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.