MG464 Half Unit
CEMS Global Business Strategy
This information is for the 2018/19 session.
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.
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
Students will be expected to produce 1 essay in the MT.
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.
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
Personal development skills
- Team working
- Problem solving
- Application of information skills