As an MBA alum from CBS, you can sign up for MBA electives and join this year's current EMBA and Full-time MBA classes. This is an oustanding opportunity to upgrade your MBA knowledge and learn with peers.

For a detailed description of each course, please read more below.

Course fee: One elective costs DKK 5000

How to sign up: Send an email to the MBA Alumni Team on contact@mba-alumni.dk. Requests are handled on a first come - first served basis.

EMBA Electives - Fall 2018:

Teaching Days:

The elective takes place Thursday, August 23 and Friday, August 24, 2018 from 8 am till 5 pm, and Saturday, August 25, 2018 from 9 am till 6 pm.

The course is 3 ECTS.

Location: CBS, Porcelænshaven 22, 2000 Frederiksberg

Aims and objectives

Corporate Governance is “the control and direction of companies” by owners, boards, regulators and stakeholders. This course introduces students to the mechanisms of governance: finding the best owner of a company, exercising active ownership, composing a competent board, balancing management and board work, designing an incentive program and so on. Students learn to assess the costs and benefits of alternative governance mechanisms – law, ownership, boards, incentives etc. - and how they can be applied in individual companies.

Course content

The course covers the theory and mechanisms of corporate governance as well as comparative systems of governance. We focus on agency problems in listed firms, how they can be mitigated by ownership, boards and other mechanisms, and how alternative governance models handle their problems. We focus in particular on board dynamics - the way boards make decisions concerning key issues like corporate strategy, CEO succession, risk management or M&A. Students learn do appreciate what a board is, how board members are selected, and how the board interacts with shareholders, company management and other constituencies. The course will deal with the issue of investor protection and international financial development, including how one may quantify investor protection. The market for corporate control will be introduced as well as the impact of takeover defences. The course ends with a discussion of the principle of comply and explain in national code – illustrated with the latest Danish evidence on corporate governance compliance. - The course builds on and extends a basic understanding of management, strategy, accounting, law and finance.

Learning goals

The aim of this course is to gain an in-depth understanding and working knowledge of corporate governance. The course will introduce the students to corporate governance issues and teach them to analyse how different corporate governance mechanisms – like ownership and board structure, legal systems and incentives – contribute to the solution of agency problems and influence corporate economic performance. Using this framework the course will then study the impact of corporate governance on corporate performance depending on company specific factors. The course will enable students to undertake a corporate governance review of an individual company including an assessment of how ownership, board structure, managerial incentives and system characteristics influence company performance.

More specifically students will (within the practical limitations of a single course):

  • Learn how to identify and analyse corporate governance (agency) problems.
  • Learn to analyse how the corporate governance of a particular company is likely to influence its economic performance. 
  • Learn to appreciate how the governance, behaviour and performance of individual companies are shaped by the governance system, in which they operate.


Teaching Style

Students will learn through a combination of pedagogic methods. Lectures combined with in-class discussion of company case studies will be based on assigned readings, i.e. a textbook and some research papers. The course will consist of lectures, classroom discussion, a case discussion, and Q&A sessions with experts from the business community. Students will give case presentations and interact with experts from the business community.

Textbook:

Steen Thomsen and Martin Conyon, Corporate Governance: Mechanisms and Systems, McGraw Hill, Copenhagen, 2012.

Additional readings:

  • A Survey of Corporate Governance, Shleifer and Vishny, Journal of Finance, 52, 2,737-783
  • Risk sharing and incentive contracts Ch. 7 in Milgrom and Roberts, Risk Sharing and Incentive Contracts
  • The law and economics of self-dealing, by Djankov et al. 2008, Journal of Financial Economics, 88, 430-465
  • The challenges of quantifying investor protection in a comparative context, European Business Organisation Law Review, 8, 369-400 by Caspar Rose
  • Plus Firm Performance and comply or explain disclosure in corporate governance, European Management Journal, 34, 3, 201-222, 2016, C. Rose


Faculty:

Professor Caspar Rose, Department of International Economics and Management, CBS

Caspar Rose (Professor (mso) since 2008) has focused extensively on corporate governance, financial markets/institutions as well as the regulation of capital markets in his research. He has published extensively in both Danish and International journals. His research is characterized as being very multi-disciplinary in nature since he relies very much on his educational background as a lawyer (cand.jur) as well as an economist (cand.merc. (fir) and Ph.D. in finance). In the coming years, Caspar Rose intends to study the dynamics of M&A's e.g. what determines the price premium offered to the target shareholders.

Caspar Rose has also practical business experience from both Dansk Industri as well as Danske Bank that has inspired him to explore research questions that also has practical relevance.


Exam information:

Exam format: Individual written exam assignment. Max. 15 pages (+ appendices). 

Hand-in date: Tuesday, September 18, 2018 at 12 noon to CBS Digital Exam (https://eksamen.cbs.dk)

Teaching Days:

The elective takes place Thursday, August 23 and Friday, August 24, 2018 from 8 am till 5 pm, and Saturday, August 25, 2018 from 9 am till 6 pm. 

The course is 3 ECTS.

Location: CBS, Porcelænshaven 22, 2000 Frederiksberg

Course description

The course Digital Platforms in Practice introduces you to the new competitive rules of the digital economy and the emergence of platform-based business models.

Digitalization is changing the conditions for businesses across industries. Based on the enabling capacities of digital technologies, new business models emerge that are no longer simply supported by digital technologies, but have digital components inseparably inscribed into their processes and value proposition. At the heart of this digital transformation rests an increased orientation towards digitally enabled platform-based business models. Platform markets comprise a large and rapidly growing share of the global economy. Ranked by market value, 60 of the world’s 100 largest corporations earn at least half of their revenue from platform markets.

This course has a relentless focus on how to translate platform thinking into action plans to innovate business. To do this, we approach digital platforms from three complimentary views. In the first day of the course, we look at platforms from an economic perspective that highlights how platforms create value both for platform owners and the organizations that builds on others’ platforms. The second day we use an organizational perspective to show how platforms form the organizing logic of an ecosystem of actors. Finally, during the third day we look at platforms as technological architectures that enable efficient innovation.

Over the three days, we will contextualize the ideas behind digital platform thinking using both international and local examples. We will expose how some of the digital giants that excel in platform-based businesses enact their strategies. The course instructors will also use their own studies of digital platform strategies in the Danish context to explain how companies such as Danske Bank, Lego and Maersk Line are now turning to digital platforms to innovate their businesses.

Learning objectives:

After completing the course, you should be able to:

  • Describe digitalization changes the rules of competition in affected industries.
  • Articulate the economic side of digital platforms as multi-sided markets.
  • Describe and evaluate approaches to establish platform leadership.
  • Identify how the technological architectures of platforms enable collective and complex innovation.
  • Distinguish the role of platforms in digital business ecosystems and formulate approaches for how to nurture ecosystems. 
  • Develop strategies for managing the platform boundaries. 

 

Pre-Course Assignment:

In preparation for the seminar, please describe to the best of your ability the approach to digitalization in a firm that you have worked for (current or past). Consider the following guiding questions:

  • What are the most important emerging technologies that may have an impact on your organization in the future? 
  • Do you have an explicit or implicit digital strategy? 
  •      If so, what does it look like?
  •      How is it organized and managed?
  • What are the main issues you are facing in relation to digitalization and how do you address them? 
  • What are the lessons learned so far?

Please upload the pre-course assignment (max 2 pages) in the student forum at Learn no later than one week prior to the first class on 23 August 2018, i.e. on 16 August 2018.


Readings:

There is no compulsory textbook. The readings are listed in the course plan. However, we suggest the following three books as introductory texts that support the course. They are good, but already slightly outdated! The digital landscape is constantly transforming, so we will update the recommended readings when necessary.

  • Platform revolution: how networked markets are transforming the economy - and how to make them work for you. Geoffrey Parker, Marshall Van Alstyne, Sangeet Paul Choudary 2016. W. W. Norton & Company
  • Platform ecosystems: aligning architecture, governance, and strategy. Amrit Tiwana 2016. Amsterdam, The Netherlands: Morgan Kaufmann.
  • Matchmakers: The New Economics of Multisided Platforms. David S. Evans, Richard Schmalensee 2016. Harvard Business Review Press.


Faculty:

Associate Professor Jonas Hedman, Department of Digitalization, CBS

Jonas Hedman (jhe.digi@cbs.dk) is Associate Professor at Department of Digitalization, Copenhagen Business School. In his research, he explores how digitalization transforms businesses and society. Hedman’s particular empirical focus is the FinTech sector and how technological innovations such as open-api, electronic identification, smart money and block chain shapes the sector. He is also studying the digital transformation of business models in various industries such as sports and software. In terms of research output, he has published more than hundred 

academic articles in leading journals, has co-organized several academic conferences and serves as an associate editor for three journals.

Hedman has collaborated with several international firms and organization, including Ericsson, SAP, Saxo Bank, Danske Bank, Nets, Visma, FC Bayern Munich, and Riksbanken. He is involved in the greater society including Copenhagen Fintech Lab and Finans IT. He has more than ten years of experience from case-based teaching in subjects related to business model development.

Associate Professor Stefan Henningsson, Department of Digitalization, CBS
Stefan Henningsson (sh.digi@cbs.dk) is Associate Professor at Department of Digitalization, Copenhagen Business School. His research relates to the strategic and managerial dimensions of digital technologies in contexts of internal and external innovation. Henningsson has published more than hundred academic articles in leading journals, has co-organized several academic conferences and serve as an associate editor for Information Systems Journal. In terms of research productivity, Henningsson is currently ranked #23 in the world in the discipline of Information Systems, as measured by publications in top journals during the last three years.

Henningsson has done collaborative research with international firms such as Cisco Systems, SAP, AON Hewitt, Heineken and Siemens. In Denmark, he has researched growth initiatives and the related digital transformations in both entrepreneurial start-ups and mature companies, including Nordea, Danske Bank, Arla, Lego, Danisco, Saxo Bank and Maersk Line. He is a member of the Danish IT Association’s council for IT strategy and leadership. He has more than ten years of experience from interactive, case-based teaching of IT management and strategy.

 

Exam information

Exam format: Individual written assignment. Max 15 pages (+ appendices)
Exam Hand-in date: Tuesday, September 18, 2018 at 12 noon to CBS Digital Exam (https://eksamen.cbs.dk)

Teaching days

The elective takes place Thursday, August 23 and Friday, August 24, 2018 from 8 am till 5 pm, and Saturday, August 25, 2018 from 9 am till 6 pm.

The course is 3 ECTS.

Location: CBS, Porcelænshaven 22, 2000 Frederiksberg

Course description:

Leading change and nurturing organizational transformation is a key ingredient to innovation and value generation, let alone organizational agility and prosperity.

At the backdrop of pervasive digital disruption and the changing nature of work, gaining solid insights into the mechanics of organizational transformation and obtaining the right tools for managing change have become critical for one’s ability to mitigating risks and leveraging on emerging opportunities to benefit the enterprise.

Building on insights from research and practice, the course offers theories, models, and frameworks for understanding and managing change in the context of organizations and workplace settings. The course touches upon the triggers and dynamics of change, the leadership and facilitation of organizational change and development, and the reactions and responses of people to change. Specifically, the course highlights topics such as organizational transformation, resistance to change, coping with and making sense of change, serious games to facilitate change, nurturing change agents, the new nature and future of work, change platforms, and cultivating generative agile organizations.

The course emphasizes the possibilities in developing organizational settings in which people are able to flourish and where beneficial business activities can emerge. Participants are invited to go beyond the perhaps dominant notion of top-down managed change and explore the potential of bottom-up transformation that aims to enhance organizational agility and prosperity from any organizational position, regardless of rank or capacity.

Learning Objectives:

At the end of the course, the participant should be able to:

  • Identify and describe the prevalent change management and organizational transformation issues in today’s organizations. 
  • Discuss and reflect upon the use of different theoretical perspectives for understanding and leading change in organizations. 
  • Apply the theoretical perspectives presented in the course to the analysis of a change management case. 
  • Make recommendations about the planning and management of organizational change initiatives.

 

Teaching Methods:

The course is based on thematic lectures, guided discussions, mini workshops, guest lectures, and student presentations. The class meetings are interactive and provide participants with a space for ongoing engagement and knowledge exchange that contextualizes the theory in practice and the lived experience of the participants. Among other tools and frameworks, the course will feature a change simulation game and the Appreciative Inquiry Summit methodology that can further the ability of the participants to master and lead organizational change and business transformation. We are looking forward to the successful fourth round of the course.

Pre-Course Assignment:

In preparation for the seminar, please describe to the best of your ability a case of an organizational change in which you were involved. Consider the following guiding questions:

  • How would you characterize the change initiative (e.g., triggers, scope, duration, people involved)? 
  • How was the change initiative managed? 
  • What were the challenges encountered and how were they addressed? 
  • What were the lessons learned? 

Please upload the case description (max 2 pages) in the student forum at Learn no later than one week prior to the first class on 23 August 2018, i.e. on 16 August 2018.

Readings:

To be advised.


Faculty:

Professor Michel Avital, Department of Digitalization, Copenhagen Business School

Michel Avital is Microsoft Chair and Professor of IT Management in Copenhagen Business School and a Visiting Professor in the applied research institute Viktoria ICT, Gothenburg, Sweden. Digital innovation and digital entrepreneurship is the leitmotif of Michel's work that focuses on examining the crossroads of information, technology, and people. Building on alternative genres and especially positive modalities of inquiry, his research focuses on technology and organization with an emphasis on the social aspects of information technologies. He has published four books and over 100 articles on topics such as sharing economy, big data, open data, open design, generative design, creativity, innovation, green IT and sustainable value. He is an editorial board member of nine leading IS journals and serves in various organizing capacities in major international conferences on organization studies and management information systems. Further information: www.cbs.dk/en/staff/mavitm

Professor Tina Blegind Jensen, Department of Digitalization, Copenhagen Business School

Tina Blegind Jensen is Professor mso of Information Systems at Copenhagen Business School. Her research focuses on organizational and managerial issues of information systems with a particular interest in the dynamics between people and technology. She has published articles in leading journals and frequently presents her work in major conferences on topics such as sense making practices, institutional structures, information infrastructures, identity, healthcare information systems, and organizations. Tina serves as Program Coordinator of BSc in Business Administration and Information Systems and as the Chair of the Study Board for Business Administration, Information Systems and Information Management. At Copenhagen Business School, Tina teaches mainly in the MSc and BSc programs of Information Systems. Since 2009, Tina has taught Change Management and IT Project Management in the Executive Program at Aarhus University. Further information: www.cbs.dk/en/staff/tbjitm


Exam information:

Exam format: Individual take-home written exam assignment. Max. 15 pages, to be uploaded to CBS Digital Exam

Hand-in date: Tuesday, September 18, 2018 at 12 noon to CBS Digital Exam (https://eksamen.cbs.dk)