| Learning objectives |
To achieve the grade 12, students
should meet the following learning objectives with no or only minor
mistakes or errors:
- 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 |
Winter, Exam on CBS computers. |
| 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.
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.
|
|
| 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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