English   Danish

2017/2018  BA-BBLCV1014U  Global Strategic Management

English Title
Global Strategic Management

Course information
Language English
Course ECTS 7.5 ECTS
Type Elective
Level Bachelor
Duration One Semester
Start time of the course 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
  • Lars Brøchner - Department of Management, Society and Communication (MSC)
Main academic disciplines
  • Globalization and international business
  • Management
  • Strategy
Last updated on 26-06-2017

Relevant links
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 on CBS' computers
Individual or group exam Individual exam
Assignment type Written assignment
Duration 4 hours
Grading scale 7-step scale
Examiner(s) One internal examiner
Exam period Winter
Aids 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 course will take point of departure in strategy as a process for: strategy analysis =>  strategy formulation => strategy implementation. 

We will use the perspectives of the Industry / Organization (I/O) view to understand the external conditions and constraints for global companies to operate under. We will take the perspective of the Resource-based view (RBV) to understand the internal strenghts and weaknesses the company. When understanding the external environment and internal possibilites the management can choose how to maintain and where to develop competitive advantages. 

This is when we will focus on strategy formulation. Business-level strategy, corporate-level strategy and international strategy are some of the important topics we will discuss in a global perspective across multiple countries and markets, still with a focus on how companies can maintain and develop competitive advantages.

In the latter part of the course our focus is on implementation, 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.

 

The course will involve participation from at least a handfull of guest speakers from different industries and with different strategic challenges. Students are expected to research the company of the guestspeaker and prepare questions before class.  
Teaching methods
Teaching is a combination of lectures and case-based classes. As strategy is not something, you listen to, read about or write, only. It is very much about your communication, also. During the course, students are required to prepare and perform one group presentation in assigned groups, and are expected to actively participate during the presentations and discussions in class
Feedback during the teaching period
Students can get feedback and ask questions after each lecture. Secondly feedback - we call it PRESENTS in this class - are given to groups after their presentations. Both on the for of the presentation as well as the content of the presentation. Thirdly all groups are able to, but not required to, answer the exam from last year. It will not be a complete answer, but done in topics and explaining the methodology for how to answer the questions. These group answers will be given presents.
Student workload
Preparation for class + teaching 160 hours
Group activities 6 hours
Examination 40 hours
Expected literature

Main Text Book used:

· Strategic Management: Concepts and Cases, by Michael A Hitt, R.Duane Ireland,  Robert E. Hoskisson, Cengage Learning (available via CBS Bookshop).

Other articles used:

  • J. Barney, D. J. Ketchen, & M. Wright, 2011, The future of resource- based theory: Revitalization or decline? Journal of Management, 37: 37: 1299–1315.

    B. L. King, 2013, Succeeding in a hypercompetitive world: VC advice for smaller companies Journal of Business Strategy, 34(4): 22–30

    M. A. Hitt & X. He, 2008, Firm strategies in a changing global competitive landscape, Business Horizons, 51: 363–369.

  • Garcia-Sanchez, Mesquita, & Vassolo, What doesn’t kill you makes you; R. G. McGrath, 2013, The end of competitive advantage, Boston: Harvard Business School Press.

  • Porter, Michael. 1986. Changing Patterns of International Competition. California Management Review, 28 (2).
  • Rindova, V. P. and Fombrun, C. J. (1999) 'Constructing Competitive Advantage: The Role of Firm-Constituent Interactions', Strategic Management Journal 20: 691-710. 
  • Porter, M. 2008. The five competitive forces that shape strategy. HBR, vol. 86 issue 1, pp.78-93, 
  • 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. 
  • Karniouchina, Carson, Short, & Ketchen, Extending the firm vs. industry debate: Does industry life cycle stage matter; E. H. Bowman & C. E. Helfat, 2001, Does corporate strategy matter? Strategic Management Journal, 22: 1–23.
  • Jackson, E.S., & Schuler, R. S. 2003. Cultural Diversity in Cross-Border Alliances (pp.123-155) in Cross Cultural Management: Foundations and Future. Ashgate, USA. 
  • Lunheim, R. 2005. Confessions of a Corporate Window Dresser.  Leading Perspectives.  Summer 2005. pp. 6-7.  Available on CBS Learn
  • Albu, O. B. & Wehmeier, S. (2013). “Organizational Transparency & Sense Making: The case of Northern Rock” Journal of Public Relations Research. 
  • Christensen, L.T. (2002) "Corporate communication: the challenge of transparency", Corporate Communications: An International Journal, Vol. 7 Iss: 3, pp.162 – 168 
  • B. Grøgaard, 2012, Alignment of strategy and structure in international firms: An empirical examination, International Business Review, 21: 397–407
  • Freeman, E., and Auster, E. (2011). Values, Authenticity and Responsible Leadership, Journal of Business Ethics 98 (1): 15-23.
  • Porter, M. E., & Kramer, M. R. (2011). Creating Shared Value. Harvard Business Review, 89(1/2), 62-77. 
  • M. E. Schramm & M. Y. Hu, 2013, Perspective: The evolution of R&D conduct in the pharmaceutical industry, Journal of Product Innovation Management, 30: 203–213
  • J. Henkel, T. Rønde, & M. Wagner, 2015, And the winner is—acquired. Entrepreneurship as a contest yielding radical innovations. Research Policy, 44: 295–310
Last updated on 26-06-2017