20343 - STRATEGIC DESIGN OF THE MULTINATIONAL FIRM
CLMG - M - IM - MM - AFC - CLAPI - CLEFIN-FINANCE - CLELI - ACME - DES-ESS - EMIT
Department of Management and Technology
Course taught in English
(6 credits - I sem. - OP | SECS-P/07) - M
(6 credits - I sem. - OP | SECS-P/07) - IM
(6 credits - I sem. - OP | SECS-P/07) - MM
(6 credits - I sem. - OP | SECS-P/07) - AFC
(6 credits - I sem. - OP | SECS-P/07) - CLAPI
(6 credits - I sem. - OP | SECS-P/07) - CLEFIN-FINANCE
(6 credits - I sem. - OP | SECS-P/07) - CLELI
(6 credits - I sem. - OP | SECS-P/07) - ACME
(6 credits - I sem. - OP | SECS-P/07) - DES-ESS
(6 credits - I sem. - OP | SECS-P/07) - EMIT
(6 credits - I sem. - OP | SECS-P/07)
The aim of this course is to prepare students for their future career in a multinational company (MNC). Globalization of markets and industries has created new growth opportunities for companies by accessing resources and serving markets worldwide. At the same time, managing across different cultures, administrative systems, geographic distances, economic structures poses its own managerial challenges. This course focuses on the strategic and organizational challenges involved in managing activities across borders, in an increasingly interconnected world. Students can expect to come away with a set of frameworks that helps them to understand: why firms do (or do not do) international business? How do they do it? What are the international strategies firms use as they go overseas? How do firms build a global presence by choosing countries, products and modes of entry? How do firms organize themselves for international business? Lectures are very interactive and supplemented with classroom exercises (e.g. the 3M simulation on market selection), recent articles (from The Economist, Fortune and Financial Times), academic papers on up-to-date topics (e.g. offshoring), a rich set of business cases (e.g. Inditex, Starbucks, Boffi, Carlsberg, Kellogg’s, Danfoss, Ecco, Lego Group) and guest speakers (from Apple, Whirlpool Corporation, L’Oreal, 3M, Almax, Intercos, Vodafone and many others). Class participation is critical to success in this course.
Course Content Summary
The course is structured as follows: it opens with a discussion on the meanings of globalization and the imperatives that drive firms to invest abroad as they seek market access, knowledge and cheap inputs, while also taking into account the costs of doing business abroad. It addresses how firms build global presence (e.g. market selection, entry modes) and how internationalization choices influence firm's performance. Topical issues in International management like offshoring, reshoring, emerging market strategies and headquarter-subsidiary relationships are scrutinized. Key questions are: what are the economic fundamentals driving first offshoring and then reshoring, what is special about emerging markets and what are the different roles of subsidiaries in the MNC? As such, the course provides a good foundation for International Management theory and discusses the topical issues in the field.
Detailed Description of Assessment Methods
Student evaluation consists of a written exam at the end of the course (70% of the total grade) and a teamwork completed during the course (30% of the total grade). Extraordinary in class contribution (in particular in discussing cases and participating to debates) is awarded with one extra point at the end of the grading process.
P. GHEMAWAT, Redefining Global Strategy: Crossing Borders in a World Where Differences Still Matter, HBS Press, 2007.
Slides, cases and readings discussed in class and not included in the above mentioned book are accessible on Course Reserve or saved on the E-Learning Platform (Course: 20343).
Last change 24/07/2015 15:19