Global Strategy

Group	Teacher	Department	Language
Year 1	Alberto Nuñez Fernandez	Dirección General y Estrategia	ENG

Prerequisites

The course covers core and advanced topics in global strategy. Therefore, students are expected to have a sound knowledge of the basic theories and tools of strategic management at business and corporate levels.

IMPORTANT NOTICE: Students that enrolled in the course "International Business Strategy" of the MSc in International Management should not choose this core course due to significant content overlap.

COURSE CONTRIBUTION TO PROGRAM

The course contributes to CEMS students' education by: a) developing their analytical skills for assessing and designing global strategies, and b) making tangible the complexity of managing multinational enterprises and the economic, cultural and institutional diversity of emerging economies.

Regarding the CEMS programme's Learning Outcomes, the course contributes to #1 Internationalism, #2 Business embeddedness, #3 Responsible citizenship, and #4 Reflective critical thinking.

Course Learning Objectives

The course's overall objective is that students acquire strong foundations in global strategy by developing their analytical, design and decision-making skills in that domain.

Specific intended learning outcomes are:
- Understand the international context (in terms of industries and geographies) in which multinational companies (MNCs) operate.
- Evaluate foreign market attractiveness for entry
- Suggest appropriate modes of entry for internationalizing firms
- Critically evaluate the tension between global integration and local adaptation in foreign markets and the requirements to successfully apply global strategies that create and capture value across borders.
- Understand the organizational complexity of MNCs and assess the appropriateness of the different organizational structures and headquarters-subsidiary roles and relations in implementing global strategies.
- To increase students' awareness of the socio-political risks related to international expansion and review the issues of governance, sustainability and ethics in global management.

CONTENT

1. PART I: CRAFTING GLOBAL STRATEGY IN A DIVERSE WORLD * Why Do Firms Go Abroad? Internationalization process theories * The Globalization of Industries and Companies * How to Compete? Strategies to Create and Capture Value Across Borders * Where to compete? Choosing foreign markets and modes of entry * Where and when to locate activities? Global value chain configuration * Globalization to and from Emerging Economies (EE). The rise of EE MNCs
2. PART II: IMPLEMENTING GLOBAL STRATEGY * Organizational Structures for Global Operations * Headquarters-Subsidiary Roles and Relations * Nonmarket Strategy: Managing Socio-Political Risks in Global Enterprises * Ethics, Sustainability & Social Value Creation: Placing them at the core of the strategy and the business model of the MNC
3. LOOKING FORWARD * Globalization to and from Emerging Economies (EE). The rise of EE MNCs * The Globalization of Digital Firms * Sustainability & Social Value Creation: Embedding them in the strategy and business model of the MNC

1. PART I: CRAFTING GLOBAL STRATEGY IN A DIVERSE WORLD

* Why Do Firms Go Abroad? Internationalization process theories
* The Globalization of Industries and Companies
* How to Compete? Strategies to Create and Capture Value Across Borders
* Where to compete? Choosing foreign markets and modes of entry
* Where and when to locate activities? Global value chain configuration
* Globalization to and from Emerging Economies (EE). The rise of EE MNCs

2. PART II: IMPLEMENTING GLOBAL STRATEGY

* Organizational Structures for Global Operations
* Headquarters-Subsidiary Roles and Relations
* Nonmarket Strategy: Managing Socio-Political Risks in Global Enterprises
* Ethics, Sustainability & Social Value Creation: Placing them at the core of the strategy and the business model of the MNC

3. LOOKING FORWARD

* Globalization to and from Emerging Economies (EE). The rise of EE MNCs
* The Globalization of Digital Firms
* Sustainability & Social Value Creation: Embedding them in the strategy and business model of the MNC

Methodology

The course follows an interactive learning approach blending theoretical and applied knowledge. The sessions involve different formats including in-class case discussions and debates, role plays, interactive lectures, team presentations and guest speakers. Case studies and group assignments refer to different industries and countries, with special emphasis on emerging economies.

Description	%
Class Participation	20
Individual Case Write-Ups	20
Team Presentation Assignments	30
Final Exam	30

Assessment criteria

CLASS PARTICIPATION (20%)
Your active participation in class discussions is integral to the design of this course. It is crucial that you prepare the assigned material for every class. Please come prepared with the assigned case and readings.

INDIVIDUAL CASE WRITE-UPS (20%)
Each student will submit a one-page case write-up answering one specific question about the case to be discussed in class.The case write-ups are to be done individually.

TEAM ASSIGNMENTS (30%)
You will be assigned to a team in the first session of the course. Each team is expected to make two presentations plus Q&A to the class on an specific topic on global strategy (guidelines will be provided). Team presentations play an important role in both yours and, importantly, your colleagues' in-class learning experience.

FINAL EXAM (30%)
The final exam will be an individual, open book case write-up. The questions will be offered on the day of the exam. In the final exam, we expect you to apply the tools and concepts covered in the course in your case analysis and recommendations. More details on the final exam will be offered in the last course session.

PEER EVALUATIONS
You will also be asked to evaluate your group members. The team assignment grade will be adjusted by peer evaluations.

ATTENDANCE
We expect students to attend all sessions and be on time. If you have to miss a class, please notify the professor in advance by email. Please bear in mind that, according to ESADE MSc and CEMS Programme Regulations, class attendance is compulsory.

Bibliography

Alcacer, J. (2015). Competing Globally. HBS Reading (8123-PDF-ENG)

De Kluyver, C.A. (2010). Fundamentals of Global Strategy. New York: Business Expert Press.

Ghemawat, P. (2007). Redefining Global Strategy. Boston: Harvard Business School Press.

Ghemawat, P. (2018). The New Global Roadmap: Enduring Strategies for Turbulent Times. Boston: Harvard Business Review Press.

Hill, Charles and Hult, Thomas (2018). International Business. Competing in the Global Marketplace (12th edition). McGraw-Hill Higher Education.

Morschett, D. et al. (2015). Strategic International Management (3rd edition). Wiesbaden: Springer Gabler.

Porter, M. (1990). The Competitive Advantage of Nations. Harvard Business Review, Vol. 68, Issue 2, March-April, pp. 73-93.

Ramamurti, R. (2012). Competing with Emerging Market Multinationals. Business Horizons, vol. 55, no. 3, pp. 241-249.

Timetable and sections

Group	Teacher	Department
Year 1	Alberto Nuñez Fernandez	Dirección General y Estrategia

Timetable Year 1

From 2023/9/19 to 2023/10/17:
Each Tuesday from 14:00 to 16:00.
Each Tuesday from 16:15 to 18:15.

Tuesday2023/10/31:
From 14:00 to 14:45.
From 14:45 to 16:00.
From 16:15 to 17:45.

From 2023/11/7 to 2023/11/28:
Each Tuesday from 16:15 to 18:15.
Each Tuesday from 14:00 to 16:00.

Type:	OBL	Curs:	1	Period:	S semester
ECTS Credits:	7 ECTS

Global Strategy (2235.YR.014179.1)

General information

Type:

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