Global Strategic Management

2024/2025

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

Instructor

Ханин Дмитрий Михайлович

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 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

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

Interim Assessment

• 2024/2025 2nd module
  0.1 * Attendance + 0.3 * Course project + 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.

Authors

• Ханин Дмитрий Михайлович