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2012/2013  BA-OBA  Global Strategic Management (GSM)

English Title
Global Strategic Management (GSM)

Course information

Language English
Exam ECTS 7.5 ECTS
Type Elective
Level Bachelor
Duration One Semester
Course period Autumn
Week 36-46

Teaching: Preferably Wednesday 13:30-16:05 (note that Kai would like to teach this the same day as his K72 class.)
Time Table Please see course schedule at e-Campus
Max. participants 60
Study board
Study Board for BSc og MSc in Business, Language and Culture, BSc
Course coordinator
  • Kai Hockerts - Department of Intercultural Communication and Management
  • Oana Brindusa Albu - Department of Intercultural Communication and Management
Maja Dueholm (md.ikl)
Main Category of the Course
  • Globalization, International Business, markets and studies
  • Corporate and Business Strategy
Last updated on 13-08-2012
Learning objectives
At the end of the course students should be able to:
  • Discuss the differences between I/O View, Resource-based View, and Dynamic Capabilities within the context of globalization
  • Explain how these strategic perspectives link to a firm’s profitable growth
  • Define which variables impact a firm’s business in the global market place
  • Specify the strengths and weaknesses of alternative theoretical frameworks explaining the distinctive challenges that managing a multinational enterprise pose.
  • Apply these theories to the analysis of global business competition in a wide range of case studies
A basic understanding of organizational behavior and corporate strategy is an advantage, but not a precondition for participation
PC-based 4-hour open-book exam
PC-based 4-hour open-book exam:
Type of test Written Exam
Marking scale 7-step scale
Second examiner Second internal examiner
Exam period Autumn Term, Needs to be early since we have many international students who prefer early exams (i.e. week 49)
Aids Open Book, Written Aid is permitted
Duration 4 Hours

Note that we need an exam room with printer access since international students cannot bring their own printer.
Prerequisites for attending the exam
PC-based 4-hour open-book exam
Course content

The purpose of the course is to develop an understanding of business strategies in a global context. The class will start from the notion of competitive advantage (I/O View, Resource-Based View, Dynamic Capabilities) and will discuss how firms select their strategies in a global context. It will go on to explore how globalization strategies are implemented in different industries. The second part of the course will discuss the role of front line managers (leadership and organizational culture), the rationale for global alliances, and the international differences in corporate governance and ethics

The course puts students in into the position of managers having to select corporate and business-level strategies in a globalized context. They will learn to apply basic manage­ment theories to strategizing in global multinational companies (MNCs).

Teaching methods
Student workload
Teaching 24 hours
Expected literature
Main Text Book used:
Other articles used:
  • Porter, Michael. 1986. Changing Patterns of International Competition. California Management Review, 28(2).
  • Porter, M. 2008. The five competitive forces that shape strategy. HBR, vol. 86 issue 1, pp.78-93,.
  • Barney, Jay B. 1991. Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1): 99-121
  • Rindova, V. P. and Fombrun, C. J. (1999) ‘Constructing Competitive Advantage: The Role of Firm-Constituent Interactions’, Strategic Management Journal 20: 691–710.
  • Teece, David J., & Pisano, Gary. 1994. The Dynamic Capabilities of Firms: an Introduction. Industrial & Corporate Change, 3(3): 537-557.
  • Eisenhardt, Kathleen M., & Martin, Jeffrey A. 2000. Dynamic Capabilities: What are they? Strategic Management Journal, 21(10/11): 1105-1122.
  • Kim, W. Chan, & Mauborgne, Renee A. 1993. Making Global Strategies Work. Sloan Management Review, 34(3): 11-27.
  • Das, Gurcharan. 1993. Local memoirs of a global manager. Harvard Business Review, 71(2): 38-47.
  • Fleming, Peter (forthcoming). Chapter 2: ‘Mainlining’ Life into Dead Labour. pp.1-6
  • Bleeke, Joel, & Ernst, David. 1992. The way to win in cross-border alliances. McKinsey Quarterly(1): 113-133.
  • Christensen, L.T. (2002) "Corporate communication: the challenge of transparency", Corporate Communications: An International Journal, Vol. 7 Iss: 3, pp.162 – 168
  • Lunheim, R. 2005. Confessions of a Corporate Window Dresser.  Leading Perspectives.  Summer 2005. pp. 6-7
  • Freeman, E., and Auster, E. (forthcoming). Values, Authenticity and Responsible Leadership, Journal of Business Ethics
  • Porter, M. E., & Kramer, M. R. (2011). Creating Shared Value. Harvard Business Review, 89(1/2), 62-77
Last updated on 13-08-2012