Global Strategic Management

Master 2023/2024

Type: Compulsory course (Master in International Management)

Area of studies: Management

Delivered by: Department of Strategic and International Management

Where: Graduate School of Business

When: 1 year, 2, 3 module

Mode of studies: offline

Open to: students of one campus

Instructors: Ханин Дмитрий Михайлович

Master’s programme: Международный менеджмент

Language: English

ECTS credits: 6

Contact hours: 48

Full 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 companies, 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; 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.

Expected Learning Outcomes

develop an understanding of how businesses can operate effectively in the global context;
learn to work productively in multi-cultural teams;
develop problem-solving skills and learn how to make strategic decisions
learn the reasons for companies’ failure due to their ineffective global strategies;
develop analytical skills through class discussions and case analysis;
learn how to present and articulate their ideas, write reports, and respond to opponents.

Course Contents

1. Strategizing Around the Globe
2. Managing Industry Competition
3. Leveraging Resources and Capabilities
4. Emphasizing Institutions, Cultures, and Ethics
5. Growing and Internationalizing the Entrepreneurial Firm
6. Entering Foreign Markets
7. Making Strategic Alliances and Networks Work
8. Managing Competitive Dynamics
9. Diversifying and Managing Acquisitions Globally
10. Strategizing, Structuring, and Innovating Around the World
11. Governing the Corporation Globally
12. Strategizing on Corporate Social Responsibility

Assessment Elements

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. Written part of the project: 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).
Final Exam
The exam will include case analysis. The case will be presented at the exam.
Team presentation
Team presentation of the project.
Attendance
Attendance
Participation
Participation.

Interim Assessment

2023/2024 3rd module
0.1 * Attendance + 0.2 * Course project + 0.3 * Course project + 0.3 * Final Exam + 0.3 * Final Exam + 0.2 * Participation + 0.1 * Team presentation

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
Collis, D. J., & Montgomery, C. A. (2008). Competing on Resources. Harvard Business Review, 86(7/8), 140–150. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=32709010
Dawar, N., & Frost, T. (1999). Competing with GIANTS. Harvard Business Review, 77(2), 119–129.
Farrell, D. (2004). BEYOND OFFSHORING: Assess Your Company’s Global Potential. Harvard Business Review, 82(12), 82–90.
Hamel, G., Doz, Y. L., & Prahalad, C. K. (1989). Collaborate with Your Competitors——and Win. Harvard Business Review, 67(1), 133–139.
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.
Östman, P. (2011). When Minor Ventures Matter : Aligning the strategies of a small business with the needs of humanitarian organizations on a global market.
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
Porter, M. E. (2001). Strategy and the Internet. Harvard Business Review, 79(3), 62–78.
Porter, M. E. (2008). The Five Competitive Forces That Shape Strategy. Harvard Business Review, 86(1), 78–93. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=28000138

Recommended Additional Bibliography

Birkinshaw, J., & Fry, N. (1998). Subsidiary Initiatives to Develop New Markets. Sloan Management Review, 39(3), 51–61.
D’Aveni, R. A. (2002). Competitive Pressure Systems. MIT Sloan Management Review, 44(1), 39–49.
Mallette, F., & Goddard, J. (2018). Why Companies Are Using M&A to Transform Themselves, Not Just to Grow. Harvard Business Review Digital Articles, 2–5.
MARTIN, R. L. (2016). M&A: The One Thing You Need to Get Right. Harvard Business Review, 94(6), 42–48.
Oxman, J. A., & Smith, B. D. (2003). The Limits of Structural Change. MIT Sloan Management Review, 45(1), 77–82.

Course Syllabus