OIMS 2020 Syllabus (learn PDF

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Download OIMS 2020 Syllabus (learn PDF

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LUISS Organizational Issues in Marketing & Sales Fabian Homberg Associate Professor HRM & OB Academic Year 2019/20 Key Contacts Professor

Teaching Assistant

Dr. Fabian Homberg

Iftekhar Karim

Phone: Email:

+39 06 85798517 [email protected]

n/a [email protected]

Office Hours

Wednesdays: 10.00 – 11.00 Thursdays: 14.30 – 15.30 or upon request agreed via email

upon request

Course Description Organizations are complex entities, and understanding their inner workings takes more than memorizing ready-made recipes. Using insights from a variety of theoretical approaches, the course intends to equip students with the ability to develop inferences about organizational issues relevant for the management of marketing divisions and sales forces. The course will expose students to different research traditions and real-world cases reflecting analytic and pragmatic approaches to solving business problems.

Prerequisites There are no prerequisites for this course. Learning Objectives Upon completion of this course, students should be able to: 1. Compare and contrast various designs and structures in the organization of the marketing function within multinational firms. 2. Understand coordination issues and identifying mechanisms to address them 3. Develop awareness and understanding of organizational life, especially in a marketing/sales environment 4. Understand and apply people management practices in marketing/sales environments 5. Manage new product development and organizational change processes

Readings As this is an “Issues in..”- course we cover a wide variety of topics that is usually not available in a single textbook. Hence, all required readings will be made available through the learning platform (learn.luiss.it) and are indicated in the provisional schedule below. Students are expected to do at least two readings per week, e.g. one article and one case, in order to be sufficiently prepared for the lectures and case discussions.

Teaching Approach Classes will be run by using a number of different formats: lectures, exercises, case discussions and team presentations to provide a mix of theory and hands-on problem solving to a variety of organizational issues in marketing. Students are asked to read carefully class materials beforehand in order to take part in class discussions. Practice parts are focused on the discussion of relevant studies, in-class activities or cases: students will be challenged to apply principles, concepts, and frameworks to real organisational challenges. Each student will be expected to provide insightful and convincing arguments concerning the cases and articles. Students are expected to attend regularly to the course. No compensatory work will be given for an absence. The class discussion is going to be guided by the inputs provided by students through their active involvement, by which we mean that for each session (but the first one), students are expected to: 1. Before each session, study the material – usually one/two papers and / or case studies – suggested in the reading list; 2. During the session, actively discuss papers/cases. Evaluation The grade is based on a written exam (100%). The students will also have the chance of receiving up to 2 points of bonus points for “in-class challenges” which will be communicated during the teaching sessions (and not through the electronic learning environment). Bonus points can be used up to the point at which the next iteration of the teaching starts (i.e. February 2021). Additional Exam information The exam will last 1 hour and will consist of two blocks. Block A is a set of short questions (but not multiple-choice questions) and Block B will be a list of essay type questions from which you have to select two. Block A accounts for 10 points and Block B for 20 points (i.e. 10 points for each essay). There will be no bonus questions on the exam itself. Suitable mock exercises will be provided in the teaching sessions.

Provisional Schedule & readings (maybe subject to minor changes): Week 1

Introduction to Organizations * why are organizations important? * what are organization design & organization behavior? * for session 2 please prepare the Wildfire Case (see learning platform) Required Readings: Session 1

•

Chapter 1 in Martin/ Fellenz (2017). Organizational Behaviour and Management Chapter 1. “Why do organizations exist?”

•

Reminder on basic organizational forms: Chapter 10 Organizational Structure & Design in Robbins,S.P. & Coulter, M. (2005). Management, Location: Prentice Hall International

Session 2

Week 2

•

Case: Wildfire

•

Burton R. M., Obel B. & Håkonsson D. D. (2015). How to get the Matrix Organization to Work. Journal of Organization Design, 4(3), 37-45.

Principles of Organization Design: Authority, Coordination and Control Required Readings: Session 3

•

Frost, J., Osterloh, M., Weibel, A. 2010. Transactional and Transformational Solutions. Organizational Dynamics, Vol. 39 (2), 126– 136.

Session 4

• •

Case to be communicated and shared in class Donaldson, L., & Joffe, G. (2014). Fit-the key to organizational design. Journal of Organization Design, 3(3), 38-45.

Optional:

•

Week 3

Burton, R. M., & Obel, B. (2018). The science of organizational design: fit between structure and coordination. Journal of Organization Design, 7(1), 5

Employer Branding, Attraction & Selection Required Readings:

Session 5

•

Theurer, C. P., Tumasjan, A., Welpe, I. M., & Lievens, F. (2018). Employer branding: a brand equity‐based literature review and research agenda. International Journal of Management Reviews, 20(1), 155-179.

•

Asseburg, J., Homberg, F. and Vogel, R. (2018). Recruitment messaging, environmental fit and public service motivation: Experimental evidence on intentions to apply for public sector jobs. International Journal of Public Sector Management, 31(6), 689-709.

Session 6

• Week 4

Material distributed in-class (Selection)

Decision Making Required Readings: Session 7

•

Hire & Fire activity – material distributed in class

Session 8

Week 5

•

Case distributed in class

•

Courtney, H., Lovallo, D. & Clarke, C. (November 2013). Deciding how to decide. Harvard Business Review, Vol. 91 Issue 11: 62 – 70.

•

Kahneman, D., Lovallo, D., & Sibony, O. (2011). Before you make that big decision. Harvard business review, 89(6), 50-60.

No lectures – remote task * details of the remote task will be communicated in through the learning platform and the week before

Week 6

Motivation issues for the management of sales forces Required Readings: Session 9

•

Kuvaas, B., Buch, R., Gagné, M., Dysvik, A., & Forest, J. (2016). Do you get what you pay for? Sales incentives and implications for motivation and changes in turnover intention and work effort. Motivation and Emotion, 40(5), 667-680.

•

Frey, B. S., Homberg, F., & Osterloh, M. (2013). Organizational control systems and pay-for-performance in the public service. Organization studies, 34(7), 949-972.

Session 10

Case activity communicated through the learning platform or distributed in class

• Week 7

Midterm week – no lectures

Week 8

Managing new product and service development

Required Readings: Session 11 – product development

•

O'Reilly III, C. A., & Tushman, M. L. (2011). Organizational ambidexterity in action: How managers explore and exploit. California management review, 53(4), 5-22.

•

In-class activities

Session 12 – service development

Week 9

•

Koskela-Huotari, K., Edvardsson, B., Jonas, J. M., Sörhammar, D., & Witell, L. (2016). Innovation in service ecosystems—Breaking, making, and maintaining institutionalized rules of resource integration. Journal of Business Research, 69(8), 2964-2971.

•

Case: Marquee Nightclub

Managing Organizational Change Required Readings Session 13

•

Burke, W. W. (2013). Organization change: Theory and practice. London: Sage Publications. Chapter 5, “The nature of organization change”, pp. 72-98

•

Case Sticker Shock

Session 14

Case to be communicated through learning platform

• Week 10

Ethics, organizations and prices Session 15

•

Guest Talk - tbc

Session 16 •

LV Case

Optional

•

Week 11

Schoeneborn, D., & Homberg, F. (2018). Goffman’s return to Las Vegas: Studying corruption as social interaction. Journal of Business Ethics, 151(1), 37-54.

Work-Life Balance, Well-being, Stress and Safety Required Reading: Session 17

•

Walsh, L. C., Boehm, J. K., & Lyubomirsky, S. (2018). Does happiness promote career success? Revisiting the evidence. Journal of Career Assessment, 26(2), 199-219.

•

Oswald, A., & Torres, N. (2020). Advertising Makes Us Unhappy. Harvard Business Review, 98(1), 32–33

Session 18

•

Bakker, A. B., & Demerouti, E. (2017). Job demands–resources theory: Taking stock and looking forward. Journal of Occupational Health Psychology, 22(3), 273.

Optional

•

Week 12

Underlying the Oswald & Torres (2020) interview is this full paper: Michel, C., Sovinsky, M., Proto, E., & Oswald, A. J. (2019). Advertising as a Major Source of Human Dissatisfaction: Cross-National Evidence on One Million Europeans. In The Economics of Happiness (pp. 217-239). Springer, Cham.

Organizational Communication Required Readings Session 19

•

Raina, R., & Roebuck, D. B. (2016). Exploring cultural influence on managerial communication in relationship to job satisfaction, organizational commitment, and the employees’ propensity to leave in the insurance sector of India. International Journal of Business Communication, 53(1), 97-130.

Session 20 Week 13

• Case to be communicated through learning platform Wrap-up Week Session 23

•

discussion of a current topic will be covered

Session 24

•

exam preparation

*************** Final Note**************** If you have further questions in relation to this course please contact us anytime at [email protected] or [email protected] If you do not get a reply within 24 hours, send a reminder (We do not miss many emails, but we are human so it may happen….). Thanks for your understanding.

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