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BLC 3GSM - Global Strategic Management * NEW COURSE OPEN FOR 2ND ROUND

Faculty
Kai Hockerts, Associate Professor, IKL
Course Coordinator
Kai Hockerts, Associate Professor, IKL
Prerequisite/progression of the course
A basic understanding of organizational behavior and corporate strategy is an advantage, but not a precondition for participation.
Course content, structure and teaching
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 how firms select their strategies in a global context. It will go on to explore how globalization strategies are implemented in different industries. The second part of the course will discuss the role of front line managers, the rationale for global alliances, and the international differences in corporate governance.
The course's development of personal competences
The course puts students in into the position of managers having to select corporate and business-level strategies in a globalized context. They will learn to apply basic manage­ment theories to strategizing in global multinational companies (MNCs).
Learning Objectives
At the end of the course students should be able to
  1. Discuss the differences between I/O View, Resource-based View, and Dynamic Capabilities within the context of globalization.
  2. Explain how these strategic perspectives link to a firm’s profitable growth.
  3. Define which variables impact a firm’s business in the global market place
  4. Specify the strengths and weaknesses of alternative theoretical frameworks explaining the distinctive challenges that managing a multinational enterprise pose.
  5. Apply these theories to the analysis of global business competition in a wide range of case studies.
Type of examination, exam aids and assessment
PC-based 4-hour open-book exam.
Recommended literature
Main Text Book used:
· Strategic Management, Competitiveness and Globalization: Concepts, by Michael A Hitt , R. Duane Ireland , Robert E. Hoskisson , Thomson South-Western (available via CBS Bookshop).
Other articles used:
· Porter, Michael. 1986. Changing Patterns of International Competition. California Management Review, 28(2).
· Barney, Jay B. 1991. Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1): 99-121.
· Dierickx, Ingmar, & Cool, Karel O. 1989. Asset Stock Accumulation and Sustainability of Competitive Advantage. Management Science, 25(12): 1504-1512.
· 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.
· 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.
· Maljers, Floris A. 1992. Inside Unilever: The Evolving Transnational Company. Harvard Business Review, 70(5): 46-52

Last updated by Henriette Andersen 20/08/2010