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Global Strategic Management
1st class
Thomas Keil
Chair in International Management
Agenda
Administrative matters
What is global strategic management?
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Admin matters
Chair in International Management
About myselfInternational Experience
– 2013- Chair in International Management, University of Zurich
– 2006-2013 Professor of Strategic Management TKK /Aalto
– 2002-2006 Assistant Professor at Schulich School of Business at York University, Canada
Strong academic track record
– Published so far 20+ articles in international top journals: Harvard Business Review, Sloan Management Review, Academy of Management Review, Strategic Management Journal, Organization Science, Journal of Management Studies, Journal of Management, Entrepreneurship Theory and Practice, Journal of Business Venturing
– Editor of Entrepreneurship Theory and Practice (since April 2011), Editorial Board of AMJ, SMJ, Journal of Management Studies
Broad teaching experience
– Strategic Management, Management of Technology and Innovation, Corporate Entrepreneurship, International Business, Strategic Management of Growth and Renewal at undergraduate, graduate, PhD and executive level
Experience in consulting and executive education
– Clients have included Atria, Deutsche Telekom, Finnish Consulting Group, Itella, Nokia, Partek, Sonera, Tapiola, The Loyalty Group and The Royal Bank of Canada and VAPO
Married with Marianna Zangrillo, 3 children, 2 stepchildren and a dog
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About Evangelos SyrigosInternational Experience
– 2013- Post-Doc Researcher, University of Zurich
– 2012-2013 Post-Doc Researcher, Aalto University
– 2008-2009 Research Assistant, University of North Carolina at Chapel Hill
Research on New Drug Development
– How Pharmaceuticals build successful “new molecular entity” drugs?
Extensive teaching experience
– Strategic Management, Management of Technology and Innovation, International Business, Research Methods at undergraduate, graduate, PhD and executive level
Chair in International Management
Your expectations
Please fill out the expectations sheet!
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Course Objectives
After the course, the participant should
1. Understand the challenges created by operating in multiple international markets
2. Know key managerial challenges faced by managers of MNE and thesolutions available to address these
3. Understand differences between domestic and international strategy
Chair in International Management
Course structure and requirements
In-class sessions
Independent reading
Examination
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In-class sessions
Sixteen theory sessions on key topics of global strategic management
Seven case study session
Two guest lectures
Three book review session
Check possible in-class session schedule updates on the Chair’s page
Attendance is not mandatory but expected (Exam partly based on sessions)
Chair in International Management
Case Studies
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What is expected for the case studies lectures
- Two student group presentations in each case study lecture
- The presentation group may include 3-4 students. Students will be assigned in groups by the teaching assistant
- The presentation will:
- Answer specific questions (which will be published at least two weeks before)
- Be presented by one or more students
- Last maximum 15 minutes
9/16/2013 Title of the presentation, Author Page 11
Chair in International Management
What is expected for the case studies lectures
- Important dates:
- 16.9.2013 Deadline for the registration to the case study lectures by email ([email protected])
- 23.9.2013 Announcement of groups and the presentation day
- 7.10.2013 First Presentations
9/16/2013 Title of the presentation, Author Page 12
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Textbooks
Gupta, A.K. Govindarajan, V., and Wang, H., 2008, The quest for global dominance, 2nd Ed., Wiley, ISBN-10: 0-47-019440-5
Ghemawat, P., 2007, Redefining global strategy, Harvard Business School Press, ISBN-10: 1-59-139866-5
Chair in International Management
Exam
The exam is scheduled on: 13.01.2014, 10-12hrs in room KOL-F-104 (Rämistrasse 71, Zurich)
Exam requirements
– In class sessions – (Both lectures and case discussion)
– Textbook contents
– Gupta, A.K. Govindarajan, V., and Wang, H., 2008, The quest for global dominance, 2nd Ed., Wiley, ISBN-10: 0-47-019440-5
– Ghemawat, P., 2007, Redefining global strategy, Harvard Business School Press, ISBN-10: 1-59-139866-5
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Grading
0-49% of points -> fail
50-55% ->4
56-61% ->4,25
62-67% ->4,5
68-73% ->4,75
74-79% ->5
80-85% ->5,25
86-91% ->5,5
92-97% ->5,75
98-100% ->6
Chair in International Management
Housekeeping
Show respect for others and be on time
Computers, IPads and similar devices are allowed to take notes but not for chatting.
No mobile phone use during class please
Questions either during class or via email
Assessment based upon facts therefore all exams should contain only student number and no other personal information
All communications in English, please.
All administrative matters addressed to Evangelos Syrigos([email protected].
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Questions?
Chair in International Management
Is pursuing global initiatives a strategic choice or an imperative?
How do you assess the value creation potential of a global initiative?
What are the implications for global strategy of differences/similarities across countries?
What is the strategic rationale for going abroad?
In your job, you may be asked to assess the merits of a global strategic opportunity:
What is the analytical process you would undertake?
How would you arrive at a recommendation?
Key questions in the course
How do we decide on ownership/control when going abroad?
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What does Globalization mean for you?
What is globalization?
What does it mean for a corporation in Switzerland?
What does it mean for you personally?
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The center of economic activity is shifting
Chair in International Management
The next wave of competition in most industries is coming from emerging markets
Number of Fortune Global 500 companies from emerging markets
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What are the implications of a flat world?
Chair in International Management
Is the world really getting flat?
Ghemawhat, 2007, Redefining Global Strategy
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The world may be flattening but differences continue
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What are the implications of a semi-globalized world?
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STRATEGY
GLOBAL strategy is STRATEGY
Industry StructureSupplier/Buyer Power, Rivalry,
Entry, Substitution
Business UnitAssets
Capabilities, Technologies, Intellectual property, Brands
CompetitiveAdvantage
Chair in International Management
Differences Across Countries
Dis
tinct
ive
Con
tent
of G
loba
l Str
ateg
y
Low
Low
High
High
Domain ofGlobal Strategy
One strategy for all countries
Unique strategy for each country
Why do firms need Global Strategy?
Semi-Globalization: Differences across countries exist and persist.
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Horizontal Scope
Ver
tical
Sco
pe
Corporate strategy
GLOBAL strategy
Corporate versus Global Strategy?
Chair in International Management
Globalization makes it easier to capitalize on differences
Leverage Location Specific Advantage
Consider an Australian firm producing in Brazil.
What is the upside in global strategy?
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Globalization makes it easier to capitalize on similarities
Consider an Australian firm selling in Canada.
Leverage Firm Specific AdvantageWhat is the upside in global strategy?
Chair in International Management
Recap
The concept of globalization
Flat world versus semi-globalized world
Global Strategy versus corporate strategy
Firm specific and location specific advantage
