Subtitle:	Core Course - Global Strategic Management (CEMS): Part I
Instructors:	Univ.Prof. Dr. Björn Ambos
Type:	PI
Weekly hours:	2
Members (max.):	0
Registration period:	09/18/08 to 09/25/08

Class objective(s) (learning outcomes)

Global Strategic Management is an integrating module; it is concerned with the totality of what a trading business or other organisation is trying to achieve. In other words it assesses a wide variety of environmental and organisational aspects which, when considered overall, help us to understand why some organisations thrive and similar organisations may struggle. The types of questions that we address are: Why do firms go abroad? What differentiates a global from a multi-domestic industry? How does a multinational enterprise play the global chess game? Why and when do/should companies engage in cross-border strategic alliances, cross-border mergers and acquisitions? What are the associated risks and how to guard against them? What potential roles can foreign subsidiaries play in the MNEs global strategy? How do companies choose an optimal global structure? How do companies ensure coordination between the headquarters and its subsidiaries, and among subsidiaries? How do companies manage strategic change from one type of global strategy to another?

The aims of the course are:
•    To introduce students to domain of international and global strategy
•    To gain an understanding of processes of strategy formulation and implementation and apply them in a global setting.
•    To be aware of competing arguments behind a number of strategic approaches
•    To emphasize the generalist nature of management work
•    To learn to work together as a team

By the end of the course students will have learned:
•    The need for a holistic approach to the analysis of global strategies.
•    Analytical approaches to strategy consistent with this holistic approach to organizations.

Prerequisites according to degree program

On completion of the course students will have acquired skills such as the rapid structuring of ideas and presentations both as individuals and as members of the team. Organisational abilities in relation to teamwork including presentation and report writing skills. The ability to shift material quickly and efficiently, and to structure it into a coherent argument and the ability to research material related to companies and business contexts under pressure of tight deadlines.

Teaching and learning method(s)

The course is taught using a combination of lectures, case analyses, class discussion and outside guest speakers. The readings will give you a broad picture of what global strategy is all about.

Substantial classroom discussion is encouraged and expected.

Criteria for successful completion

Students will be assessed on:

•    Their knowledge on the content domain of Global Strategic Management.
•    Their ability to understand the strategic issues in the cases they present, to use the appropriate analytical techniques, and to marshal the relevant data.
•    The quality of the presentations, the written reports and the examination questions; by quality in this context we mean the clarity and persuasiveness of each bit of work. This implies an ability to work in teams.
•    Students failing to participate in their teams will lose the marks for that piece of work. To identify cases where teamwork is not functioning, we will use a peer rating form to assess each individual’s participation.

To assess the individual course participation, lecturers will use the following indicative marking scheme:

•    Excellent/outstanding contributions     10 points
•    Very good contributions             8 points
•    Good contributions                  6 points
•    Weak insufficient contributions      4 points or less.

THIS PART I COURSE IS TAUGHT TOGETHER WITH 0695 OR 0696 - YOU NEED TO SIGN UP FOR EITHER ONE OF THOSE TWO WHEN SIGNING UP FOR THIS COURSE. Your grade will be based on your performance in both parts of this course.

Competing Case Assignment      30%
Questions for Competing Cases 10%
Case Preparation (5 slides) 10%
In-Class Participation         10%
Written Exam         40%

Availability of instructor(s) for contact by students

by appointment

Miscellaneous

PLEASE CHECK THIS WEBSITE REGULARLY FOR UPDATES!!!

Day	Date	Time	Room
Wednesday	10/22/08	04:00 PM - 07:00 PM	H 3.35 (C)
Tuesday	10/28/08	10:30 AM - 01:00 PM	Festsaal
Tuesday	11/04/08	09:00 AM - 11:00 AM	Freizeitzentrum
Monday	11/10/08	03:00 PM - 06:00 PM	Festsaal
Tuesday	11/18/08	09:00 AM - 11:00 AM	H 4.41 (C)
Tuesday	11/25/08	09:00 AM - 12:00 PM	H 3.31 (A)
Tuesday	12/02/08	09:00 AM - 11:00 AM	H 2.28 (C)
Tuesday	12/09/08	10:00 AM - 12:00 PM	H 0.4 (B/C)
Tuesday	12/16/08	11:30 AM - 02:30 PM	H 0.6 (B)
Tuesday	12/23/08	10:00 AM - 01:00 PM	H 0.4 (B/C)

Unit	Date	Contents
1	22.10.2008	Introduction What is Strategy? How are Strategies made? Introducing the Global Context
2	28.10.2008	Strategic Analysis in a Global Context: Industry-level Analysis, Industry Evolution, Disruptive Change Strategy @ Breakfast
3	04.11.2008	Resources & Capabilities, Competitive Advantage
4	10.11.2008	Strategic Organization: Organizational Structures and Designs, Managing Change Strategy @ (late) Breakfast
5	18.11.2008	Headquarter-Level Strategy: Market Entry, Creating Synergies, Multi-Market Contact
6	25.12.2008	Subsidiary-Level Strategy: Managing Local Operations, Subsidiary Entrepreneurship, Coordination and Control Strategy @ Breakfast
7	02.12.2008	Collaborative Strategies: Alliances and Stakeholders
8	09.12.2008	Current Topics in Global Strategy: Global Corporate Social Responsibility, Fragmentation of Value Chains Strategy @ Breakfast
9	16.12.2008	Exam

Reader available at the IMM Institute: Global Strategic Management (CEMS), 2008; Content relevant for class examination: Ja; Content relevant for degree examination: Keine Angabe; Recommendation: Unbedingt notwendige Studienliteratur für alle Studierenden

Bartlett, C; Ghoshal, S.; Birkinshaw, J.: Transnational Management, McGrawHill, 4th ed, 2004; Content relevant for class examination: Keine Angabe; Content relevant for degree examination: Keine Angabe; Recommendation: Referenzliteratur

Peng, M: Global Strategy, Thomson, 2006; Content relevant for class examination: Keine Angabe; Content relevant for degree examination: Keine Angabe; Recommendation: Referenzliteratur

Grant, R: Contemporary Strategy Analysis, Blackwell, 5th ed., 2005; Content relevant for class examination: Keine Angabe; Content relevant for degree examination: Keine Angabe; Recommendation: Stark empfohlen (aber nicht absolute Kaufnotwendigkeit)