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2020/2021 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 21/01/2021 | |
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 a 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 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: Exam style case with individual
feedback
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 direct/live teaching through a link (like Skype, Team, Zoom). In some courses, pre-recorded material will also be used. | ||||||||||||||||||||||||
| Feedback during the teaching period | ||||||||||||||||||||||||
| Exam style case with individual feedback | ||||||||||||||||||||||||
| Student workload | ||||||||||||||||||||||||
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| Further Information | ||||||||||||||||||||||||
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Preliminary Assignment: To help students get maximum value
from ISUP courses, the instructor provides 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
in March 2020.
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| Expected literature | ||||||||||||||||||||||||
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Mandatory readings (links posted on Canvas):
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. Andersen, T. J., & Andersson, U. (2017). Multinational Corporate Strategy-Making: Integrating International Business and Strategic Management. In The Responsive Global Organization (pp. 13-34) Aron R, Singh JV. 2005. Getting offshoring right. Harvard business review 83(12): 125-143. Beamond MT, Farndale E, Härtel CEJ. 2016. MNE translation of corporate talent management strategies to subsidiaries in emerging economies. Journal of World Business 51(4): 499-510. 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. Dicken P 2015. The Centre of Gravity Shifts: Transforming the Geographies of the Global Economy. Global Shift. London, England, SAGE Publications, Ltd.: 13-46. 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. 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, 10(2), 309-334. 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. 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. Greenberg E, Hirt M, Smit S. 2016. The global forces inspiring a new narrative of progress. McKinsey Quarterly: 1-20. Gosovic, A. K. J., & Søderberg, A.-M. (2020). Developing Responsible Global Leaders in a Multinational High-Reliability Organization. In M. E. Mendenhall, M. Žilinskaitė, G. K. Stahl, & R. Clapp-Smith (Eds.), Multinational High Reliability Organization. Responsible Global Leadership: Dilemmas, Paradoxes and Opportunities (pp. 158-182). Routledge. Gundelach H. 2020. Subsidiary Survival in Challenging Business Environments in East Africa. Copenhagen, Denmark, Copenhagen Business School. Gundelach, H., & Hansen, M. W. (2020). 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, 3(3), 174-203. 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. Lovett SR, Pérez-Nordtvedt L, Rasheed AA. 2009. Parental control: A study of U.S. subsidiaries in Mexico. International Business Review 18(5): 481-493. Margretta, J. (2012). Competitive Advantage: The Value Chain and Your P&L - Applying Michael Porter’s Value Chain Framework to Your Business. In Understanding Michael Porter: The Essential Guide to Competition and Strategy (pp. 1-32). Harvard Business Review Press. Markides C. 2004. What is strategy and how do you know if you have one? Business Strategy Review 15(2): 5-12. Meyer E. 2014. Navigating the Cultural Minefield. Harvard Business Review(May): 119-123. Minguet L, Caride E, Yamaguchi T, Tedjarati S. 2014. Voices from the Front Lines. Harvard Business Review 92(9): 77-82. Neilson GL, Martin KL, Powers E. 2008. The Secrets to Successful Strategy Execution. Harvard Business Review(June): 61-70. Peng MW, Sun SL, Pinkham B, Chen H. 2009. The Institution-Based View as a Third Leg for a Strategy Tripod. Academy of Management Perspectives 23(3): 63-81. Porter ME 1989. From competitive advantage to corporate strategy. In Readings in strategic management. London, England, Palgrave: 234-255. Porter ME, Kramer MR. 2011. Creating Shared Value. Harvard Business Review: 1-13. Prahalad CK, Hart SL. 2002. The fortune at the bottom of the pyramid. Strategy + Business 26(26): 54-67. 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. Singh S, Wood G, Alharbi J, Darwish TK. 2016. Control mechanisms of MNEs: an empirical study. Multinational Business Review 24(3): 279-300. Stevens CE, 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. Zeng YP, Shenkar O, Lee SH, 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.Additional relevant readings: Akolaa AA. 2018. Foreign market entry through acquisition and firm financial performance Empirical evidence from Ghana. International Journal of Emerging Markets 13(5): 1348-1371. 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. Brannen MY, Doz YL. 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. Dow D, Liesch P, Welch L. 2018. Inertia and Managerial Intentionality: Extending the Uppsala Model. Management International Review 58(3): 465-493. Hansen MW, Gundelach H 2018. Foreign Direct Investment in Developing Countries: Engine of Development or Tool of Exploitation? Globalisation And The International Economy. M. Hedegaard. Copenhagen, Denmark, Djøf Publishing: 148-159. IFU - Industrialiseringsfonden for Udviklingslande. 2015. SUSTAINABLE INVESTMENTS - A HANDBOOK FOR OUR PARTNERS. Copenhagen, Denmark. International Monetary Fund. 2018. World Economic Outlook - 2018. Washington, DC, USA, IMF. Karnani A. 2008. Help, don't romanticize, the poor. Business Strategy Review 19(2): 48-53. Kim S, Anand J. 2018. Knowledge complexity and the performance of inter-unit knowledge replication structures. Strategic Management Journal 39(7): 1959-1989. Nielsen BB, Nielsen S. 2013. Top management team nationality diversity and firm performance: A multilevel study. Strategic Management Journal 34(3): 373-382. Rygh A. 2019. Multinational enterprises and economic inequality. critical perspectives on international business ahead-of-print(ahead-of-print). 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. Shin D, Hasse VC, Schotter APJ. 2017. Multinational Enterprises within Cultural Space and Place: Integrating Cultural Distance and Tightness-Looseness. Academy of Management Journal 60(3): 904-921. Tallman S 2006. Global Strategic Management. The Blackwell Handbook of Strategic Management. M. A. Hitt, R. E. Freeman and J. S. Harrison. Malden, MA, USA, Blackwell Publishing: 461-487. Teece DJ 2000. Firm capabilities and economic development: Implications for the newly industrializing economies. Technology, learning and innovation: Experiences of newly industrializing economies. L. Kim and R. Nelson. Cambridge, England, Cambridge University Press: 105-128. Tomassen S 2017. Chapter 19: Liabilities of distance: Governance cost dynamics in mne headquarters-subsidiary relationships. Progress in International Business Research, Emerald Group Publishing Ltd. 12: 445-470. Wernerfelt B. 1989. From Critical Resources to Corporate Strategy. Journal of General Management 14(3): 4-12. |
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