, ISBN 81-7176-397-9. Pauline Sisters,
Mumbai.
Ghoshal, S. & Moran, P. 2005. Bad for Practice: a critique of the transaction cost
theory, in Sumantra Ghoshal on Management: A Force for Good, (ed), Birkinshaw,
J. & Piramal, G., Pearson
Kohn, Alfie, (1992), ‘No Contest: The Case Against Competition’, Houghton Miffin
Company, New York. <accessed on July 15, 2008>
Kuwahara, Tetsuya. 2009. Seminar Discussions on Case History of Kanebo Cotton
Spinning Company in Japan and Naigaiwata Cotton Company in China in the prewar periods, July 2009, Kobe University, Japan
Murthy, K.R. Srinivasa. 1978. ‘Sri Mahila Griha Udyog Lijjat Papad’, Indian Institute of
Management, Ahmedabad.
Nayak, Amar K.J.R. 2008. ‘Cooperative Action: Case of Amul’ Working Case:
NCS4/06/08
Nayak, Amar K.J.R.(2007. ‘Does direct investment in complementary business make
business sense to foreign companies in an emerging economy? Case of British
American Tobacco in India, 1906-2004’ Global Business Review, 8:2 (2007): 189204
Nayak, Amar K.J.R. 2008. ‘A Host who doesn’t wait on her Guests: Case of Discalced
Carmelite Order’ NCS2/06/08
Nayak, Amar K.J.R.2008. ‘Competition at its peak: Case of Australia-India Test Series
2007-08’ NCS1/06/08
Nayak, Amar K.J.R. 2008. ‘Religious Orders: Case of Ramakrishna Mission’ Working
Case: NCS3/06/08
Nayak, Amar K.J.R. 2008. Multinationals in India: FDI & Complementation Strategy in
a Developing Country, Palgrave Macmillan, UK & USA
North, D.C. 1993. Economic Performance through Time. Lecture to the memory of
Alfred Nobel. December, 9, 1993
Rumelt, Richard P. 2003. ‘What in the world is Competitive Advantage?’ Policy
Working Paper 2003-105
Schumacher E. F. 1975. ‘Small is Beautiful’, Sphere Books Limited, London.
Sethi, J.D. 1979. ‘Gandhi Today’, 2nd Edition, Vikas Publishing House Pvt. Ltd., New
Delhi.
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Srinivasan, S.K. 2005. Book Review. Fortune at the Bottom of the Pyramid:
Eradicating Poverty through Profits’, Pearson Education Inc., New Jersey by
Prahalad, C.K., Vikalpa, vol.30, No.2.
Ghoshal, S. & Moran, P. 2005. Bad for Practice: a critique of the transaction cost
theory, in Sumantra Ghoshal on Management: A Force for Good, (ed), Birkinshaw,
J. & Piramal, G., Pearson
Film: Life of Buddha, http://www.youtube.com/watch?v=P2NLQGrbf5U
Film: Matrix I
Classroom code of conduct
The standard 3C MGM Program Academic Policies with regard to the code of
conduct in the class, grading and in other engagements in this course will be
applicable to the course participants.
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