MG464 Half Unit
CEMS Global Business Strategy
This information is for the 2020/21 session.
Dr Christine Cote NAB.4.05
This course is compulsory on the CEMS Exchange and Global MSc in Management (CEMS MiM). This course is available on the Global MSc in Management and Global MSc in Management (MBA Exchange). This course is available as an outside option to students on other programmes where regulations permit.
This course is compulsory for CEMS students, whether LSE based (for 2019/20 intake only) or 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 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 MT, 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
Dunning, John H. (2000). 'The eclectic paradigm as an envelope for economic and business theories of MNE activity'. International Business Review. 9: 163–190
Peng, M.W. (2003), “Institutional Transitions and Strategic Choices”, Academy of Management Review
Rugman, A (2010) “Reconciling Internationalisation Theory and its Eclectic Paradigm’ Multinational Business Review, 18:2
Ghemawat, P., ‘Managing Differences: The Central Challenge of Global Strategy’, Harvard Business Review, 2007
Zaheer, S (1995), “Overcoming the Liability of Foreignness”, Academy of Management Journal, 1995
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
Essay (40%, 2000 words), in-class assessment (40%) and class participation (20%) in the MT.
For the in-class assessment, the total mark (40%) will be comprised of one in-class group presentation.
Important information in response to COVID-19
Please note that during 2020/21 academic year some variation to teaching and learning activities may be required to respond to changes in public health advice and/or to account for the situation of students in attendance on campus and those studying online during the early part of the academic year. For assessment, this may involve changes to mode of delivery and/or the format or weighting of assessments. Changes will only be made if required and students will be notified about any changes to teaching or assessment plans at the earliest opportunity.
Total students 2019/20: Unavailable
Average class size 2019/20: 50
Controlled access 2019/20: Yes
Value: Half Unit
Personal development skills
- Team working
- Problem solving
- Application of information skills