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Top Management Teams and Corporate Governance

  • Module code: BH7571
  • Year: 2018/9
  • Level: 7
  • Credits: 15
  • Pre-requisites: None
  • Co-requisites: None

Summary

This module aims to provide you with theoretical grounding in the fields of corporate governance and strategic leadership. You will develop critical perspectives on top management teams and board of directors in different organisational and national contexts. The theoretical foundations will be illustrated with examples and integrated with practical exercises to help you develop knowledge, skills and capabilities to assume a top management / board director role within an organisation in both domestic and international contexts.

Aims

  • To provide students with knowledge, skills and capabilities to assume a substantive strategic leadership role within an organisation, such as a top management and/or a board director position.
  • To equip students with knowledge and understanding of major relevant theories in the fields of corporate governance and strategic leadership.
  • To enable students to apply their knowledge of strategic leadership and corporate governance theory in a practical organisational context in both domestic and international environments.

Learning outcomes

On successful completion of the module, students will be able to:

  • demonstrate a depth of knowledge of major theoretical frameworks in the fields of corporate governance and strategic leadership.
  • critically evaluate major theoretical frameworks in corporate governance and strategic leadership.
  • demonstrate the successful application of knowledge gained in the fields of corporate governance and strategic leadership in an organisational setting in both domestic and international environments.
  • develop a critical understanding of their own knowledge, skills and capabilities to assume a substantive strategic leadership role within an organisation.

Curriculum content

  • The "who" and the "why" of top management teams and boards: strategic leadership, CEO succession planning, agency problem and Corporate Governance in an international context
  • Firm performance: balanced scorecard and big data
  • The "what" of TMTs and boards: strategic vision, culture, ethics and CSR
  • Human limits on strategic choice: executive orientations and issues of hubris and greed at the top
  • Neuroscience perspective on strategic decision making and implementation
  • Board composition and effectiveness: boardroom quotas, diversity and issues of director knowledge and independence
  • Top management team / board dynamics
  • Individual director contribution and performance: executive pay and power and influence at the top
  • Strategic leadership skills
  • Board directors of international joint ventures

Teaching and learning strategy

The development of the module learning outcomes is promoted through a series of teaching and learning methods. Classroom sessions typically include exercises to support lectures and relate conceptual theories to practical examples. It is a mix of interactive teaching and learning, including: lectures (in each lecture, a specific issue will be analysed and discussed); group discussions (to help students demonstrate knowledge, understanding and critical thinking of relevant aspects), role plays, multimedia sessions, case studies (to help students to develop their critical thinking as well as an awareness and understanding of specific issues). Learning is supported by suggested books, journal articles and Canvas.

Breakdown of Teaching and Learning Hours

Definitive UNISTATS Category Indicative Description Hours
Scheduled learning and teaching Lectures and workshops 32
Guided independent study 118
Total (number of credits x 10) 150

Assessment strategy

A combination of formative and summative assessment methods will be employed. Class discussions, case study analyses, role play and other group work, though not formally assessed, are essential feed forward strategies to prepare students for the final assessment and to achieve the objectives of this module, particularly the linking of theory to practice and enhancing criticality in relation to methodological and other research-related issues. Furthermore, a question and answer session concerning the assignment will be offered as part of a revision session.

The summative assessment consists of a coursework in the form of an individual assignment, where students will be asked to undertake a critical analysis of strategic leadership and corporate governance practice in relation to major theoretical frameworks and student own experiences.

Mapping of Learning Outcomes to Assessment Strategy (Indicative)

Learning Outcome Assessment Strategy
1) Demonstrate a depth of knowledge of major theoretical frameworks in the fields of corporate governance and strategic leadership. Individual coursework
2) Critically evaluate the major theoretical frameworks in corporate governance and strategic leadership. Individual coursework
3) Demonstrate the successful application of knowledge gained in the fields of corporate governance and strategic leadership in an organisational setting in both domestic and international environments. Individual coursework
4) Develop a critical understanding of their own knowledge, skills and capabilities to assume a substantive strategic leadership role within an organisation. Individual coursework

Elements of Assessment

Description of Assessment Definitive UNISTATS Categories Percentage
Individual assignment Coursework 100%
Total (to equal 100%) 100%

Achieving a pass

It IS a requirement that the major element of assessment is passed in order to achieve an overall pass for the module.

Bibliography core texts

Academic journal articles will be the key resource used in this module. No key text will be used.

Bibliography recommended reading

Useful books (latest editions):

Carter, C.B. and Lorsch, J. Back to the Drawing Board. Cambridge, Massachusetts: Harvard Business School Publishing.

Clegg, S., Carter, S., Kronberger, M. and Schweitzer, J. Strategy: Theory and Practice. London: Sage Publications.

Finkelstein, S., Hambrick, D.C., and Cannella, B. Strategic Leadership: Theory and Research on Executives, Top Management Teams, and Boards, Oxford: Oxford University Press.

Finkelstein, S., Whitehead, J, and Cambell, A. Why Good Leaders Make Bad Decisions and How to Keep it from Happening to You. Cambridge, Massachusetts: Harvard Business Press.

Hodgkinson, G.P., and Starbuck, W.H. (Eds.). The Oxford Handbook of Organizational Decision Making. Oxford: Oxford University Press

Huse, M. Boards, Governance and Value Creation: The Human Side of Corporate Governance. Cambridge: Cambridge University Press.

Kakabadse, A., and Kakabadse N. (Eds.) Global Boards: One Desire, Many Realities. Basingstoke: Palgrave Macmillan. (available as an ebook)

Leavy, B. and McKiernan, P. Strategic Leadership: Governance and Renewal. Basingstoke: Palgrave Macmillan.

Marr, B. Big Data: Using SMART Big Data, Analytics and Metrics to Make Better Decisions and Improve Performance. Chichester: John Wiley & Sons.

Rock, D. (2009). Your Brain at Work: Strategies for Overcoming Distraction, Regaining Focus, and Working Smarter All Day Long. New York: HarperBusiness.

Volbreda, H.W., Morgan, R.E., Reinmoeller, P., Hitt, M.A., Duane, R., and Hoskisson, R.E.. Competitiveness and Globalization: Concepts and Cases. Andover: Cengage Learning.

Zander, R.S, and Zander, B. The Art of Possibility: Transforming Professional and Personal Life. Cambridge MA: Harvard Business School Press

Useful journals:

Harvard Business Review

Corporate Governance: An International Review

Corporate Governance: The International Journal of Business in Society

Journal of International Business Studies

Journal of Management

Journal of Management Studies

Management Decision

Long Range Planning

Leadership Quarterly

Strategic Management Journal

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