MG464      Half Unit
CEMS Global Business Strategy

This information is for the 2024/25 session.

Teacher responsible

Dr Christine Cote MAR 5.25

Availability

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

This course is compulsory for 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 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.

Teaching

30 hours of combined lectures and seminars in the AT.

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

Formative coursework

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

Indicative reading

Côté, C., Estrin, S. & Shapiro, D. Expanding the international trade and investment policy agenda: The role of cities and services. J Int Bus Policy (2020). https://doi.org/10.1057/s42214-020-00053-x

Zhan, James X. GVC transformation and a new investment landscape in the 2020s: Driving forces, directions, and a forward-looking research and policy agenda. Journal of International Business Policy (2021) 4, 206–220

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

Assessment

Essay (45%, 2000 words), in-class assessment (45%) and class participation (10%) in the AT.

For the in-class assessment, the total mark (45%) will be comprised of one in-class group presentation.

Key facts

Department: Management

Total students 2023/24: 44

Average class size 2023/24: 44

Controlled access 2023/24: No

Value: Half Unit

Guidelines for interpreting course guide information

Course selection videos

Some departments have produced short videos to introduce their courses. Please refer to the course selection videos index page for further information.

Personal development skills

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