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Магистратура 2020/2021

Глобальный стратегический менеджмент

Лучший по критерию «Полезность курса для Вашей будущей карьеры»
Лучший по критерию «Полезность курса для расширения кругозора и разностороннего развития»
Лучший по критерию «Новизна полученных знаний»
Направление: 38.04.02. Менеджмент
Когда читается: 1-й курс, 1, 2 модуль
Формат изучения: без онлайн-курса
Охват аудитории: для своего кампуса
Прогр. обучения: Международный менеджмент
Язык: английский
Кредиты: 6

Course Syllabus

Abstract

The course addresses a wide variety of environmental and organizational aspects which, when considered overall, help us to understand why some organizations thrive and others struggle in the global marketplace. The types of questions that we address are: • Why do firms go abroad? What motivates them? • What differentiates a global from a multi-domestic industry? • What potential roles can foreign subsidiaries play within MNCs? • Why and when do/should MNEs engage in cross-border alliances and acquisitions? • How do companies ensure coordination between the headquarters and its subsidiaries, and among subsidiaries? • How do companies manage strategic initiatives? • What is the role of subsidiary general managers (“country managers”)? • How can a market entry be planned?
Learning Objectives

Learning Objectives

  • The course addresses a wide variety of environmental and organizational aspects which, when considered overall, help us to understand why some organizations thrive and others struggle in the global marketplace.
Expected Learning Outcomes

Expected Learning Outcomes

  • Key Skills: Students on completion of the course will possess: • The ability to rapidly structure ideas both as individuals and as members of a team. • The ability to research material related to companies and business context under pressure of tight deadlines. • Organizational abilities in relation to teamwork including presentation and report writing skills.
Course Contents

Course Contents

  • The course addresses a wide variety of environmental and organizational aspects which, when considered overall, help us to understand why some organizations thrive and others struggle in the global marketplace.
    The types of questions that we address are: • Why do firms go abroad? What motivates them? • What differentiates a global from a multi-domestic industry? • What potential roles can foreign subsidiaries play within MNCs? • Why and when do/should MNEs engage in cross-border alliances and acquisitions? • How do companies ensure coordination between the headquarters and its subsidiaries, and among subsidiaries? • How do companies manage strategic initiatives? • What is the role of subsidiary general managers (“country managers”)? • How can a market entry be planned?
Assessment Elements

Assessment Elements

  • non-blocking Students will be assessed on: 1. Their knowledge of the content domain of Global Strategy. 2. Thei
  • non-blocking Students will be assessed on: 1. Their knowledge of the content domain of Global Strategy. 2. Thei
Interim Assessment

Interim Assessment

  • Interim assessment (2 module)
    The final grade will be based on the following elements: 1. CESIM Management simulation (30%) 2. Team Level (20%): Classroom case work and discussion 3. Individual Level (50%): Final Exam
Bibliography

Bibliography

Recommended Core Bibliography

  • Beamish, P. W., & Lupton, N. C. (2009). Managing Joint Ventures. Academy of Management Perspectives, 23(2), 75–94. https://doi.org/10.5465/AMP.2009.39985542
  • Birkinshaw, J., & Fry, N. (1998). Subsidiary Initiatives to Develop New Markets. Sloan Management Review, 39(3), 51–61.
  • Farrell, D. (2004). BEYOND OFFSHORING: Assess Your Company’s Global Potential. Harvard Business Review, 82(12), 82–90.
  • Harvard Business Review, Michael E. Porter, W. Chan Kim, & Renée A. Mauborgne. (2011). HBR’s 10 Must Reads on Strategy (including Featured Article “What Is Strategy?” by Michael E. Porter): Vol. [Academic Subscription]. Harvard Business Review Press.
  • Parise, S., & Casher, A. (2003). Alliance portfolios: Designing and managing your network of business-partner relationships. Academy of Management Executive, 17(4), 25–39. https://doi.org/10.5465/AME.2003.11851824

Recommended Additional Bibliography

  • D’Aveni, R. A. (2002). Competitive Pressure Systems. MIT Sloan Management Review, 44(1), 39–49.