The MGS Blog

Monday, April 23, 2018

Seminar: Proudly Made in Africa (PMIA)

Guest lecture by Dr David Nyaluke - Proudly Made in Africa (PMIA) Fellow in Business and Development. David's seminar covers emerging business, entrepreneurship, social enterprise and digital transformation in Africa. The "Value Chain Exercise" role-play illustrates some of the challenges and opportunities making Africa attractive for business. He touches on the potential for IT and business process outsourcing in African countries.
Lesson plan
  1. Key transformations making Africa attractive for Business, including technology development, use of mobile phone, M-pesa for mobile money transfers (search term).
  2. Identify and elaborate on the major challenges and opportunities for outsourcing in Africa.
  3. Role play the "Value Chain Exercise". 





The classroom discussion tapped into students' personal knowledge and experiences from visiting and working in African countries. The value-chain exercise exposes assumptions about the steps in a supply chain with producers from countries in Africa asking what is the value produced at each exchange and how might we reconfigure/redesign these systems?

The seminars took place at 10am Tuesday 24th April, N203, at the UCD Smurfit Graduate School of Business and also at 6pm Tuesday 24th April N303, at the UCD Smurfit Graduate School of Business. Interactive sessions were videoed.








Tuesday, April 17, 2018

Writing prompts - exercises

A productive search query on Google Scholar is (link)
A productive search query on Scopus is (link)
A productive search query on Web of Science is (link)

There is a gap in the literature on...

This research is important because...

The audience for my paper is...

I was puzzled by...

I didn't expect to find...

Thursday, April 12, 2018

A note on presentations...

You are expected to create your own original speech, text, media content. You are encouraged to use as much of your own visual/graphical material as possible. You can of course include some elements sourced elsewhere (subject to license) as background or linking pieces, e.g. diagrams, music etc. but this should only be used for illustration or if justified for artistic balance.

Tuesday, April 10, 2018

Session 10 activities

KierĂ¡n Cox from the NSAI (National Standards Authority Ireland) delivered a seminar on standards and their role in product design and market making. Key terms: metrology, standardization, conformity, assessment. 
Where do standards fit within the EU Single Market strategy? A standard specifies: how a product should be made (fundamental standard); what materials can be used; functionality, performance, structure; test criteria (test methods); guidance and good practice (management system standards).
While 'standards' do not necessarily mean universal the best examples of the success of standards is when they become universal. Uniformity enables best performance and makes cost savings across manufacture through to usage, expands the size and value of markets through standardised interoperability or compatibility between devices/systems/etc. There is a tension between a standard versus standardisation. Standards may become a technical barrier to trade, yet standards confer benefits to consumers.
RAPEX is the EU rapid alert system to prevent or restrict the marketing or use of products posing a serious risk to the health and saftey of consumers.
https://ec.europa.eu/consumers/consumers_safety/safety_products/rapex/alerts
ISO 9001:2015 standard for quality management systems
ISO 27001:2013 information security management systems
ISO 14001:2015 standard for environmental management
ISO 2600 social responsibility guidance

Session 10 Reading for Discussion
Reading: Kelly, S. & Noonan, C. (2008) Anxiety and psychological security in offshoring relationships: the role and development of trust as emotional commitment. Journal of Information Technology, 23, 232–248.
Article analysis
Thumbnail story of the case (not the theory or discussion or literature)
The situation is... yes and...
From pp 244-245 (discussion and conclusions) Highlight the contribution of this article
From pp 237-244 (research approach) 
Highlight the key insight (quote) - and a backup key quote (or more).

Session 10 Case: Celtic Tiger, Chinese Dragon
The concepts in play - negotiated culture, professional culture, corporate culture, national culture.
Hofstedian cross-cultural comparison tool : (link and link) for comparisons of aggregate scores of national (country level) characteristics.


What is Culture?

The danger with cultural comparison is the resort to stereotypes, assuming all members of a group share exactly the same attitudes and beliefs to the same detail and extent. Hofstedian analysis makes for entertaining armchair discussion but offers a poor basis for personal judgement. The quantification of such measures is also inherently problematic as the dimensions of culture are not objectively determined, measurable nor commensurate with each other even if they can be agreed on.

Culture is thought of as a collective concept where a group of people share distinctive values, symbols and norms. Geert Hofstede (link) has made a science out of comparisons that aggregate stereotypes of culture as national (country level) properties. Simply put, he positions culture as a set of properties, that collectively constitute a typical national character and typical behaviour.

How tenable are a quantified measures of: power distance, individualism, masculinity/femininity, uncertainty avoidance, and long term orientation? In what ways is it valid to aggregate measures of PDI, IDV, MFM, UNA, and LTO at the level of the nation state? For example how can reported measures of IDV=20 and LTO=0 for Albania be justified? (link).

What is the basis for comparing (data obtained how? public perception, individual self-reporting?) results from one country with another? If Hofstedian cross-cultural comparison is taken as an authoritative framework for informing action with people from other cultures, what are the consequences? For example: as an Australian who has lived in Ireland for 20 years, Japan for 1, and the UK for 2; how should I modify my behaviour towards a Bulgarian who has lived in Sweden for 4 years, and Ireland for 6 years? What if I manage a team of software engineers from (variously) Bulgaria, India, Pakistan, England, Scotland, Ireland, Mongolia, USA, and Ireland?

Tuesday, April 3, 2018

Session 9 activities

Session 9 Case: Managing Global Local
https://managingglobalsourcing.blogspot.ie/2011/01/managing-global-local.html

Thumbnail story of the case: the situation is... yes and...
Small group discuss and debrief list of: situation, issues, challenges
Small group discuss and debrief list of: recommendations, remedy, suggestions
Talk to Declan in the first person "Declan, how is...?" "Declan, do you...?" "Declan, I think you should consider..."

Session 9 Reading for Discussion
Vlaar et al. (2008) Cocreating Understanding and Value in Distributed Work: How members of onsite and offshore vendor teams Give, make, demand, and break sense. MIS Quarterly, 32/2, pp. 227-255
Article analysis
Thumbnail story of the case (not the theory or discussion or literature): the situation is... yes and...
Highlight the one key quote (in your opinion) - and a backup key quote (or more).
Prompts for discussion:
What is surprising about the case?
"I was puzzled by..."
What did I learn?
Why bother doing distributed virtual development?
Similarities between the research article and the mini-case...
The deeply radical conclusion of this article is...
A comment on gender breakdown of interviewees/respondents.
Content versus context
Impact of hierarchical and status barriers