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2018/2019  KAN-CCMIU1002U  CEMS Global Strategic Management

English Title
CEMS Global Strategic Management

Course information
Language English
Course ECTS 7.5 ECTS
Type Mandatory
Level Full Degree Master
Duration One Semester
Start time of the course Autumn
Timetable Course schedule will be posted at calendar.cbs.dk
Min. participants 60
Max. participants 60
Study board
Study Board for BSc and MSc in Business, Language and Culture, MSc
Course coordinator
  • Francesco Di Lorenzo - Department of Strategy and Innovation (SI)
Main academic disciplines
  • Strategy
Teaching methods
  • Face-to-face teaching
Last updated on 06-08-2018

Relevant links
Learning objectives
Because of the complex nature of the subject studied, the emphasis of this course is not on developing and applying simple recipes. Furthermore, we strongly emphasize your ability to tackle real-life problems, and to do so partly in a group setting. Therefore there are three key interrelated goals in this course
  • a) To demonstrate knowledge of the evolution of global strategic management as a practice area and a field of study.
  • b) To demonstrate understanding of how best to deal with the multiple level (country, industry, firm, interfirm, and individual) challenges of global strategic management.
  • c) To demonstrate knowledge of the role played by strategy in global competition and to be able to devise appropriate strategies for particular situations.
  • d) To demonstrate the ability to reflect on the processes and effectiveness of group work undertaken during the course.
  • e) To demonstrate the ability to reflect on your own existing skill set for global strategic management and what you can you do to improve it further.
Course prerequisites
THIS COURSE IS ONLY OPEN TO CEMS MIM STUDENTS AND IS APPROVED AS AN ELECTIVE FOR THE MSC IN EBA, BLC AND IBP.

Before the course starts you are expected to gain sufficient understanding of the essentials of strategic management, or if you feel you already master these to refresh that understanding. For this purpose you are very strongly advised to use a newly developed online CEMS app (details to be confirmed) or study a strategy textbook such as Robert Grant’s Contemporary Competitive Advantage. During the course there will not be time to revisit the essentials of strategic management. Please contact the lecturer (fdl.smg@cbs.dk) at your earliest convenience if you have any questions about this.
Prerequisites for registering for the exam (activities during the teaching period)
Number of compulsory activities which must be approved: 1
Oral presentations etc.
In order to participate in the oral exam, the written product must be handed in before the oral exam; by the set deadline. The grade is based on an overall assessment of the written product and the individual oral performance.
Examination
CEMS Global Strategic Management:
Exam ECTS 7,5
Examination form Oral exam based on written product

In order to participate in the oral exam, the written product must be handed in before the oral exam; by the set deadline. The grade is based on an overall assessment of the written product and the individual oral performance.
Individual or group exam Individual oral exam based on written group product
Number of people in the group 3-4
Size of written product Max. 20 pages
•Once a group is formed (by the course coordinator in collaboration with CEMS CBS Program Office), the group is responsible for informing the course coordinator who will be responsible for the group's communication
For a group of 3 students, the submission can be 15 maximum.
For a group of 4 students, the submission can be 20 maximum.
Assignment type Written assignment
Duration
Written product to be submitted on specified date and time.
20 min. per student, including examiners' discussion of grade, and informing plus explaining the grade
Grading scale 7-step scale
Examiner(s) Internal examiner and second internal examiner
Exam period Winter
Make-up exam/re-exam
Same examination form as the ordinary exam
There are four different scenarios for the re-exam:
1) if a student is absent from the oral exam but has been part of the report s/he does not have to submit a new project report, but MUST submit the same project report AGAIN for the re-exam.
2) if an individual student fails the oral exam she/he does not have to submit a new project report, but MUST submit the same project report AGAIN for the re-exam.
3) if a whole group fails they must submit a revised report for the re-take.
4) If no submission has been made for the ordinary exam, a mini-project report must be submitted for the make-up/re-exam.
Description of the exam procedure

The students are required to write a mini project in groups of students. In addition, each student will be individually examined in an oral exam on the submission rand course curriculum.


The project shall be based on a case chosen by the group focus on the analysis and assessment of a global growth strategy. The groups are welcome to consult with the professor to discuss about their project idea.The exam will be evaluated in accordance with the learning objectives of the course.

 

Each group is expected to:
•Pick a real-life case .
•Decide which of the GSM topics is more suitable for the case, and select a set of tools/theoretical framework related to that topic (1 or 2 tools/framework max.)

•Analyze the selected case using the selected framework(s).
•Offering recommendations/assessments as result of the analysis.
•An ideal structure would be: i) problem statement or case presentation ii) ii) short industry introduction iii) short firm(s) introduction iv) case analysis v) recommendations

 

Cases analyzed in class will serve as a reference for the type of analysis for the

mini-porject.

 


The paper follows the rules of CBS for cand. Merc. Papers. Exhibits, figures, tables, references and any other additional material is not included in the maximum number of pages.
Course content and structure

Welcome to the course “Global Strategic Management” that forms a core part of the CEMS Program. The aim of the course is to help you improve in your ability to be an effective global manager, especially in the area of strategy. To achieve this aim, we will use a variety of learning tools, supported by relevant academic thinking where needed.

This course builds upon foundational knowledge of (non-global) strategic management, which you are expected to have acquired previously, and focuses on corporate strategies in a global context. In other words, the object of our interest is how firms formulate and implement growth strategies when they are operating their corporate activities across national borders or are planning to do so.

 Within this context, the course aims to provide you with a) an improved ability to analyze global strategies b), an improved ability to formulate global strategies, and c) an improved ability to execute global strategies. Our focus throughout the course is driven by real-life practical problems faced by large and sometimes smaller multinational firms across a range of industries and countries.

Below you will find further detail on: the course description, the learning objectives, the classes and group work, the examination, and the course sessions and readings. As in real-life settings, we assume you have come to this course well prepared, willing to participate in class discussions, and ready to work in teams. Furthermore we strongly expect you to engage in a learning process and to be able to articulate that learning.

Sessions
1.Introduction to Competitive Strategy (FDL)
2.Corporate Diversification (FDL)
3.Vertical Integration Choice and Cost Advantage (FDL)
4.Corporate Growth I (FDL)
5.Corporate Growth II (FDL)
6.International Strategies (FDL)
7.Corporate Entrepreneurship (FDL)
8.CSR in global strategic management (MM)
9.Strategy in Africa (MM)
10.Groups Presentations and Course Wrap-Up (FDL)
Description of the teaching methods
The course aims to be an ideal balance between case-based and research-driven teaching. In this regards, theories and concepts related to corporate growth strategies, corporate entrepreneurship, competitive dynamics and international strategy will be presented, discussed and analyzed. In order to reach this goal, economics, finance and management journals such the Journal of Financial Economics, Strategic Management Journal and Harvard Business Review will be used. Yet, case-based approach plays a fundamental role in this course. So, the course draws extensively on real corporate cases and to apply the explored theories of growth and better connect them to real-life situations.
Ideally a lecture will have the following components:

• Theoretical and conceptual discussions.
• Discussion of a business case to learn how to apply tools and framework previously discussed.
• Exercises related to the case performed in class by small group of students.

In order to unleash the full learning potential of this course, students are expected to read carefully the business case assigned to each session before coming to each specific class session. This will be fundamental to obtain: i) rich and deep class discussion on the case ii) productive small group exercise iii) ease to focus on the application iv) create an interactive atmosphere in class. These four main benefits of readings cases before coming to class will increase chances to create a more effective understanding and assimilation of the course contents.
Feedback during the teaching period
Student are welcome to come and receive feedback during office hours.
Student workload
Teaching 30 hours
Preparation and work 116 hours
Exam 60 hours
Expected literature

Check Learn for further details
Last updated on 06-08-2018