• assess the diversification strategy of a firm
• understand the optimal mode for external growth strategies
• assess the viability of investments in new ventures
• assess the entry strategy in new market
• assess the competitive of different regions

This course focuses on the corporate strategy of the firm,
examining issues central to its diversification decisions, with an
impact in the short and long–term of the company’s positioning.
While business strategy focuses on how to manage individual
business units in order to achieve competitive advantage, corporate
strategy deals with the strategic management of multi-business or
multi-location firms.
Part of the course analyzes the business diversification decisions
taken by corporations, the role of the corporate center and the
different ways to achieve corporate growth.
Another part of the course studies corporate strategic decisions about
geographical diversification, corporate entrepreneurship and
innovation.
Drawing on these factors, the main objective of this course is to
answer the central questions that confront every strategist at the
corporate level:
• In which businesses should the firm compete?
• Which activities should be carried out inside the firm’s
boundaries and which should be outsourced?
• How does the institutional context affect a firm’s diversification
and organization?
• What are the most appropriate mechanisms for growth in
different settings (i.e. mergers, acquisitions, alliances)?
The main objective of this course is to familiarize students to the
matters that impact a firm's choice of strategy, scope, and
organization. The course builds on classical and recent theoretical
contributions in the fields of industrial organization and organizational
economics. Along with these theoretical perspectives, the course
ultimately is designed to focus on the essential issues and problems
of corporate strategy as experienced by managers.

Class 1: Introduction to Diversification
Class 2: Vertical Integration
Class 3: Corporate Development I
Class 4: Corporate Development II
Class 5: Corporate Development III
Class 6: Corporate Entrepreneurship I
feedback activity:
Class 7: Corporate Entrepreneuship II
Class 8: Entry Strategy
Class 9: Country Analysis
Class 10: International Competitive Advantage
Class 11: Advanced topics in International Corporate Strategy

Preliminary Assignment: To help students get maximum value from ISUP courses, instructors provide a reading or a small number of readings or video clips to be read or viewed before the start of classes with a related task scheduled for class 1 in order to 'jump-start' the learning process.

Feedback Activity: A feedback activity defined by the course instructor will take place approx. half-way through the course.

Course timetable is available on http://www.cbs.dk/uddannelse/summer-university-programme/courses.

Preliminary literature (must-have)

Grant, Robert M.: Contemporary Strategy Analysis: Text and Cases, 8^th edt.

http://eu.wiley.com/WileyCDA/WileyTitle/productCd-111994189X.html

Cases and articles:

Venkataraman, S.; Summers, M. (2002). Pepsico: The challenge of growth through Innovation

Rao, B. et al. (2007). Google’s diversification: is it the right move?

Mohanty, S. (2010). Google’s acquisition of ITA software: a diversification strategy?

Srikanth, G.; Maldar, F. (2004). Esquel’s vertical integration

Casadesus-Masanell, R.; Tarzijan, J.; Mitchell, J. (2009). Arauco (A): forward integration or horizontal expansion?

Ghemawat, P.; Ballarin, E.; Campa, J. (2005). Santander’s acquisition of abbey: banking across borders

Perepu, I.; Purkayastha, D.; Maseeha, S. (2008). Entry and expansion strategy: TESCO in Japan, IBS Center for Management Research

Löffler et al. (2004). Bayer and Millennium Pharmaceuticals: success based on perfect interaction

Alcacer, J.; Collis, D.; Furey, M. (2009). The Walt Disney Company and Pixar, Inc: to acquire or not to acquire?

Yoshino, M.; Fagan, P. (2003). Renault – Nissan Alliance

Rajagopalan, S. (2011). Google Ventures: disrupting corporate venture capital?

Perepu, I.; Purkayastha, D.; Maseeha, S. (2008). Entry and expansion strategy: TESCO in Japan, IBS Center for Management Research

Black, S.; Foeste, A. (2009). WAL-MART in China 2007: future prospects, INSEAD, 17 (1)

Acharya, S.; Ravi, L.; Gollapalli, S. Apple’s Iphone in India: entry strategies, IBS Research Center (2009)

Vasudha, M. (2008). Starbucks – TATA Alliance: brewing a fresh strategy for India, Amity Research Centre

McKern, B.; Denend, L.; Chang, V.; Reuk, K. (2008). The competitive advantage of Russia, Stanford Business School

Gupta, V.; Perepu, I.; Govind, S. (2009). Knowledge management initiatives at IBM, IBS Center for Management Research

Jones, G.; Lefort, A. McKinsey and the globalization of consultancy. Harvard Business Publishing (2005)

Secondary literature (nice-to-have)

Johnson, D. and Turner, C. (2010). Globalization and the Changing Business Environment, chapter 2 in International Business, Routledge, 2^nd edition

Cases and articles:

Porter, M. E. (1987). From Competitive Advantage to Corporate Strategy. Harvard Business Review 65, no. 3, May – June, pp. 43-59.

Collis, DJ & CA Montgomery (1998). Creating corporate advantage. Harvard Business Review,76, no. 3,   May-Jun, pp. 70-83.

Piskorski, M. (2007). Choosing corporate and global scope

Gupta, A.K. and Govindarajan, V. (2000). Managing global Expansion. A conceptual framework, Business Horizons, 43(2), pp. 45-54.

Porter, M. (1990). The competitive advantage of nations. Harvard Business Review. March-April

Ghemawat, P. (2001). Distance still matters. Harvard Business Review

Dyer, Kale and Singh (2004). When to ally and when to acquire, Harvard Business Review

Zollo and Meier (2008). What is an M&A performance? The Academy of Management Perspectives

Chesbrough, H. (2002). Making Sense of Corporate Venture Capital

Wolcott, R.; Bauke, B.; Baierl, R. (2015). Corporate Venture Capital

Gupta, A.K. and Govindarajan, V. (2000). Managing global Expansion. A conceptual framework, Business Horizons, 43(2), pp. 45-54.

Peng, M.W., Wang, D.Y.L. and Jiang, Y. (2008). An institution-based view of international business strategy: a focus on emerging economies, Journal of International Business Studies, 39, pp. 920–936.

Dyer, J.H., Kale, P. and Singh, H. (2004). When to ally when to acquire, Harvard Business Review, 82 (7)