MG464      Half Unit
CEMS Global Business Strategy

This information is for the 2018/19 session.

Teacher responsible

Dr Christine Cote NAB.4.05


This course is compulsory on the CEMS Exchange. This course is not available as an outside option.

This course is compulsory for, and only available to, visiting CEMS students.

Course content

The course examines how firms shape their international strategies in an ever-changing global environment.  It will consider the context of globalisation with a focus on the relationship between international trade and investment, the emergence of global supply chains and the transformative role played by technology and innovation.  It will focus on examining the processes, planning techniques and tools for strategic analysis, strategy formulation and implementation in this global setting.  It will seek to understand why and how firms internationalise as well as how they can create and sustain competitive advantage while operating across borders and in different institutional environments.  Themes covered in this course will include the growing importance of emerging markets, the role of disruptive technologies in transforming industries, exploiting firm’s resources and capabilities and sustaining cross border competitive advantage through strategies of global integration or local adaptation, managing staff across borders and creating shareholder value while ensuring corporate social responsibility.


30 hours of lectures in the MT.

Students on this course will have a reading week in Week 6 of LT, in line with departmental policy

Formative coursework

Students will be expected to produce 1 essay in the MT.

Indicative reading

Baldwin, Richard The Great Convergence. Information Technology and the New Globalisation, Harvard University Press, 2016

Williamson, J. “The New Institutional Economics”, Journal of Economic Literature, 2000

Barney, J., ‘Firm Resources and Sustained Competitive Advantage’, Journal of Management, 1991 Vol 17, No 1, 99-120

Ghemawat, P., ‘Managing Differences: The Central Challenge of Global Strategy’, Harvard Business Review, 2007

Khanna, T., Palepu, K. and Sinha J., ‘Strategies that Fit Emerging Markets’, Harvard Business Review, 2005

Kogut, B. and Singh, H., ‘The Effect of National Culture on the Choice of Entry Mode’ Journal of International Business Studies, 2001

Bartlett, C. and Ghoshal, S., ‘Tap Your Subsidiaries for Global Reach’, Harvard Business Review, 1986

Bower, J.L. and Christianson, J.L., ‘Disruptive Technologies: Catching the Wave’, Harvard Business Review, 1995

Porter, M., ‘The Five Competitive Forces that Shape Strategy’, Harvard Business Review, 2008, Vol 86 issue 1, pp 78-93


Essay (40%, 2000 words), project (50%) and class participation (10%) in the MT.

For the group project the total mark (50%) will be comprised of 40% from group mark, with an additional 10% from peer review scores of individual contribution.

Key facts

Department: Management

Total students 2017/18: Unavailable

Average class size 2017/18: Unavailable

Controlled access 2017/18: No

Lecture capture used 2017/18: Yes (MT)

Value: Half Unit

Guidelines for interpreting course guide information

Personal development skills

  • Leadership
  • Self-management
  • Team working
  • Problem solving
  • Application of information skills
  • Communication