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Course Outline

Title: CEMS Global Strategic Management

Course Code: CCMIU1002U

Semester: Fall Term 2016

Course Coordinator: Dr. Michael J. Mol, mmo.smg@cbs.dk

Faculty: Dr Michael Mol, Dr Francesco Di Lorenzo and selected industry

experts

Language: English

Duration: Semester; 10 sessions

Schedule: Mondays, weeks 36-46, week 38 no class

09:50-12:25 except for week 36: 08:00-10.35. Room Ks54.

Exam: Written individual assignment. The exam will be graded by the

examiners only.

Exam Date: Date to be announced

THIS COURSE IS ONLY OPEN TO CEMS MIM STUDENTS AND IS CLOSED UNDER THE

LAW OF OPEN UNIVERSITY.

COURSE OVERVIEW

Welcome to the course “Global Strategic Management” that forms a core part of the CEMS

Program. The aim of the course is to help you improve in your ability to be an effective global

manager, especially in the area of strategy. To achieve this aim, we will use a variety of learning

tools, supported by relevant academic thinking where needed.

This course builds upon foundational knowledge of (non-global) strategic management, which

you are expected to have acquired previously and focuses on strategic management in a global

context. In other words, the object of our interest is how firms formulate and implement strategies

when they are operating across national borders or are planning to do so.

Within this context, the course aims to provide you with a) an improved ability to analyze global

strategies b), an improved ability to formulate global strategies, and c) an improved ability to

execute global strategies. Our focus throughout the course is driven by real-life practical problems

faced by large and sometimes smaller multinational firms across a range of industries and countries.

Below you will find further detail on (1) the course description, (2) the learning objectives,

(3) the classes and group work, (4) the examination, and (5) the course sessions and readings. As in

real-life settings, we assume you have come to this course ready to work in teams and willing to

participate in class discussions. Furthermore we strongly expect you to engage in a learning process

and to be able to articulate that learning.

1. LEARNING OBJECTIVES

Because of the complex nature of the subject studied, the emphasis of this course is not on

developing and applying simple recipes. Furthermore, we will strongly emphasize your ability to

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tackle real-life problems, and to do so partly in a group setting. Therefore there are three key

interrelated goals in this course:

1. Obtaining a Global Strategic Management Mindset. To be successful as a global strategic

manager, you must be able to think, act, and manage in ways that extend beyond a single

country approach. This requires an open, (self-) critical, and adaptive approach, which

should allow you to operate effectively in a multitude of contexts.

2. Acquiring Global Strategic Management Knowledge. To be successful as a global strategic

manager, you must have an understanding of the drivers of global strategies, how these

strategies affect a variety of outcomes, and through what strategy processes they come

about. This requires an ability to know both what the most appropriate solution is

theoretically and how practical factors affect that solution.

3. Applying Global Strategic Management Skills. To be successful as a global strategic

manager, you must have a variety of personal skills, including the ability to turn knowledge

into concrete action, the ability to work in teams to solve complex problems, and the ability

to critically reflect on your own abilities and shortcomings.

This produces the following specific learning objectives:

a) To demonstrate knowledge of the evolution of global strategic management as a practice

area and a field of study.

b) To demonstrate understanding of how best to deal with the multiple level (country, industry,

firm, interfirm, and individual) challenges of global strategic management.

c) To demonstrate knowledge of the role played by strategy in global competition and to be

able to devise appropriate strategies for particular situations.

d) To demonstrate the ability to reflect on the processes and effectiveness of group work

undertaken during the course.

e) To demonstrate the ability to reflect on your own existing skill set for global strategic

management and what you can you do to improve it further.

2. EXAMINATION

Participation in the two group presentations in class is mandatory and must be completed in order to

be admitted to the course exam. The course will be examined on the basis of a strictly individual

written piece of work. This individual assignment will have a maximum length of 15 pages

following the normal CBS guidelines for formatting. Up to 10 pages of the assignment will be used

to answer a question through a real-life case chosen by you, but not one specifically discussed in

class. This question will be handed out during the course. Tools for plagiarism detection will be

applied and you are therefore very strongly encouraged to apply your own thinking and especially

to do your own writing. You are expected to apply relevant literature and one or more tools from

the class. Up to 5 pages of the assignment will be used for an individual learning diary. At a

minimum this diary will include 1) a discussion of what the group assignment has taught you both

in terms of the content as well as the group process (using relevant concepts presented in this class

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and elsewhere), 2) a reflection on what you think you may need to learn to become an effective

global manager (taking into account learnings from this class). More guidance on the learning diary

will be provided in class, particularly during the first session of the course.

The exam will be graded by the examiners alone. It will be graded according to the Danish 12-point

scale:

Grade Description ECTS

12

Is given for an excellent performance, displaying a high

level of command of all aspects of the relevant material with

no or only a few minor weaknesses A

10

Is given for a very good performance, displaying a high

level of command of most aspects of the relevant material

with only minor weaknesses B

7 Is given for a good performance, displaying good command

of the relevant material and some weaknesses C

4 Is given for a fair performance, displaying some command

of the relevant material but also some major weaknesses D

02

Is given for a performance meeting only the minimum

requirements for acceptance

(Lowest passing grade)

E

00

Is given for a performance which does not meet the

minimum requirements for acceptance

(Failure)

Fx

-3

Is given for a performance which is unacceptable in all

respects

(Failure)

F

Please note that there are some additional rules and descriptions regarding the examination such as the

student’s right to formally complain. General exam regulations can be found here:

https://e-campus.dk/studium/eksamen

3. COURSE CONTENT

The course essentially takes an evolutionary perspective, tracking how global strategic management

in practice has changed over time up to where it is today and will go tomorrow. Such an approach is

useful because it allows us to understand more basic settings prior to considering how global

strategic management is becoming ever more complex. This complexity takes multiple forms, for

instance in terms of types of decision-making, geographic spread, organizational models, the

involvement of partners, and multiple and more diffuse performance objectives.

The focus in this course is on practically relevant issues, and to some extent directly on the

role you as an individual will have in tackling such issues. This practical perspective is shadowed

by relevant literature and conceptual debates where needed, i.e. the focus is not on the literature as

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such. However, through additional background readings you can dig into the literature and these

conceptual debates as much as you need and want to.

Classes and group work

We strongly encourage presence in the classroom and participation in both classroom discussion

and group work. Such participation should facilitate the writing of your learning diary, which is an

integral part of the individual assignment you must pass in order to pass the course. Ample room

will be provided for you to participate in classroom discussion, regardless of whether you prefer to

tackle issues from a more practical or more conceptual angle. We use multiple learning tools in this

class, including case studies, lectures, group presentations, role play, and practitioner contributions.

Each of these tools provides different benefits.

Case studies will be used to discuss specific topics in more depth, allowing us to study a

specific issue in a practical context. The aim of these case studies is to put you in the position of a

global strategic manager. Lectures will take a specific practical question as a point of departure and

apply relevant academic thinking to that question. The focus of this course is in many ways quite

practical, but there will be room to deepen your theoretical knowledge, as well as to apply it in the

individual assignment.

The group presentations form a central part of the class and are mandatory (you must work

on and attend your group’s presentations). Groups will have some minimum level of school and

gender diversity and each group will tackle a different real-life problem faced by a company in the

role of consultants. Groups will make two presentations, a 5 minute presentation during the second

or third week of the course where the problem is analyzed, followed by a 20 minute presentation

during a later week where a strategy to tackle the problem is formulated and an initial

implementation approach is proposed. The presentations will receive feedback from fellow

students, who act as the board of the company, and from the lecturers.

Role play will be used for you to practise specific dilemmas you will encounter as a global

strategic manager. During role plays you take on a specific role. Finally, practitioners will come to

class to share their experience and knowledge of global strategic management, again focusing on

specific issues their respective companies are dealing with (rather than providing a broad take on

global strategic management).

Sessions

1. Introduction to global strategic management (MM)

a. Introduction to the course

b. Recapturing strategic management

c. What is global strategic management

d. Multinational corporations

2. Structures and processes in global strategic management (MM)

a. Organizational structures

b. Headquarters –subsidiary relations

c. Organising for effectiveness

d. Formal and informal institutions

3. Entry decisions and strategic market assessment (FDL)

a. Competitive advantage for international business

b. Learning vs. attractiveness in market choice

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c. Entry modes

4. International corporate growth (FDL)

a. Alliances vs. acquisitions

b. International perspective on partnerships

c. International perspective on acquisitions

d. How to measure performance?

5. Country analysis and environment (FDL)

a. The competitiveness of regions

b. Does distance matter?

c. Strategic tripod

6. Knowledge flows in multinational corporations (FDL)

a. HQ, subsidiary and location in knowledge production

b. Knowledge transfer and HQ-subsidiary power relationships

c. The role of corporate venture capital in international knowledge sourcing

7. Taking global strategic management apart (MM)

a. Outsourcing

b. Offshoring

c. Global strategic management as modularisation

8. Wicked problems: Maintaining legitimacy in global strategic management (MM)

a. CSR in global strategic management

b. Managing across multiple levels

9. The last frontier: Global strategic management in Africa (MM)

a. Why?

b. How?

10. Creating global strategic management for tomorrow (MM)

a. The individual in global strategy

b. You as an innovator

c. Course recap

4. COURSE PREREQUISITES:

Before the course starts you are expected to gain sufficient understanding of the essentials of

strategic management, or if you feel you already master these to refresh that understanding. For this

purpose you are very strongly advised to use the online CEMS app (access will be provided during

the course); you may also benefit from studying a strategy textbook such as Robert Grant’s

Contemporary Competitive Advantage. During the course there will not be time to revisit the

essentials of strategic management. Please contact the course coordinator (mmo.smg@cbs.dk) at

your earliest convenience if you have any questions about this.

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5. COURSE READINGS:

Some articles are available directly from CBS Learn. Others we will provide a link for, and you can

then access these through the CBS Library. Should there be any additional documents from guest

speakers, these will be uploaded on CBS Learn. One case is also available directly from CBS Learn.

The others you should order, through the Case Centre (www.thecasecentre.org/) or from another

case supplier.

These suppliers charge a fee for the use of each case. Students are responsible for purchasing

their own copies of cases. CBS does not condone the copy or use of these materials by students who

have not purchased the materials from an authorized case provider themselves. Make sure that you

have access to all chapters, articles and cases well in advance so that you can come to class

prepared and ready to build upon your understanding of theory.

1. Introduction to global strategic management (MM)

a. Introduction to the course

b. Recapturing strategic management

c. What is global strategic management

d. Multinational corporations

In this session we will first introduce the course, including the group work and assignment. Then we

briefly revisit our understanding of strategic management (without the global) and set out the stall

for global strategic management: What is it (not), why do we need it and how do we go about it?

We then discuss multinational corporations, which are the vehicle for global strategic management

and briefly look at formal and informal institutions. We will dig into some shorter examples

throughout this session. There are no group presentations.

Core readings and materials:

Mintzberg, H. & Lampel, J. (1999) Reflecting on the strategy process. MIT Sloan

Management Review 40(3), 21-30.

Buckley, P.J., & Casson, M.C. (2009) The internalisation theory of the multinational

enterprise: A review of the progress of a research agenda after 30 years. Journal of

International Business Studies, 40, 1563–1580.

Further readings:

Berry, H., Guillen, M. & Zhou, N. (2010) An institutional approach to cross-national

distance. Journal of International Business Studies, 41, 1460-1480.

Dunning, J.H. (2001) The eclectic (OLI) paradigm of international production: Past, present

and future. International Journal of the Economics of Business, 8, 173–190.

Frynas, J.G., & Mellahi, K. (2015) Global Strategic Management. Oxford: Oxford

University Press.

Ghemawat, P. (2013) Redefining Global Strategy: Crossing Borders in a World where

Differences still Matter. Boston: Harvard Business Press.

Hennart, J.F. (2012) Emerging market multinationals and the theory of the multinational

enterprise. Global Strategy Journal, 2, 168–187.

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Peng, M.W., Wang, D.Y.L., & Jiang, Y. (2008) An institution-based view of international

business strategy: a focus on emerging economies. Journal of International Business Studies,

39, 920–936.

2. Structures and processes in global strategic management (MM)

a. Organizational structures

b. Headquarters –subsidiary relations

c. Organising for effectiveness

One aspect of session is the idea that organizational structures and strategies are intertwined and

that a choice of structure therefore enables / constrains strategic choices that organizations make.

We then zoom in on a key aspect of organizational structure in global strategic management, the

headquarter-subsidiary relationship. Next we look at global strategic management through a process

angle, i.e. how does global strategic management get done? The session includes a simulation

exercise. Groups 1 to 6 will provide a short initial presentation during this session.

Core readings and materials:

Bartlett, C. & Ghoshal, S. (1993) Beyond the M form: Towards the managerial theory of the

firm. Strategic Management Journal, 14, 23–46.

Bouquet, C., Birkinshaw, J., Barsoux, J. (2016) Fighting the ‘headquarters knows best’

syndrome. MIT Sloan Management Review, 57(2), 59-66.

Schaan, J., & Chandrasekhar, R. (2013) Arla Foods – Matching structure with strategy.

CaseCentre reference 9B13M112. Must read before coming to class.

Further readings:

Berry, H., Guillen, M. & Zhou, N. (2010) An institutional approach to cross-national

distance. Journal of International Business Studies, 41, 1460-1480.

Birkinshaw, J., Bouquet, C., & Ambos, T.C. (2007) Managing executive attention in the

global company. MIT Sloan Management Review, 48(4), 39-45.

Birkinshaw, J. & Hood, N. (1998) Multinational subsidiary evolution: capability and charter

change in foreign-owned subsidiary companies. Academy of Management Review, 23, 773-

795.

Burgelman, Robert A. & Grove, A. (2007) Let chaos reign, then rein in chaos—repeatedly:

managing strategic dynamics for corporate longevity. Strategic Management Journal, 28,

965-979.

Ghoshal, S. & Bartlett, C.A. (1990) The Multinational corporation as an interorganizational

network. Academy of Management Review, 15, 603-626.

3. Entry decisions and strategic market assessment

a. Competitive advantage for international business

b. Learning vs. attractiveness in market choice

c. Entry modes

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This session starts looking at how to assess competitive advantage for subsidiaries. Based on the

competitiveness assessment, the session explores: i) the dimensions to assess the choice of a new

international market to enter into, ii) how to assess how strategic is that potential market, and iii) the

choice of the entry mode appropriate to the market and firm characteristics. Groups 7 to 12 will

provide a short initial presentation during this session.

Core readings and materials:

Gupta, A.K. and Govindarajan, V. (2000). Managing global Expansion. A conceptual

framework, Business Horizons, 43(2), pp. 45-54.

Perepu, I.; Purkayastha, D.; Maseeha, S. (2008). Entry and expansion strategy: TESCO in

Japan, IBS Center for Management Research. Must read before coming to class.

Further readings:

Black, S.; Foeste, A. (2009). WAL-MART in China 2007: future prospects, INSEAD, 17 (1)

4. International corporate growth (FDL)

a. Alliances vs. acquisitions

b. International perspective on partnerships

c. International perspective on acquisitions

d. How to measure performance?

This session introduces external growth strategies with focus on alliances and acquisitions. After the

introduction of what these growth strategies are, the session explores: i) how (market conditions and

firm characteristics) to decide between these two strategic options, ii) international dimensions of

alliances and acquisitions, and iii) how to assess the performance of these operations, also from an

international perspective. Groups 1 and 2 will present. Groups 7 and 8 will act as clients for these

presentations.

Core readings and materials:

Dyer, Kale and Singh (2004). When to ally and when to acquire, Harvard Business Review.

Vasudha, M. (2008). Starbucks – TATA Alliance: brewing a fresh strategy for India,

Amity Research Centre Must read before coming to class

Further readings:

Löffler et al. (2004). Bayer and Millennium Pharmaceuticals: success based on perfect

interaction.

Alcacer, J.; Collis, D.; Furey, M. (2009). The Walt Disney Company and Pixar, Inc: to

acquire or not to acquire?

Zollo and Meier (2008). What is an M&A performance? The Academy of Management

Perspectives.

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5. Country analysis and environment

a. The competitiveness of regions

b. Does distance matter?

c. Strategic tripod

The session looks at how regions are heterogeneous in providing challenges and opportunities to

multinational corporations. More precisely, the session will reflect on the assessment of the

competitiveness of specific geographies. The concept of distance among regions is discussed to

understand how it affects international business opportunities. Groups 3 and 4 will present. Groups

9 and 10 will act as clients for these presentations.

Core readings and materials:

Porter, M. (1990). The competitive advantage of nations. Harvard Business Review.

March-April

Further readings:

Ghemawat, P. (2001). Distance still matters. Harvard Business Review (mandatory)

6. Knowledge flows in multinational corporations

a. HQ, subsidiary and location in knowledge production

b. Knowledge transfer and HQ-subsidiary power relationships

c. The role of corporate venture capital in international knowledge sourcing

The session looks at the role of knowledge in multinational corporation. In particular, the session

discusses: i) knowledge as form of power in the HQ-subsidiary relationship, ii) knowledge

production in subsidiary and transfers within multinational corporation, and iii) the role of corporate

venture capital as knowledge sourcing strategy in multinational corporation. Groups 5 and 6 will

present. Groups 11 and 12 will act as clients for these presentations.

Core readings and materials:

Rajagopalan, S. (2011). Google Ventures: disrupting corporate venture capital? Must read

before coming to class.

Further readings:

Chesbrough, H. (2002). Making Sense of Corporate Venture Capital

Wolcott, R.; Bauke, B.; Baierl, R. (2015). Corporate Venture Capital

7. Taking global strategic management apart

a. Outsourcing

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b. Offshoring

c. Global strategic management as modularisation

The aim of this session is to understand how global strategic management can be viewed as a

collection of modules sourced from within or outside an organisation, and within or outside a

country. Groups 7 and 8 will present. Groups 1 and 2 will act as clients for these presentations.

Core readings and materials:

Larsen, M., Pedersen, T., & Slepniov, D. (2010) Lego group: an outsourcing journey.

CaseCentre Reference no. 9B10M094. Must read before coming to class.

Lewin, A.Y., Massini, S., & Peeters, C. (2009) Why are companies offshoring innovation:

The emerging global race for talent. Journal International of Business Studies, 40, 901–925.

Mol, M.J. (2007) Outsourcing: Design, Process, and Performance. Chapters 1-3.

Cambridge: Cambridge University Press. Provided on CBS Learn.

Further readings:

Kotabe, M., Mol, M.J. & Ketkar, S. (2008) An evolutionary stage theory of outsourcing and

competence destruction: A triad comparison of the consumer electronics industry.

Management International Review, 48, 65-93.

Leiblein, M. J. (2003). The choice of organizational governance form and performance:

Predictions from transaction cost, resource-based, and real options theories. Journal of

Management, 29, 937-961.

Linder, J. C. (2004). Transformational outsourcing. MIT Sloan Management Review, 45(2),

52-58.

Mudambi R. (2007) Offshoring: Economic geography and the multinational firm. Journal of

International Business Studies, 38, 206.

8. Wicked problems: Maintaining legitimacy in global strategic management

a. CSR in global strategic management

b. Managing across multiple levels

This session investigates the ‘dark’ side of multinational corporations, especially their struggle in

maintaining corporate social responsibility across the many domains they operate in. Groups 9 and

10 will present. Groups 3 and 4 will act as clients for these presentations.

Core readings and materials:

Lee, S.H., Mol, M.J., & Mellahi, K. (2015) The close to $1 Trillion company that seemingly

cannot get basic working conditions right: Apple’s continuing struggles with corporate

social responsibility in its supply chain. London (Ontario): Ivey Publishing. Provided on

CBS Learn. Must read before coming to class.

Kostova, T. & Zaheer, S. (1999) Organizational legitimacy under conditions of complexity:

The case of the multinational enterprise. Academy of Management Review, 24, 64-81.

Further readings:

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Aguilera, R.V., Rupp, D.E., Williams, C.A., & Ganapathi, J. (2007) Putting the S back in

corporate social responsibility: A multilevel theory of social change in organizations.

Academy of Management Review, 32, 836-863.

Mol, M.J., Mellahi, K., Lee S.H. (2016) That is just not acceptable: A multilevel theory of

corporate social responsibility failure under different governance modes. Frederiksberg:

Copenhagen Business School working paper. Provided on CBS Learn.

9. The last frontier: Global strategic management in Africa

a. Why?

b. How?

During this session we look at what can arguably be seen as the one remaining unexplored continent

in global strategic management, Africa. We try to understand Africa from an opportunities

perspective, while not ignoring its challenges. Groups 11 and 12 will present. Groups 5 and 6 will

act as clients for these presentations.

Core readings and materials:

George, G., Kotha, R., Parikh, P., Alnuaimi, T., & Bahaj, A. (2016) Social structure,

reasonable gain, and entrepreneurship in Africa. Strategic Management Journal, 37, 1118-

1131.

Mellahi, K., & Mol, M.J. (2015) Africa is just like every other place, in that it is unlike any

other place. Africa Journal of Management, 1, 201-209. Provided on CBS Learn.

Further readings:

Klingebiel, R. & Stadler, C. (2015) Opportunities and challenges for empirical strategy

research in Africa. Africa Journal of Management, 1, 194-200.

Stadler, C. (2015) Talk given at Royal Geographical society:

http://www.iea.org.uk/multimedia/video/think-dr-stadler-on-helping-the-poor

Uchenna, U., & Mair, J. (2014) Source and patterns of organizational defiance of formal

institutions: Insights from Nollywood, the Nigerian movie industry. Strategic

Entrepreneurship Journal, 8, 56–74.

Mitchell, W. (2015). Fan Milk in West Africa, 1950s to 2014. Toronto: University of

Toronto case study. See http://www-

2.rotman.utoronto.ca/william.mitchell/Bio/TeachingMaterials/0Cases/FanMilk/FanMilk-

WestAfrica-2014-09c.pdf

10. Creating global strategic management for tomorrow

a. The individual in global strategy

b. You as an innovator

c. Course recap

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In the final session we specifically look at what individuals, you yourself included, do in global

strategy, especially how they innovate in management practices. This involves some in-class group

work. We then recapture the course. There are no group presentations.

Core readings and materials:

Birkinshaw, J., & Mol, M.J. (2006) How management innovation happens. Sloan

Management Review, 47(4), 81-88. Provided on CBS Learn.

Further readings:

Birkinshaw, J., Hamel, G., & Mol, M.J. (2008) Management innovation. Academy of

Management Review, 33(4), 825-845. Provided on CBS Learn.

Felin, T, Foss, N.J., & Ployhart, R.E. (2015) The Microfoundations Movement in Strategy

and Organization Theory. The Academy of Management Annals, 9:1, 575-632.

6. CONTACTS AND COMMUNICATION

All students registered at CBS automatically receive an e-mail account from the CBS. This is known

as a student's CBS email account, and the email address ending with @student.cbs.dk. Students can

access their emails directly via the web.

The CEMS office, teachers, as well as and other CBS services such as the library will use this email

address to contact you. You should therefore check this email account frequently and regularly.

The course website can be found on CBS Learn, which you can access through CBS website. You

will be able to find a copy of this course outline, course handouts, announcements, etc. It is important

that you regularly check the CBSLearn system in order to keep up to date with the course.

Course Coordinator:

Dr. Michael J. Mol, Professor of Strategic and International Management, Head of Department, Dept.

of Strategic Management and Globalization; mmo.smg@cbs.dk

About the Lecturers:

Dr. Michael J. Mol is a Professor of Strategic and International Management and the Head of

Department in the Department of Strategic Management and Globalization at Copenhagen Business

School. He obtained his PhD in Strategic and International Management from Rotterdam School of

Management, Erasmus University Rotterdam, where he also got an MSc degree with double majors

in strategy and logistics. Michael further holds a CEMS Master’s in International Management.

Prior to joining CBS Michael was a Professor in and Head of the Strategy and International

Business Department at Warwick Business School. During his 11 years in the United Kingdom he

also worked at London Business School and Henley Business School. Michael is a Dutch national

and has worked and studied or been a visiting scholar at ten universities in six countries, including

the Wharton School at the University of Pennsylvania. Michael's research focuses on the strategic

management of larger firms, with particular interests in innovation, especially management

innovation (the creation of new management practices) and open innovation, sourcing strategy,

especially offshoring and outsourcing, and strategic management in Africa.

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Dr. Francesco Di Lorenzo is an assistant professor of Strategy and International Business at

Copenhagen Business School in the department of Strategic Management and Globalization. Prior

to his position at Copenhagen Business School, he has been a visiting assistant professor at

Georgetown University in the department of Strategy Economics, Ethics and Public Policy. He

holds an MPhil and PhD in Management Science from ESADE Business School, a BA and an MSc

in Business and Economics from Bocconi University. Before starting the academic carrier, Dr. Di

Lorenzo worked as consultant for McKinsey&Co. and Accenture Strategy, focusing primarily on

M&As operations in financial services. He also worked for UNICEF in the Strategic Information

Analysis Unit. Dr. Di Lorenzo’s main research interests are in the areas of strategic management

and economics and management of innovation. More specifically, they include inter-organizational

knowledge flows, and corporate venture capital in high-tech industry, multiple organizational

performances, antecedents and implications of mobility of strategic human capital, His research is

empirically developed primarily in the pharmaceutical and semiconductor industries.

Administrative support:

Rene Barseghian

Dalgas Have, CEMS Office

Location: D2V0334

Email: cems@cbs.dk;

Phone: 3815 2285