Бакалавриат 2020/2021

Глобальная стратегия

Статус: Курс обязательный (Управление бизнесом)

Направление: 38.03.02. Менеджмент

Кто читает: Департамент стратегического и международного менеджмента

Где читается: Высшая школа бизнеса

Когда читается: 3-й курс, 4 модуль

Формат изучения: без онлайн-курса

Язык: английский

Кредиты: 3

Контактные часы: 30

Course Syllabus

Abstract

Conducting business in today’s environment entails crossing national borders and, more generally, engaging in business activities in multiple countries that are very different from one another. Understanding the key strategic opportunities and challenges associated with undertaking global business activity and developing skills in this area have become essential requirements for success for future managers. This module, the Global Strategy, introduces the key concepts, frameworks and principles needed to formulate and implement successful global strategies. It is designed to provide students with the knowledge, skills and business judgement required to create, sustain, and renew competitive advantage within a global context. The course examines strategy from both the developed and developing countries’ perspectives and creates the platform for discussing strategy formulation in the post-COVID environment.

Learning Objectives

• The course focuses on the development of skills to understand the issues faced by organizations in operating in international markets. Students will develop an understanding of the conceptual frameworks that clarify the relationships between policies and domestic and global strategies. They will also have the opportunity as a team project to develop a consultancy report that focuses on a key strategic decision facing senior management involved in entering an overseas market for the first time; or expanding existing operations into a new foreign market as part of a corporate strategy. They will develop an understanding of the constraints and advantages in developing a new overseas market and managing existing offshore operations with new challenges. This course analyses how multinational firms leverage their capabilities and competencies to create competitive advantages in international markets. Topics include assessing foreign markets attractiveness; understanding the impact of differences in legal, socio-cultural, political, technological and economic regimes, evaluating international political and economic risks, building and operating global networks, including entry mode choice, understanding how managers design organisational architecture and implement internal control mechanisms; and assessing the challenges of global citizenship, ethical behaviour and corporate social responsibility for international business.

Expected Learning Outcomes

• Students will apply their understanding of theories and conceptual frameworks to explain why and how firms internationalize
• Students will apply their understanding of what determines the success of firms with regard to competitive, corporate and non-market strategies in the global business environment
• Apply the conceptual frameworks learned in this course in a real-life learning project that comprises an analysis of international economic, institutional and market environments, an assessment of the internal resources and capabilities of the chosen firm, the formulation of a foreign market entry and an international marketing strategy
• Students will clearly present and unambiguously communicate the main issues of international business to both specialist and non-specialist audiences, in writing
• Students will develop well-reasoned arguments about current debates in global strategy, such as ethical dilemmas, CSR, business from and in emerging economies and post-COVID business environment, among others
• Students will collaborate in and lead/undertake responsibilities in international and space-distributed teams to solve team-level disputes
• Students will acquire knowledge and develop skills independently, creating the basis for the self-directed and autonomous life-long learning

Course Contents

• Lecture 1: Introduction: strategy and globalization
  Course structure and introduction – strategy definitions and fundamentals – globalization forces and antecedents – strategy in the globalized marketplace
• Lecture 2: Resources and Capabilities and Strategy
  Resource-based market competition – relationship between international expansion and performance, competitive advantage and forms of value creation – resource-focused theoretical perspectives
• Lecture 3: National institutions and Strategy
  Institutional environment – economic, legal and political national differences – institutional theorizing in strategy – impact of institutions on strategy (institutional distance, institutional duality, liability of foreignness and outsidership)
• Lecture 4: MNC strategies for the ‘global village’
  Drivers of internationalisation – international business strategies – antecedents, components and business outcomes – organisational structure configurations – managerial behavior in global organisations
• Lecture 5: Strategic Contests from Emerging Markets
  Rise of Emerging Markets (EMs) - competition from EMs – multinationals from EMs (EMNCs) – strategies of EMNCs - risks and liabilities of EMNCs – future of emerging markets
• Consultation 1: Mid-point assessment consultation
  Assessment structure – completing the outcomes-based learning assessment (SOLO, Bloom) – developing strategy-related research culture – analysis of previous cases – Q&A
• Lecture 6: Entry mode choices
  Market entry considerations – variety of foreign market entry (low-, medium-, and high-control modes) – economic and political dimensions of entry mode decisions
• Practical 1: Netflix Goes to Bollywood
• Lecture 7: Collaborative corporate strategies
  Coordination across organizational boundaries – antecedents and implications for performance – theoretical underpinning of collaboration – organisational structure configurations – issues of trust and opportunities
• Lecture 8: Strategy and Corporate Social Responsibility (CSR)
  Social value creation – ethics – corporate greening - MNC and human rights – responsible global value chains – strategies for CSR
• Lecture 9: Lobbying and Corporate Political Action
  Fundamentals of the non-market competition – forms of political action – lobbying and corruption
• Lecture 10: Technology and strategy
  Role of technology in strategy-making – typology of technological innovation – national innovation systems (NIS) – exploration, exploitation and ambidexterity – open source- and platform-based business models
• Lecture 11: The post-covid business strategy
  High-reliability strategy-making - global value chains (GVCs) in the post-Covid period – future of work and employment – distributed organizational strategy, structure and production
• Practical 2: US senators call for TikTok investigation
• Consultation 2: Exam revision session
  Assessment structure – material revision – completing the outcomes-based learning assessment (SOLO, Bloom) – Q&A

Assessment Elements

• Mid-point assessment – Group consultancy report
• Multiple-Choice Questions (MCQ)
• Exam (Take-home 24h exam based on open-ended questions)

Interim Assessment

• Interim assessment (4 module)
  0.5 * Exam (Take-home 24h exam based on open-ended questions) + 0.4 * Mid-point assessment – Group consultancy report + 0.1 * Multiple-Choice Questions (MCQ)

Bibliography

Recommended Core Bibliography

• Barney, J. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), 99. https://doi.org/10.1177/014920639101700108
• Collins, J. C., & Porras, J. I. (1996). Building Your Company’s Vision. Harvard Business Review, 74(5), 65–77.
• Cote, C., Estrin, S., Meyer, K. E., & Shapiro, D. (2020). Covid-19 and the dynamics of distance in international business.
• Frynas, J. G., Child, J., & Tarba, S. Y. (2017). Non-market Social and Political Strategies - New Integrative Approaches and Interdisciplinary Borrowings. British Journal of Management, 28(4), 559–574. https://doi.org/10.1111/1467-8551.12253
• Henderson, R. M., & Clark, K. B. (1990). Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms. Administrative Science Quarterly, 35(1), 9–30. https://doi.org/10.2307/2393549
• Jasper J. Hotho, & Torben Pedersen. (2012). Beyond the ‘Rules of the Game’: Three Institutional Approaches and How They Matter for International Business. Chapters.
• Luo, Y., Zhang, H., & Bu, J. (2019). Developed country MNEs investing in developing economies: Progress and prospect. Journal of International Business Studies, 50(4), 633–667. https://doi.org/10.1057/s41267-019-00230-y
• Mahmood, I. P., Zhu, H., & Zajac, E. J. (2011). Where can capabilities come from? network ties and capability acquisition in business groups. Strategic Management Journal (John Wiley & Sons, Inc.), 32(8), 820–848. https://doi.org/10.1002/smj.911
• Markman, G. D., Gianiodis, P., Tyge Payne, G., Tucci, C., Filatotchev, I., Kotha, R., & Gedajlovic, E. (2019). The Who, Where, What, How and When of Market Entry. Journal of Management Studies (John Wiley & Sons, Inc.), 56(7), 1241–1259. https://doi.org/10.1111/joms.12448
• Meyer, K. E., & Estrin, S. (2014). Local Context and Global Strategy: Extending the Integration Responsiveness Framework to Subsidiary Strategy. Global Strategy Journal, 4(1), 1–19. https://doi.org/10.1111/j.2042-5805.2013.01071.x
• Teece, D. J. (2020). Fundamental Issues in Strategy: Time to Reassess? Strategic Management Review, 1, 103. https://doi.org/10.1561/111.00000005

Recommended Additional Bibliography

• Aguilera, R. V., & Grøgaard, B. (2019). The dubious role of institutions in international business: A road forward. Journal of International Business Studies, 50(1), 20–35. https://doi.org/10.1057/s41267-018-0201-5
• Castro, A., Phillips, N., & Ansari, S. (2020). Corporate Corruption: A Review and an Agenda for Future Research. Academy of Management Annals, 14(2), 935–968. https://doi.org/10.5465/annals.2018.0156
• Contractor, F. J. (2021). The world economy will need even more globalization in the post-pandemic 2021 decade. J Int Bus Stud. https://doi.org/10.1057/s41267-020-00394-y
• DELIOS, A., PERCHTHOLD, G., & CAPRI, A. (2021). Cohesion, COVID-19 and contemporary challenges to globalization. Research Collection Lee Kong Chian School Of Business.
• Ireland, R. D., Hitt, M. A., & Vaidyanath, D. (2002). Alliance Management as a Source of Competitive Advantage. Journal of Management, 28(3), 413–446. https://doi.org/10.1177/014920630202800308
• Kale, P., & Singh, H. (2009). Managing Strategic Alliances: What Do We Know Now, and Where Do We Go From Here? Academy of Management Perspectives, 23(3), 45–62. https://doi.org/10.5465/AMP.2009.43479263
• Katzenbach, J. (2009). The Discipline of Teams: Vol. [Academic Subscription]. Harvard Business Review Press.
• Klaus E. Meyer, Mike Wright, & Sarika Pruthi. (2009). Managing knowledge in foreign entry strategies: a resource‐based analysis. Strategic Management Journal, 5, 557. https://doi.org/10.1002/smj.756
• Kretschmer, T., Leiponen, A., Schilling, M., & Vasudeva, G. (2020). Platform ecosystems as meta‐organizations: Implications for platform strategies. Strategic Management Journal ; ISSN 0143-2095 1097-0266. https://doi.org/10.1002/smj.3250
• Mathews, J. (2006). Dragon multinationals: New players in 21st century globalization. Asia Pacific Journal of Management, 23(1), 5–27. https://doi.org/10.1007/s10490-006-6113-0
• Mintzberg, H., & Waters, J. A. (1985). Of Strategies, Deliberate and Emergent. Strategic Management Journal (John Wiley & Sons, Inc.), 6(3), 257–272. https://doi.org/10.1002/smj.4250060306
• Porter, M. E., & Kramer, M. R. (2006). Strategy & Society: The Link Between Competitive Advantage and Corporate Social Responsibility. Harvard Business Review, 84(12), 78–92. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=23081414
• Puck, J., Lawton, T., & Mohr, A. (2018). The Corporate Political Activity of MNCs: Taking Stock and Moving Forward. Management International Review (MIR), 58(5), 663–673. https://doi.org/10.1007/s11575-018-0364-0
• Scott L. Newbert. (2008). Value, rareness, competitive advantage, and performance: a conceptual‐level empirical investigation of the resource‐based view of the firm. Strategic Management Journal, 7, 745. https://doi.org/10.1002/smj.686
• The construct of institutional distance through the lens of different institutional perspectives: Review, analysis, and recommendations. (2020). Journal of International Business Studies, 51(4). https://doi.org/10.1057/s41267-019-00294-w
• Wang, C. L., & Ahmed, P. K. (2007). Dynamic capabilities: A review and research agenda. International Journal of Management Reviews, 9(1), 31–51. https://doi.org/10.1111/j.1468-2370.2007.00201.x
• Witt, M. A. (2019). De-globalization: Theories, predictions, and opportunities for international business research. Journal of International Business Studies, 50(7), 1053–1077. https://doi.org/10.1057/s41267-019-00219-7