|
|
| 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.
Objectives:
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. |
| Examination |
|
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
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