MG464 Half Unit
CEMS Global Business Strategy
This information is for the 2023/24 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 2022/23: 41
Average class size 2022/23: 44
Controlled access 2022/23: Yes
Value: Half Unit
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