Бакалавриат 2022/2023

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: 4-й курс, 1, 2 модуль

Формат изучения: без онлайн-курса

Охват аудитории: для всех кампусов НИУ ВШЭ

Преподаватели: Галкина Анастасия Олеговна, Панферов Кирилл Андреевич

Язык: английский

Кредиты: 5

Контактные часы: 50

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 economically, politically, and culturally 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 business strategy. 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 and in the view of the heightened global geo-political risks.

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 organizational architecture and implement internal control mechanisms; and assessing the challenges of global citizenship, ethical behavior and corporate social responsibility for international business.

Expected Learning Outcomes

• 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 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
• 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

Course Contents

• Lecture 1: Introduction: strategy and globalization
• Lecture 2: Resources and Capabilities and Strategy
• Lecture 3: National institutions and Strategy
• Lecture 4: MNC strategies for the ‘global village’
• Lecture 5: Strategic Contests from Emerging Markets
• Lecture 6: Organizational entry mode choices
• Lecture 7: Strategy and Corporate Social Responsibility (CSR)
• Lecture 8: Lobbying and Corporate Political Action
• Lecture 9: State as a strategist
• Lecture 10: Collaborative corporate strategies
• Lecture 11: Technology and strategy
• Lecture 12: Strategy at times of economic nationalism and patriotism
• Lecture 13: Strategy in post-Pandemic and de-globalization business environment
• Final presentation consultation

Assessment Elements

• Mid-point assessment – Group written report
  • Due date: 5 pm, 04 November 2022. • Consultation session will be held on 08 October 2022.
• Continuous Multiple-Choice Questions-based tests
  Tests will be conducted in class on the following dates. Results will be released by the following lecture date. • Date 1: 12 November 2022 (dedicated to material covered in lectures 7,8 and 9) • Date 2: 26 November 2022 (dedicated to material covered in lectures 10,11 and 12)
• End-of module group presentations
  • Due date: 5 pm, 08 December 2022. • Presentations will be held in class on 10 December 2022 • Consultation session will be held on 26 October 2022.

Interim Assessment

• 2022/2023 2nd module
  0.4 * End-of module group presentations + 0.2 * Continuous Multiple-Choice Questions-based tests + 0.4 * Mid-point assessment – Group written report

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
• 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
• 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
• 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
• 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