American Express:Bank 2.0

CASE STUDY ASSIGNMENTS and Rubric: (assignments 1 & 2) 10 points each

The application of key Strategic Management concepts will be explored and students will be required to analyze case studies. The answers are usually not in the cases or the textbook. You must use the facts in the case and the concepts in the book to draw conclusions and make recommendations. The case studies are a great learning tool since they will help improve your understanding of the concepts and strengthen your critical reasoning skills. An effective case analysis process has 6 primary steps (text C-5).

Step 1 – gaining familiarity (1.6 pts)	a.in general – determine who, what, how, where, & when (the critical facts of the case). b. in detail -identify the places, persons, activities and context of the situation. c. recognize the degree of certainty/uncertainty of acquired performance
Step 2 – Recognizing symptoms (1.6 pts)	a.list all indicators including stated ‘problems’ that something is no as expected or as desired b. Ensure that symptoms are not assumed to be the problem (symptoms should lead to identification of the problem
Step 3- Identifying goals (1.6 pts)	a. identify critical statements by major parties (e.g., people, groups, the work unit and so on) b. list all goals of the major parties that exist or can be reasonably inferred
Step 4 – Conducting the analysis (1.6 pts)	a. decide which ideas, models, and theories seem useful b. apply these conceptual tools to the situation c.as new information is revealed, cycle back to the sub- steps a and b
Step 5- Making the diagnosis (1.8 pts)	a. identify predicaments (goal inconsistencies) b. identify problems (discrepancies between goals and performance

	c. prioritize predicaments/problems regarding timing, importance and so on
Step 6 – Doing the action	a. specify and prioritize the criteria used to choose
planning	action alternatives
(1.8pts)	b. discover or invent feasible action alternatives c. examine the probable consequences of action alternatives d. select a course of action e. design an implementation plan/schedule f. create a plan for assessing the action to be implemented

Required Texts:

Hitt, M.A., Ireland, R.D., & Hoskissson, R.E. (2015) (12e). Strategic management: Competitiveness & globalization.

Adair, J. (2010). Strategic leadership: How to think and plan strategically and provide direction. Philadelphia: Kogan Press. ISBN: 978-0-7494-6203-1

Recommended/Supplementary Readings:

Bartlett, C. A., & Ghoshal, S. (1994). Changing the role of top management: Beyond strategy to purpose. Harvard Business Review. November-December: 70-88.

Bishop, P., & Hines, A. (2006) Thinking about the future: Guidelines for strategic foresight. Washington, DC: Social Technologies.

Bhagat, R. S., Kedia, B. L., Harveston, P. D., & Triandis, H. C. (2002). Cultural variations in the cross-border transfer of organizational knowledge: An integrative framework. Academy of Management Review, 27(2): 204-221.

Dean, T. J., Brown, R. L., & Bamford, C. E. (1998). Differences in large and small firm

responses to environmental context: Strategic implications from a comparative analysis of business formations. Strategic Management Journal, 19:709-728.

Dess, G. G., Lumpkin, G. T., Eisner, A. B., & McNamara, G. (2013). Strategic management:

Creating competitive advantages, (7th Ed). New York: McGraw-Hill International.

.

Ghemawat, P. (2007). Redefining global strategy: Crossing borders in a world where

differences still matter. Boston: Harvard Business School Press

Hill, C. W. L., & Jones, G. R. (2008). Strategic management: An integrated approach, (8th ed). New York: Houghton Mifflin.

Hitt, M. A., Freeman, R. E., & Harrison, J. S. (Eds.) (2001). Handbook of strategic management. Malden, MA: Blackwell.

McCann, J. (2004). Organizational effectiveness: Changing concepts for changing environments. Human Resource Planning, 27(1), 42-50.

Marcus, A. (2009). Strategic foresight: A new look at scenarios. New York: Palgrave MacMillan.

Monks, R., & Minow, N. (2001). Corporate governance (2nd ed.) Makden, MA: Blackwell. Porter, M. E. 1996. What is strategy? Harvard Business Review 74 (6):61-78.

Powell, T. C. 2003. Varieties of competitive parities. Strategic Management Journal, 24(1):61-86.

Stabell, C. B., & Fjeldstad, O. D. (1998). Configuring value for competitive advantage: On chains, shops, and networks. Strategic Management Journal, 19:413-437.