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2019/2020 KAN-CCMVI2097U International Strategic Management
| English Title | |
| International Strategic Management |
Course information |
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| Language | English |
| Course ECTS | 7.5 ECTS |
| Type | Elective |
| Level | Full Degree Master |
| Duration | Summer |
| Start time of the course | Summer |
| Timetable | Course schedule will be posted at calendar.cbs.dk |
| Max. participants | 80 |
| Study board |
Study Board for MSc in Economics and Business
Administration
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| Course coordinator | |
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| For academic questions related to the course, please contact instructor Henrik Gundelach at hg.msc@cbs.dk | |
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| Teaching methods | |
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| Last updated on 16/04/2020 | |
Relevant links |
| Learning objectives | ||||||||||||||||||||||||
To achieve the grade 12, students should meet the
following learning objectives with no or only minor mistakes or
errors:
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| Course prerequisites | ||||||||||||||||||||||||
| Completed Social Science Bachelor | ||||||||||||||||||||||||
| Examination | ||||||||||||||||||||||||
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| Course content, structure and pedagogical approach | ||||||||||||||||||||||||
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Internationalization is reshaping our world, and it will continue to do so. International firms manufacture, sell, service and employ people in markets with different cultures, beliefs, laws and socio-economic development in comparison to their home market. To cope with the dynamics brought by an increased international activity, firms need to develop strategies and international managerial capabilities to compete and survive in today’s world. This course examines the international environment, strategic and managerial issues related to international firms’ operation. In this course we move beyond the ‘usual suspects’ of European and North American countries to base some of the topics covered around situations in Africa. We also incorporate some CSR and sustainability issues, and we direct our attention toward the exciting topic of cross-cultural management. This case based course is designed to stimulate discussions concerning managerial decision making and reflections on contemporary international strategic management topics. Lectures and case analysis will provide key elements regarding firms’ strategies and management across cultural and geographical borders.
Preliminary assignment: Complete a pre-course survey and read
a few short texts about Globalization and the Corporate
World.
Class 1: Internationalization and Management - An Overview
Class 2: The International Context Class 3: The Role of Culture in the Corporate World Class 4: The International Manager's Role and Environment Class 5: Developing International Management Capabilities Class 6: Formulating a Corporate Strategy Feedback activity:
Class 7: Implementing Market Entry Strategy
Class 8: Subsidiary Management across Boundaries Class 9: Managing Social Responsibility and Sustainability Class 10: Management of External Relations and Risk Class 11: Organization Structure and Control Systems |
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| Description of the teaching methods | ||||||||||||||||||||||||
| This year all courses are taught digitally over the Internet. Instructors will apply a mixture of direct teaching through a live link (like Skype, Team, Zoom…) and indirect, where visual pre-recorded material is uploaded on Canvas. The instructor will inform participants about the precise format on Canvas. | ||||||||||||||||||||||||
| Feedback during the teaching period | ||||||||||||||||||||||||
| Students will be asked to produce a short draft for an international corporate strategy. Feedback will be provided in Classes 6 and 7 | ||||||||||||||||||||||||
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| Further Information | ||||||||||||||||||||||||
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Preliminary Assignment: To help students get maximum value
from ISUP courses, instructors provide a reading or a small number
of readings or video clips to be read or viewed before the start of
classes with a related task scheduled for class 1 in order to
'jump-start' the learning process.
Course timetable is available on
https://www.cbs.dk/uddannelse/international-summer-university-programme-isup/courses-and-exams
We reserve the right to cancel the course if we do not get
enough applications. This will be communicated on
https://www.cbs.dk/uddannelse/international-summer-university-programme-isup/courses-and-exams
end March 2020.
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| Expected literature | ||||||||||||||||||||||||
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Mandatory readings:
Alharbi, J., Gelaidan, H., Al-Swidi, A., & Saeed, A.
(2016). Control mechanisms employed between headquarters and
subsidiaries in Multinational Enterprises (MNEs). Review of
International Business and Strategy, 26(4), 493-516.
doi:10.1108/ribs-03-2016-0018
Colakoglu, S., & Caligiuri, P. (2008). Cultural distance, expatriate staffing and subsidiary performance: The case of US subsidiaries of multinational corporations. International Journal of Human Resource Management, 19(2), 223-239. doi:10.1080/09585190701799804 Dicken, P. (2015). The Centre of Gravity Shifts: Transforming the Geographies of the Global Economy. In Global Shift (pp. 13-46). London, England: SAGE Publications, Ltd. Dikova, D., van Witteloostuijn, A., & Parker, S. (2017). Capability, environment and internationalization fit, and financial and marketing performance of MNEs' foreign subsidiaries An abductive contingency approach. Cross Cultural & Strategic Management, 24(3), 405-435. doi:10.1108/Ccsm-01-2016-0003 Dow, D., Baack, D., & Parente, R. (2018). The role of psychic distance in entry mode decisions: Magnifying the threat of opportunism or increasing the need for local knowledge? Global Strategy Journal, (forthcoming). doi:10.1002/gsj.1309 Drogendijk, R., & Holm, U. (2012). Cultural distance or cultural positions? Analysing the effect of culture on the HQ-subsidiary relationship. International Business Review, 21(3), 383-396. doi:10.1016/j.ibusrev.2011.05.002 Elango, B., & Chen, S. (2012). Learning to manage risks in international R&D joint ventures through ownership decisions. Management Decision, 50(7-8), 1425-1444. doi:10.1108/00251741211262015 Figueira-de-Lemos, F., Johanson, J., & Vahlne, J. E. (2011). Risk management in the internationalization process of the firm: A note on the Uppsala model. Journal of World Business, 46(2), 143-153. doi:10.1016/j.jwb.2010.05.008 Ghemawat, P. (2001). Distance still matters. The hard reality of global expansion. Harv Bus Rev, 79(8), 137-140, 142-137, 162. Gong, Y. (2006). The impact of subsidiary top management team national diversity on subsidiary performance: Knowledge and legitimacy perspectives. Management International Review, 46(6), 771-790. doi:10.1007/s11575-006-0126-2 Greenberg, E., Hirt, M., & Smit, S. (2016). The global forces inspiring a new narrative of progress. McKinsey Quarterly, 1-20. Gundelach, H. (2019). Subsidiary Survival in Challenging Business Environments in Africa. Working Paper. Copenhagen Business School. Copenhagen, Denmark. Gundelach, H., & Hansen, M. W. (2019). The Dynamics of Entry Mode Choice in Challenging Business Environments: An Exploratory Study of Medium Sized Exporters’ Entry into Africa. International Journal of Export Marketing, Forthcoming. Kogut, B., & Singh, H. (1988). The Effect of National Culture on the Choice of Entry Mode. Journal of International Business Studies, 19(3), 411-432. doi:10.1057/palgrave.jibs.8490394 Lovett, S. R., Pérez-Nordtvedt, L., & Rasheed, A. A. (2009). Parental control: A study of U.S. subsidiaries in Mexico. International Business Review, 18(5), 481-493. doi:10.1016/j.ibusrev.2009.05.001 Markides, C. (2004). What is strategy and how do you know if you have one? Business Strategy Review, 15(2), 5-12. Minguet, L., Caride, E., Yamaguchi, T., & Tedjarati, S. (2014). Voices from the Front Lines. Harvard Business Review, 92(9), 77-82. Nielsen, B. B., & Nielsen, S. (2013). Top management team nationality diversity and firm performance: A multilevel study. Strategic Management Journal, 34(3), 373-382. doi:10.1002/smj.2021 Porter, M. E. (1989). From competitive advantage to corporate strategy. In In Readings in strategic management (pp. 234-255). London, England: Palgrave. Porter, M. E., & Kramer, M. R. (2011). Creating Shared Value The Idea in Brief. Harvard Business Review, 1-13. doi:10.1029/2012JD018487 Prahalad, C. K., & Hart, S. L. (2002). The fortune at the bottom of the pyramid. strategy + business, 26(26), 54-67. Rygh, A. (2019). Multinational enterprises and economic inequality. Critical perspectives on international business, (ahead-of-print). doi:10.1108/cpoib-09-2019-0068 Sheehan, M. (2012). Investing in management development in turbulent times and perceived organisational performance: a study of UK MNCs and their subsidiaries. International Journal of Human Resource Management, 23(12), 2491-2513. doi:10.1080/09585192.2012.668400 Singh, S., Wood, G., Alharbi, J., & Darwish, T. K. (2016). Control mechanisms of MNEs: an empirical study. Multinational Business Review, 24(3), 279-300. doi:10.1108/Mbr-07-2016-0027 Stevens, C. E., & Newenham-Kahindi, A. (2017). Legitimacy Spillovers and Political Risk: The Case of FDI in the East African Community. Global Strategy Journal, 7(1), 10-35. doi:10.1002/gsj.1151 Tallman, S. (2006). Global Strategic Management. In M. A. Hitt, R. E. Freeman, & J. S. Harrison (Eds.), The Blackwell Handbook of Strategic Management (First ed., pp. 461-487). Malden, MA, USA: Blackwell Publishing. Wernerfelt, B. (1989). From Critical Resources to Corporate Strategy. Journal of General Management, 14(3), 4-12. doi:Doi 10.1177/030630708901400301 Zeng, Y. P., Shenkar, O., Lee, S. H., & Song, S. (2013). Cultural differences, MNE learning abilities, and the effect of experience on subsidiary mortality in a dissimilar culture: Evidence from Korean MNEs. Journal of International Business Studies, 44(1), 42-65. doi:10.1057/jibs.2012.30 Additional relevant readings: Akolaa, A. A. (2018). Foreign market entry through acquisition
and firm financial performance Empirical evidence from Ghana.
International Journal of Emerging Markets, 13(5), 1348-1371.
doi:10.1108/IJoEM-05-2017-0162
Andersson, U., Björkman, I., & Forsgren, M. (2005).
Managing subsidiary knowledge creation: The effect of control
mechanisms on subsidiary local embeddedness. International Business
Review, 14(5), 521-538. doi:10.1016/j.ibusrev.2005.07.001
Brannen, M. Y., & Doz, Y. L. (2010). From a distance and
detached to up close and personal: Bridging strategic and
cross-cultural perspectives in international management research
and practice. Scandinavian Journal of Management, 26(3), 236-247.
doi:10.1016/j.scaman.2010.06.001
Dow, D., Liesch, P., & Welch, L. (2018). Inertia and
Managerial Intentionality: Extending the Uppsala Model. Management
International Review, 58(3), 465-493.
doi:10.1007/s11575-017-0340-0
Foss, N. J. (2018). Strategic Management: The King Discipline
of Business Economics. Conference Presentation. Copenhagen Business
School. Copenhagen, Denmark.
Glinkowska, B., & Kaczmarek, B. (2017). The image of the
manager-leader of the near future - an outline of the issues.
Management-Poland, 21(1), 111-119.
doi:10.1515/manment-2015-0083
Hansen, M. W., & Gundelach, H. (2018). Foreign Direct
Investment in Developing Countries: Engine of Development or Tool
of Exploitation? In M. Hedegaard (Ed.), Globalisation And The
International Economy (pp. 148-159). Copenhagen, Denmark: Djøf
Publishing.
IFU - Industrialiseringsfonden for Udviklingslande. (2015).
SUSTAINABLE INVESTMENTS - A HANDBOOK FOR OUR PARTNERS. Copenhagen,
Denmark.
International Monetary Fund. (2018). World Economic Outlook -
2018. Retrieved from IMF, Washington, DC, USA.
Karnani, A. (2008). Help, don't romanticize, the poor.
Business Strategy Review, 19(2), 48-53.
doi:10.1111/j.1467-8616.2008.00535.x
Kim, S., & Anand, J. (2018). Knowledge complexity and the
performance of inter-unit knowledge replication structures.
Strategic Management Journal, 39(7), 1959-1989.
doi:10.1002/smj.2899
Porter, M. E. (2013). Michael Porter: Why business can be good
at solving social problems; Talk Video; TED Talk.
Qin, C., Wang, Y., & Ramburuth, P. (2017). The impact of
knowledge transfer on MNC subsidiary performance: does cultural
distance matter? Knowledge Management Research & Practice,
15(1), 78-89. doi:10.1057/kmrp.2015.24
Sengul, M., & Obloj, T. (2017). Better Safe Than Sorry:
Subsidiary Performance Feedback and Internal Governance in
Multiunit Firms. Journal of Management, 43(8), 2526-2554.
doi:10.1177/0149206316677298
Shin, D., Hasse, V. C., & Schotter, A. P. J. (2017).
Multinational Enterprises within Cultural Space and Place:
Integrating Cultural Distance and Tightness-Looseness. Academy of
Management Journal, 60(3), 904-921.
doi:10.5465/amj.2015.0423
Teece, D. J. (2000). Firm capabilities and economic
development: Implications for the newly industrializing economies.
In L. Kim & R. Nelson (Eds.), Technology, learning and
innovation: Experiences of newly industrializing economies (pp.
105-128). Cambridge, England: Cambridge University Press.
Tomassen, S. (2017). Chapter 19: Liabilities of distance:
Governance cost dynamics in mne headquarters-subsidiary
relationships. In Progress in International Business Research (Vol.
12, pp. 445-470): Emerald Group Publishing Ltd.
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Last updated on
16/04/2020