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National University of Singapore
Managing Business Networks (BMA5125)
Semester 3 (1st six-week session) 2013-2014 AY
Time: MW, 6-9:30pm. First class: Monday, May 12, 2014.
Location: TBA
Instructor: James R. Lincoln, BIZ-1 6-46 Mochtar Riady Building.
Email: [email protected]
Tel.: 6156-3154
Course Description
This is a course in the design, management, and leadership of networks. It will examine a variety of
business-related networks. These include entrepreneurial networks of resource providers and alliance
partners; networks of communication and coordination within established organizations; supply chain and
marketing channel networks; informal networks in and outside organizations that confer influence and
advance careers; and cross-border networks for doing business globally.
Managing in the contemporary global economy is much more about managing networks than managing
hierarchical organizations through fixed chains of command. Both within and between organizations, the
paths to productivity, innovation, and success lie in astute networking. Network management and leadership
demand different capabilities from those required to run a single firm or division within it. Communication,
persuasion, collaboration, negotiation, emotional intelligence, flexibility, trust-building, reciprocity, and
responsiveness are all essential networking skills. Yet network management demands more than “soft”
interpersonal and leadership skills. Given the complexity of business networks today, the technical tools of
network analysis can be helpful as well. A well-developed science of social networks now exists. Managers
should learn to use that science in engineering and leading their business networks for superior performance.
We will approach the problem of managing networks from two perspectives, “up” and “down.” “Up” refers
to your vantage point as an individual actor, crafting your personal network, positioning yourself within it,
and leveraging it for professional advantage and success. “Down” is your vantage point as an executive
charged with responsibility for the functioning and success of the network as a whole; for example, within a
division or functional area or a supply chain or distribution system.
NOTE: This is NOT a course about information technology although IT tools for interpersonal and
interorganizational networking will at times be discussed.
Learning objectives
The course is intended to provide students with:
1. An intuitive grasp and appreciation of the meaning of ‘network’ and ‘networking’ and the
pervasiveness and importance of networks in many areas of contemporary global business.
2. Skills at analyzing concrete network situations, assessing network strengths and weaknesses, and
reengineering and reorienting those networks accordingly.
3. A recognition that many of the fundamental problems and functional areas of management – leadership,
culture, human resources, structure, production, supply and distribution, marketing, R&D,
entrepreneurship – require attention to the design and leadership of networks.
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Format of class meetings
Class meetings will include lecture, discussion, exercises, videos, student presentations, and guest
speakers. The mix will vary from class to class. Most class sessions will discuss at least one case.
Cold-calling: I will occasionally cold-call people to ensure active participation by all.
Email: Check your NUS mailbox regularly, and to also read the announcements, updates and other
materials uploaded to the IVLE.
Name plates: Please be sure to bring these to every class! Particularly in the early weeks it will facilitate
discussion and getting to know one another.
Electronic device policy: Unless I announce beforehand that a laptop or other device will be used in an
exercise or simulation, all electronic devices must be turned off and stored out of sight during class time.
Readings and other learning materials
There is no textbook for this course. Readings will consist of business cases, clippings from the business
press, and articles and chapters from practitioner-oriented and academic journals. Some readings will be
placed on e-reserve for students to download. Others will be assembled in an e-reader that students are
expected to purchase.
This course will use IVLE as a platform for access to learning materials. Some readings, PowerPoint slides
from lecture, other materials, assignments and announcements will be posted there. It is your responsibility to
check IVLE regularly for announcements and new postings.
Course requirements
You will be evaluated on three types of work: (a) participation in the class (40%); (b) a case write-up and
presentation (10%); and (c) a final paper (50%)
1. Participation (40%)
Attendance is prerequisite to participation. I will therefore take attendance at the beginning of each class.
Every student is allowed one (1) absence during the term, whatever the reason. All further absences will
count against the student’s overall participation grade. Nonetheless, please inform me before class if you
know you will be absent.
It is essential that students come to every class having read and prepared to discuss the assigned material.
Much of the value of a course such as this lies in the quality of the in-class discussions. Discussions
provide you with the opportunity to practice speaking, persuasion, and listening skills.
Your preparation for and participation in case discussions are particularly important and will heavily
influence your participation grade.
Quality of participation counts more than quantity. High-quality participation involves knowing when to
speak and when to listen. Comments that are repetitive, take up “airtime” without adding value, and are
disrespectful of others are not helpful and will be evaluated negatively. Still, don’t be shy about saying
things! Getting good at discussion takes practice. I’ll let you know if your comments need work.
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Quality also includes: (1) thoughtful analysis that draws on course material and discussion; (2) plausible
and feasible recommendations based on those analyses; (3) insightful and constructive critiques of others’
contributions; (4) use of perspectives and ideas from other courses and your own professional experience.
We will sometimes devote class time to individual and team exercises and other assignments. I may not
announce these in advance. They will be evaluated and count toward your participation grade.
2. Case study write-up (10%)
Over the course of the term, each student will do a written assessment of one case. It should include:
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A brief summary of the salient facts of the case.
Analysis and explanation. Assessment of the cause-and-effect relations driving outcomes.
Noting and interpreting how the case relates to other course materials and to your experience.
Your recommendations based on clear rationales for how the issues posed should be resolved.
Your write-up should be no more than 4 double-spaced pages and is due no later than noon of the day
before the class meeting at which the case will be discussed. Your write-up will be made available for
download from IVLE by other students in the class.
You will make a short in-class presentation of your write-up at the start of our discussion of the case.
On the first day of class, I will request from each of you a list of your preferred case write-ups based on
date and topic. In assigning cases for write-ups will take your preferences into account as best I can.
3. Final paper (50%)
The term paper assignment is to do an analysis of a professional network that you are now participating in,
have previously participated in, or are planning to participate in. I will provide detailed information on
the assignment in class. Your paper should address the following questions:
a. Describe the network you will study. It might be a network of employees within your present or
past organization. It might be a professional or entrepreneurial network outside your organization.
It might be a supply, distribution, or alliance network that includes your organization.
b. Analyze the structure of the network: e.g., its connectivity, clustering, or breadth. (You might
graph the network using the tools in UCINET). Discuss how that structure influences the
network’s effectiveness; e.g., in terms of communication efficiency, cooperation and
coordination, decision-making speed and quality, and support of teamwork, morale, and culture.
c. Analyze your position in the network: Are you an isolate, embedded in a cluster, a broker or
bridge, a central actor? BE CANDID. There’s no point or value in portraying yourself as a major
player if it’s not really true. Does your position in the network affect how you do your job, your
collaborations with others, your ability to get things done, your stress level? What sources of
network power and influence will you need to be effective? How will you go about getting them?
d. What changes in the network would make it and you more effective? Why? How would you (and
your team) go about making those changes? Make sure that your recommendations for network
change are based on solid analysis and are realistic and feasible.
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Final papers should be in MS Word format, double-spaced, 12-point font, one-inch margins, and no
longer than 10 pages. The paper is due June 21 as an IVLE student assignment submission. Your
grade will reflect the breadth and depth of your interpretation and analysis, your creativity and insights,
and the effectiveness and feasibility of your solutions. Penalties will be exacted for papers that exceed the
length limit and/or are late.
Course Schedule
(Note: Readings to be be added)
Module
1
1
2
2
Date
M 12 May
Topics
Introduction to the course. Basic concepts and tools of network analysis.
W 14 May
Networks, power, and politics. Increasing your influence as a network player. Designing
networks that moderate conflict and facilitating decision-making.
Designing organizations and networks. From hierarchy, segmentation, and rules to
networked, flat, spontaneous, and flexible designs.
Teams or networks or combinations of the two? Is network the new teamwork?
Leaders as networkers. The old view of leadership: all about the individual leader.
The new view: empower others to lead as well as follow. In a well-designed network
everyone’s a leader-follower-helper.
Culture, knowledge, and networks. Informal networks as the foundation for
organizational culture. Dysfunctional cultures and the networks that support them.
Achieving culture change through network change.
Business networks in the global economy. Networks in the absence of developed
markets. MNC’s as networks. Managing geographically dispersed networks.
Business networks in emerging economies. Guanxi, keiretsu, and other “Asian”
network forms. Ethical issues in doing business in network-based economies.
Innovation, learning, and networks. Strategic alliances and technology clusters. Open
(network-based) versus closed (in-house) innovation.
Entrepreneurial networks. Social capital as a critical input. An entrepreneur without a
network is a fish without water. The network structure of venture capital.
HR networks. Networks and your career. Leveraging internal and external networks
in recruiting, incenting, allocating, promoting, evaluating, and releasing employees.
Networks and marketing. Word-of-mouth (“buzz”) and contagion marketing.
Targeting opinion leaders. Network effects on value and pricing.
***Term Papers Due***
M 19 May
W 21 May
M 26 May
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W 28 May
3
4
4
5
5
6
6
M 2 June
W 4 June
M 9 June
W 11 June
M 16 June
W 18 June
Sat 21 June
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