Бакалавриат 2023/2024

Глобальная стратегия

Лучший по критерию «Полезность курса для расширения кругозора и разностороннего развития»

Лучший по критерию «Новизна полученных знаний»

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, 2 модуль

Формат изучения: без онлайн-курса

Охват аудитории: для всех кампусов НИУ ВШЭ

Преподаватели: Айрапетян Диана Ареновна, Ханин Дмитрий Михайлович

Язык: английский

Кредиты: 5

Контактные часы: 50

Course Syllabus

Abstract

This course examines how companies build and implement their global strategies as they enter foreign markets and interact with foreign companies operating in their domestic markets. We will analyze how businesses, around the globe, strategize, and operate in a competitive industry environment; build and leverage their resources, and capabilities; analyze institutions, cultures and ethics of foreign countries and learn how to function effectively within a specific institutional space; create strategic alliances and networks; diversify and manage acquisitions globally; and govern global corporations.

Learning Objectives

• The course will help students understand how companies create and ameliorate their global strategy, internationalize, grow, and thrive in diverse institutional environments while dealing with strong competitive pressures and seeking to improve their structure, operations, and corporate governance. Students will learn how to conduct industry analysis, resources and capabilities analysis, identify effective vs. ineffective strategies for creating alliances and networks, making acquisitions, growing and internationalizing entrepreneurial ventures. In addition, they will learn to apply stakeholder analysis to implement the principles of social responsibility in different types of businesses and learn to assess and satisfy shareholder demands. All these subjects will be examined in the global context of developed and developing countries.

Expected Learning Outcomes

• develop a good understanding of how businesses can operate effectively in the global context;
• develop problem-solving skills and learn how to make strategic decisions involving global contexts and diverse institutional environments;
• learn the reasons for companies’ success or failure due to their effective or ineffective global strategies including such areas as building alliances and networks, making acquisitions, growing entrepreneurial ventures, and creating and managing MNEs;
• learn how to present and articulate their ideas, write reports, and respond to opponents and critiques;

Course Contents

• Lecture 1. Strategizing around the globe
• Lecture 2. Managing industry competition
• Lecture 3. Leveraging resources and capabilities
• Lecture 4. Emphasizing institutions, cultures, and ethics
• Lecture 5. Growing and Internationalizing the Entrepreneurial Firm
• Lecture 6. Entering foreign markets
• Lecture 7. S Making strategic alliances and networks work
• Lecture 8. Managing competitive dynamics
• Lecture 9. Diversifying and Managing Acquisitions Globally
• Lecture 10. Strategizing, Structuring, and Innovating Around the World
• Lecture 12. Strategizing on Corporate Global Responsibility
• Lecture 11. Governing the Corporation Globally

Assessment Elements

• Final Exam
  Multiple-choice and essay questions.
• Course project
  Students will break into teams and examine a company of their choice involved in international operations using the guidelines that will be provided by the instructor. Every student is responsible for writing a certain section of the project (while normally the team will receive the same grade, students whose sections are substantially inferior in quality compared to the rest of the team, will be graded individually).
• Team presentation
  Group presentation.
• Attendance
  Lesson Attendance.
• Participation
  Participation.
• Business case analyses
  Cases are included in the textbook (the instructor will email cases to students to facilitate access). A summary of the cases or cases assigned is required on the day of the seminar.

Interim Assessment

• 2023/2024 2nd module
  0.1 * Attendance + 0.2 * Business case analyses + 0.3 * Course project + 0.2 * Final Exam + 0.1 * Participation + 0.1 * Team presentation

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
• 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

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

Authors

• KNATKO Dmitrii Mikhailovich