Patrick Tinguely: Katalogdaten im Herbstsemester 2022 |
| Name | Herr Dr. Patrick Tinguely |
| Adresse | Strateg. Management und Innovation ETH Zürich, WEV H 312 Weinbergstr. 56/58 8092 Zürich SWITZERLAND |
| ptinguely@ethz.ch | |
| Departement | Management, Technologie und Ökonomie |
| Beziehung | Dozent |
| Nummer | Titel | ECTS | Umfang | Dozierende | |||||||||||||||||||||||||||||
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| 351-0778-00L | Discovering Management Entry level course in management for BSc, MSc and PHD students at all levels not belonging to D-MTEC. This course can be complemented with Discovering Management (Excercises) 351-0778-01. | 3 KP | 3G | B. Clarysse, S. Brusoni, F. Da Conceição Barata, H. Franke, V. Hoffmann, P. Tinguely, L. P. T. Vandeweghe | |||||||||||||||||||||||||||||
| Kurzbeschreibung | Discovering Management offers an introduction to the field of business management and entrepreneurship for engineers and natural scientists. By taking this course, students will enhance their understanding of management principles and the tasks that entrepreneurs and managers deal with. The course consists of theory and practice sessions, presented by a set of area specialists at D-MTEC. | ||||||||||||||||||||||||||||||||
| Lernziel | The general objective of Discovering Management is to introduce students into the field of business management and entrepreneurship. In particular, the aims of the course are to: (1) broaden understanding of management principles and frameworks (2) advance insights into the sources of corporate and entrepreneurial success (3) develop skills to apply this knowledge to real-life managerial problems The course will help students to successfully take on managerial and entrepreneurial responsibilities in their careers and / or appreciate the challenges that entrepreneurs and managers deal with. | ||||||||||||||||||||||||||||||||
| Inhalt | The course consists of a set of theory and practice sessions, which will be taught on a weekly basis. The course will cover business management knowledge in corporate as well as entrepreneurial contexts. The course consists of three blocks of theory and practice sessions: Discovering Strategic Management, Discovering Innovation Management, and Discovering HR and Operations Management. Each block consists of two or three theory sessions, followed by one practice session where you will apply the theory to a case. The theory sessions will follow a "lecture-style" approach and be presented by an area specialist within D-MTEC. Practical examples and case studies will bring the theoretical content to life. The practice sessions will introduce you to some real-life examples of managerial or entrepreneurial challenges. During the practice sessions, we will discuss these challenges in depth and guide your thinking through team coaching. Through small group work, you will develop analyses of each of the cases. Each group will also submit a "pitch" with a clear recommendation for one of the selected cases. The theory sessions will be assessed via a multiple choice exam. | ||||||||||||||||||||||||||||||||
| Skript | All course materials (readings, slides, videos, and worksheets) will be made available to inscribed course participants through Moodle. These course materials will form the point of departure for the lectures, class discussions and team work. | ||||||||||||||||||||||||||||||||
Geförderte Kompetenzen |
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| 363-0404-00L | Industry and Competitive Analysis  Due to didactic reasons originating from the group-work based approach, the number of participants is limited to 30. First come first served by order of enrollment in myStudies. Experience in statistical analysis with tools such as SPSS or equivalents is an advantage. | 3 KP | 3G | P. Tinguely | |||||||||||||||||||||||||||||
| Kurzbeschreibung | Industry and Competitive Analysis (ICA) is an essential part of any strategic management process. It contains a very practical set of methods to quickly gain a good grasp of an industry. The purpose of ICA is to understand factors that impact the financial performance of an industry and of firms within that industry, thereby enabling firms to develop effective competitive strategies. | ||||||||||||||||||||||||||||||||
| Lernziel | Goals of the course • Students will develop an in-depth understanding of how the structure of an industry impacts both industry-level and firm-level performance • Students will develop practical skills in analyzing industries and firms within them • Students will gain a broad understanding of the impact of digitalization on various industries and develop an in-depth understanding of (at least) one chosen industry • Students will improve the analytical skills needed to successfully compete in the digital age | ||||||||||||||||||||||||||||||||
| Inhalt | Industry and Competitive Analysis (ICA) is an essential part of any strategic management process in firms and other organizations. It contains a very practical set of methods to quickly gain a good grasp of an industry, be it pharmaceuticals, information and communication technology, professional services, or even the beer industry. The purpose of ICA is to understand factors that influence the performance of an industry and firms within that industry. Developing such understanding supports firms in developing effective competitive strategies. As the world witnesses tremendous development in digital technologies, many industries are in the midst of transitioning from analogue to digital business models. Digitalization is radically changing what firms produce and the way they organize their business activities. To adapt to these changes, practitioners and scholars alike need a more advanced set of analytical tools to understand the constantly-changing industries. That is why we have developed our course as ICA 2.0, which provides state-of-the-art tools to gain an updated picture of various industries before and after their digital transformation. In this course, we will study theoretical frameworks, examine evidence from empirical research, and benefit from experience shared by our guest speakers. The course is organized as a combination of lectures, case studies, and tutored group work involving the selection and analysis of industries, analysis and development of strategies for selected firms, and presentation of results. Grades: 50% paper/industry report (group) 50% final presentation (group) | ||||||||||||||||||||||||||||||||
| Literatur | This course is built upon a management classic (Competitive Strategy: Techniques for Analyzing Industries and Competitors by Porter, 2004). We also draw from more recent research findings and practitioner-oriented strategy research. Readings associated with each lecture should be done before the lecture day. To access the journal articles listed below, you have to be within the ETH domain (either directly connected to the ETH network within ETH or using VPN). PDF versions of the Harvard Business Review articles are only available via the class Moodle. Competitive strategy • Chapter 2 of Porter (2004) • Porter, M. E. (1996). What is strategy. Harvard Business Review. 74 (6): 61-78. • Case study: Southwest Airlines Industry Dynamics • Chapter 3 of Porter (2004) • Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard Business Review. 86(1): 78-93. • Case study: Southwest Airlines Strategic groups & firm membership • Short, J. C., David J. K., Timothy B. P., & Tomas M. H. (2007). Firm, strategic group, and industry influences on performance. Strategic Management Journal, 28: 147-167. • Harrigan, K. R. (1985). An application of clustering for strategic group analysis. Strategic Management Journal, 6(1), 55-73. ICA in the Digital Age • Adner, R., Puranam, P., & Zhu, F. (2019). What Is Different About Digital Strategy? From Quantitative to Qualitative Change. Strategy Science, 4(4), 253-261. • Porter, Michael E., and James E. Heppelmann. (2015) "How Smart, Connected Products Are Transforming Companies." Harvard Business Review 93 (10): 97–114. . • Kim, E., Nam, D. I., & Stimpert, J. L. (2004). The applicability of Porter’s generic strategies in the digital age: assumptions, conjectures, and suggestions. Journal of management, 30(5), 569-589. • Davenport, T. H. (2006). Competing on analytics. Harvard business review, 84(1), 98. Opportunities & Resources • Alvarez, S. A., Barney, J. B., Anderson, P. (2013). Forming and Exploiting Opportunities: The Implications of Discovery and Creation Processes for Entrepreneurial and Organizational Research. Organization Science, 24(1), 301-317 Competitive Analysis • Chen, H., Chiang, R. H., & Storey, V. C. (2012). Business Intelligence and Analytics: From Big Data to Big Impact. MIS quarterly, 36(4), 1165-1188 | ||||||||||||||||||||||||||||||||
| Voraussetzungen / Besonderes | Due to high intensity of the tutoring format, the number of students is limited to 30. Students will be accepted according to the order of enrollment in myStudies. Exchange students can register by sending an e-mail to sherath@ethz.ch if facing problems with registration to myStudies. Registration will be handled individually, case by case. E-mails that are sent before the starting date of registration to myStudies will not be accepted. An electronic confirmation of the registration will be sent out shortly before the start of the semester, which contains an access link to the Moodle page of the course (readings, resources for group works, group assignment). Note that class participation is important. Students should make sure that they can attend each weekly lecture prior to registration. | ||||||||||||||||||||||||||||||||
| Geförderte Kompetenzen |
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