Бакалавриат
2026/2027
Глобальные стратегии
Статус:
Курс обязательный (Международный бизнес)
Где читается:
Высшая школа бизнеса
Когда читается:
4-й курс, 1 модуль
Охват аудитории:
для своего кампуса
Язык:
английский
Кредиты:
3
Контактные часы:
30
Course Syllabus
Learning Objectives
- 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.
Expected Learning Outcomes
- Critically evaluate the major theoretical perspectives on globalization and debate the viability of full globalization versus "semiglobalization" in modern markets.
- Apply the AAA Triangle framework to analyze how multinational corporations create and capture value across borders.
- Diagnose strategic failures in foreign market adaptation by analyzing the four components of a business model using real-world case evidence.
- Distinguish between Location-Specific Advantages (LSAs), Firm-Specific Advantages (FSAs), and Network Advantages to comprehensively assess a firm's competitive positioning in foreign 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.
- Assess the "liability of foreignness" and identify critical cultural, administrative, geographic, and economic (CAGE) distances that influence foreign market selection and strategic adaptation.
- 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.
- Analyze the pace and pattern of internationalization by contrasting the gradual Uppsala Model with the rapid Born-Global paradigm, justifying different sequencing strategies.
- Apply the Bartlett and Ghoshal framework to classify multinational strategies and use the Three Horizons Model to balance current core business performance with long-term international growth opportunities.
- 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.
- Explain "Global Factory" concept and evaluate how lead firms orchestrate "fine-sliced" global activities to optimize for cost, innovation, and strategic control.
- Diagnose organizational and managerial failures in global corporations and recommend structural, cultural, and decision-making reforms to overcome internal tribalism, bureaucracy, and strategic paralysis.
- Apply the "5 Whys" framework to rigorously pressure-test the strategic rationale behind cross-border acquisitions, distinguishing between genuine value-creation and financially engineered deals.
- 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.
- Design an appropriate Post-Merger Integration (PMI) approach (Absorption, Symbiosis, or Preservation) aligned with the deal's strategic rationale, incorporating a 100-day plan and cultural intelligence strategies to prevent talent drain and integration paralysis.
- 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.
Course Contents
- 1. Introduction: The Global Enterprise
- 2. Analyzing the Global Environment
- 3. Market Entry and Expansion Strategies
- 4. Managing the Global Corporation
- 5. M&A as a Global Strategy
- 6. Special Topics and Synthesis
Interim Assessment
- 2026/2027 1st module0.5 * Exam + 0.2 * Group project + 0.2 * Group assignment + 0.1 * Attendance
Bibliography
Recommended Core Bibliography
- 9780300268898 - Shannon K. O'Neil - The Globalization Myth : Why Regions Matter - 2022 - Yale University Press - https://search.ebscohost.com/login.aspx?direct=true&db=nlebk&AN=3373708 - nlebk - 3373708
- Cavusgil, S. T., Knight, G. A., & Riesenberger, J. R. (2017). International Business: The New Realities, Global Edition (Vol. Global edition). Boston: Pearson. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1419679
- Pearce, R. D. (2017). The Development of International Business : A Narrative of Theory and Practice. Edward Elgar Publishing.
Recommended Additional Bibliography
- Arte, et al 2023, Sustainable International Business:Smart Strategies for Business and Society, Springer Nature, ChamAvailable
- Griffin, R. W., Pustay, M. W. (2019). International Business: a Managerial Perspective. Global Edition, Pearson Education Limited.