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2014/2015  BA-BBLCV1132U  Global Strategic Management

English Title
Global Strategic Management

Course information

Language English
Course ECTS 7.5 ECTS
Type Elective
Level Bachelor
Duration Two Quarters
Course period Autumn
Timetable Course schedule will be posted at calendar.cbs.dk
Min. participants 40
Max. participants 120
Study board
Study Board for BSc og MSc in Business, Language and Culture, BSc
Course coordinator
  • Oana Brindusa Albu - Department of Intercultural Communication and Management (ICM)
Course administrator: Tove Pedersen (tpe.stu@cbs.dk)
Main academic disciplines
  • Globalization, International Business, markets and studies
  • Management
  • Corporate and Business Strategy
Last updated on 02-07-2014
Learning objectives
The course puts students into the position of key decision makers faced with the creation of competitive advantage in the multinational firm. Students will learn to apply critical management skills involved in planning, structuring, controlling and leading a multinational organization.


At the end of the course students should be able to:
  • Critically interpret and apply concepts and tools for analyzing the competitive environment, strategic position and firm-specific capabilities in order to successfully manage a global firm's competitive advantage.
  • Develop an analytical toolkit for navigating the ambiguities and complexities specific to strategizing in a global firm.
  • Assess the strategic, cultural and political variables that impact a firm’s business in the global market place.
  • Specify the strengths and weaknesses of the course’s theories by reflecting on the challenges managers face when formulating strategies in a global context.
  • Develop, illustrate and propose solutions to a wide range of case studies concerning global business competition by applying the course’s theoretical frameworks.
  • Improve analytic and business presentation skills through successful participation in class discussions and group activities.
Course prerequisites
A basic understanding of organizational behavior and corporate strategy is an advantage, but not a precondition for participation.
Global Strategic Management:
Exam ECTS 7,5
Examination form Written sit-in exam
Individual or group exam Individual
Assignment type Written assignment
Duration 4 hours
Grading scale 7-step scale
Examiner(s) One internal examiner
Exam period December/January
Aids allowed to bring to the exam Open book: all written and electronic aids, including internet access
Make-up exam/re-exam
Same examination form as the ordinary exam
If the number of registered candidates for the make-up examination/re-take examination warrants that it may most appropriately be held as an oral examination, the programme office will inform the students that the make-up examination/re-take examination will be held as an oral examination instead.
Course content and structure
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 different types of international strategies and structures. We will examine the specific challenges caused by the current political-economic environments across multiple countries and markets. In the second part of the course, we will consider the strategic allocation and management of human resources along the global value chain. We will analyze issues of organizational governance, culture and leadership as crucial elements of an effective global strategy.
Teaching methods
lectures and class discussions
Further Information
Changes in course schedule may occur.
Monday 11.40-14.15, week 37-41,43
Friday 11.40-14.15, week 37-41,43
Expected literature

Main Text Book used:

· The Management of Strategy: Concepts, by R.Duane Ireland, Robert E. Hoskisson, Michael A Hitt, South-Western (available via CBS Bookshop).

Other articles used:

  • Porter, M. (2008). The five competitive forces that shape strategy. HBR, vol. 86 issue 1, pp.78-93
  • Rindova, V. P. and Fombrun, C. J. (1999) 'Constructing Competitive Advantage: The Role of Firm-Constituent Interactions', Strategic Management Journal 20: 691-710
  • Eisenhardt, Kathleen M., & Martin, Jeffrey A. (2000). Dynamic Capabilities: What are they? Strategic Management Journal, 21(10/11): 1105-1122
  • Teece, David J., & Pisano, Gary. (1994). The Dynamic Capabilities of Firms: an Introduction. Industrial & Corporate Change, 3(3): 537-557.
  • 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.
  • Albu, O. B. & Wehmeier, S. (2013). “Organizational Transparency & Sense Making: The case of Northern Rock” Journal of Public Relations Research
  • Porter, M. E., & Kramer, M. R. (2011). Creating Shared Value. Harvard Business Review, 89(1/2), 62-77
Last updated on 02-07-2014