MG464      Half Unit
CEMS Global Business Strategy

This information is for the 2025/26 session.

Course Convenor

Availability

The course examines how firms shape their international strategies in an ever-changing global environment.  It will consider the context of globalization 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 internationalize 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 seminars in the Autumn Term.

This course has a reading week in Week 6 of Autumn Term.

In its Ethics Code, LSE upholds a commitment to intellectual freedom. This means we will protect the freedom of expression of our students and staff and the right to engage in healthy debate in the classroom.

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

• 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
• Côté, C., & Hu, H. H. 2025. Understanding the Uniqueness of Emerging Markets and Their Firms: Institutional Voids–Based Dynamic Capabilities in the Chinese Automotive Sector. AIB Insights. https:/ / doi.org/ 10.46697/ 001c.129652. 
• 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 Internationalization 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

Presentation (45%)

Course participation (10%)

This component of assessment includes an element of group work.

Essay (45%, 2000 words)

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

For detailed assessment information, including all deadlines and timings, please see the relevant course Moodle page. Assessment timings will be available at the start of each term.