Глобальные стратегии

2026/2027

Статус: Маго-лего

Кто читает: Департамент стратегического и международного менеджмента

Где читается: Высшая школа бизнеса

Охват аудитории: для своего кампуса

Преподаватели: Веселова Анна Сергеевна

Язык: русский

Кредиты: 6

Контактные часы: 48

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Аннотация

This course provides a comprehensive framework for formulating and implementing strategy in a multinational context. It equips students with the analytical tools to navigate the complexities of international business, including geopolitical, cultural, and institutional differences across countries. The curriculum covers the full strategic cycle: from analyzing the global competitive environment and motives for international expansion, to selecting appropriate entry modes (e.g., exports, joint ventures, M&A), configuring global value chains, and managing cross-border partnerships. Special attention is given to contemporary challenges such as digital transformation, sustainability, and geopolitical risk. Through real-world case studies, simulations, and team projects, students develop the skills to make informed strategic decisions that balance global integration with local responsiveness. The course emphasizes ethical leadership and long-term value creation, preparing participants to become reflective and responsible global strategists who can lead organizations in an increasingly interconnected and volatile world.

Цель освоения дисциплины

To equip students with the knowledge and analytical skills to formulate and execute effective global strategies. The course aims to achieve this by examining the core drivers of internationalization, the strategic choices firms face regarding industry positioning, resource allocation, and market entry, and the critical role of ethics and legitimacy in global operations, all applied through case studies and a final strategic analysis project.

Планируемые результаты обучения

Critically evaluate the major theoretical perspectives on globalization and debate the viability of full globalization versus "semiglobalization" in modern markets.
Evaluate the strategic trade-offs between first-mover and late-mover advantages, and justify optimal market-entry timing based on industry dynamics, firm resources, and institutional contexts.
Compare and contrast various modes of foreign entry (exporting, licensing, joint ventures, wholly-owned subsidiaries) and select the appropriate mode based on desired control, resource commitment, and risk tolerance.
Map and analyze Global Value Chains (GVCs) to identify value distribution along the chain (the "Smile Curve"), diagnose governance structures (captive, modular, relational, market-based), and propose resilience improvements against systemic disruptions.
Evaluate the unique challenges of international M&A (regulatory hurdles, cultural asymmetry, political risk, valuation complexity) and design comprehensive due diligence processes that extend beyond financial audits to include cultural and political risk assessments.
Critically assess the impact of contemporary trends—such as "slowbalization," geopolitical decoupling, reshoring, and rising sustainability demands—on the future architecture of global corporate strategy
Construct top-to-bottom strategic arguments using the Minto Pyramid Principle to effectively communicate actionable global strategy analyses, ensuring clarity, logical structure, and impactful stakeholder presentation.