Global Strategic Management

2020/2021

Academic Year

ENG

Instruction in English

6

ECTS credits

Delivered at:

Department of Strategic and International Management

Course type:

Compulsory course

When:

1 year, 1, 2 module

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

• 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

• 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

• 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

• Students will be assessed on: 1. Their knowledge of the content domain of Global Strategy. 2. Thei
• Students will be assessed on: 1. Their knowledge of the content domain of Global Strategy. 2. Thei

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

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.