Course Syllabus

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Il corso si propone di esporre gli studenti ai concetti fondamentali nell'ambito della strategia globale. L'obiettivo del corso è assicurare agli studenti una comprensione completa dei temi teorici ed empirici che caretterizzano le decisioni manageriali in contesti globali.

Questo corso è stato progettato per esporre agli studenti i concetti fondamentali nel campo della strategia globale. L'obiettivo del corso è quello di fornire agli studenti una comprensione completa dei temi teorici ed empirici che caratterizzano le decisioni manageriali nel contesto globale. Sul piano teorico, gli studenti acquisiranno una comprensione delle varie considerazioni strategiche per l'espansione del mercato e della strategia dinamica nel mercato globale. Sul piano empirico, gli studenti apprenderanno le conoscenze e gli strumenti necessari per analizzare e trovare soluzioni alle sfide reali affrontate dalle imprese multinazionali.

Le lezioni si terranno in presenza, secondo le modalità che l'Ateneo indicherà per l'aa 2022-23.

Per gli studenti che frequentano le lezioni, la valutazione del corso è strutturata come segue:
1- Esame scritto finale (50%): Breve analisi di un caso per valutare le competenze acquisite dagli studenti durante il modulo.

2- Presentazione di gruppo (40%): Il lavoro viene sviluppato in gruppi composti al massimo da 4-5 studenti. Ogni gruppo deve lavorare su un caso di studio a sua scelta. Ogni gruppo presenta una presentazione in power point e una breve relazione (2000 parole). La valutazione del gruppo dipenderà dalla qualità della relazione presentata, dalle presentazioni e dalla valutazione dei compagni.

3- Presentazione del caso di gruppo (10%): Il lavoro viene sviluppato in gruppi composti al massimo da 4-5 studenti. Ogni gruppo deve imparare una lettura a scelta e presentarla alla classe.

Per gli studenti che non frequentano le lezioni, il punteggio finale si basa su un esame scritto, che comprende una serie di domande a risposta aperta e a scelta multipla che coprono tutti gli argomenti teorici ed empirici discussi nel corso.

Materiale di lettura consigliato (pre-corso):
Grant, R. M. (2016). Contemporary strategy analysis: Text and cases edition. John Wiley & Sons.

Letture obbligatorie (per il corso):
Hill, Charles W. L. International Business, Global Edition, 13th Edition, McGraw-Hill Education (UK) Ltd., 2021; ISBN 9781260575866.
Edizioni precedenti compatibili: Hill, Charles W. L. International Business, Global Edition, 11th Edition, McGraw-Hill Education (UK) Ltd., 2017.

II semestre

Inglese

SALUTE E BENESSERE | ISTRUZIONE DI QUALITÁ | PARITÁ DI GENERE | LAVORO DIGNITOSO E CRESCITA ECONOMICA | IMPRESE, INNOVAZIONE E INFRASTRUTTURE | RIDURRE LE DISUGUAGLIANZE | CONSUMO E PRODUZIONE RESPONSABILI | PACE, GIUSTIZIA E ISTITUZIONI SOLIDE
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This course is designed to expose students to the fundamental concepts in the field of global strategy. The objective of this course is to endow students with a comprehensive understanding of the theoretical and empirical themes characterizing managerial decisions in the global context.

This course is designed to expose students to the fundamental concepts in the field of global strategy. The objective of this course is to endow students with a comprehensive understanding of the theoretical and empirical themes characterizing managerial decisions in the global context. On the theoretical ground, students will gain an understanding of various strategic considerations for market expansion and the dynamic strategy in the global market. On the empirical ground, students will learn the necessary knowledge and tools to analyse and find solutions to real-life challenges faced by multinational firms.

CLASS SCHEDULE AND CONTENT

Session 1: What is (global) Strategy?
Date - hours 04/05/2023 @14:30
Location U6-10 [AGORA' ex U6]
Content
• Introduction to the course
• Global Strategy
Required Readings
Porter, M. E. (1996). What is strategy?. Harvard business review, 74(6), 61-78.
http://innovationinthebox.com/clientresources/articles/Strategy/CLASSIC-What%20is%20strategy%20HBR.pdf

Session 2: Growth by Globalization
Date - hours 09/05/2023 @10:30
Location U6-35 [AGORA' ex U6]
Content
• The globalization of market and production
• The emergence of global institutions
• The globalization debates
Required Readings Book Chapters 1, 2, 3, and 5.
Case study
GM in China (case discussion)
Trade war between America and China.

Session 3: Effect of Imports on Innovation w/ Professor Marta Fernàndez Olmos
Date - hours 11/05/2023 @14.30 (mandatory); 11/05/23 @16.30 – 18.30 (optional seminar)
Location U6-10 [AGORA' ex U6]
Content
• Which import source is best for innovation in MNEs?
• Imports and innovation: Do family firms benefit more?
• Imports and innovation performance: diversity and geographic proximity of suppliers
Required Readings tbd
Case study tbd

Session 4: Market Attractiveness
Date - hours 12/05/2023 @12.30
Location U6-40 [AGORA' ex U6]
Content
• National differences (political, economic, and legal systems)
• Analysis of costs, benefits, and risks
• Industry Globalization Drivers
• International trade theory
• Foreign direct investments
Required Readings
Yip, G. S. (1994). Industry drivers of global strategy and organization. The International Executive, 36(5), 529-556.
https://search.proquest.com/docview/232066933?pq-origsite=gscholar**
Case study Baltic states, Indonesia, Apple.

Session 5: Designing Global Strategy
Date - hours 16/05/2023 @10.30
Location U6-10 [AGORA' ex U6]
Content
• Competitive pressure in the global market place
• Strategies for market expansion
Required Readings Guillén, M. F. (2013). Understanding and managing the multinational Firm.
http://www-management.wharton.upenn.edu/guillen/files/MNEConcept.pdf
Case study Globalization of BMW, Rolls-Royce and the Mini

Session 6: Ethics, CSR and Sustainability
Date - hours 18/05/2023 @14:30
Location U6-35 [AGORA' ex U6]
Content
• Ethics and International Business
• Roots of Unethical Behaviour
• Philosophical Approaches to Ethics
Required Readings Book Chapter 5
Case study Natura, The Body Shop, Aesop; Woolworths’ CSR

Session 7: Market entry strategies
Date - hours 19/05/2023 @12.30; 23/05/2023 @10:30
Location U6-40; U6-35 [AGORA' ex U6]
Content
• Timing of entry
• Entry scale
• Entry modes (pros & cons)
• Merger and Acquisition (antecedents and consequences)
• Strategic alliances
• Something about startup
Required Readings Buckley, P. J., & Casson, M. C. (1998). Analyzing foreign market entry strategies: Extending the internalization approach. Journal of international business studies, 29(3), 539-561.
Pan, Y., & David, K. T. (2000). The hierarchical model of market entry modes. Journal of international business studies, 31(4), 535-554.
Case study Haier. Danone, ENI.

Session 8: Exporting, Importing and Countertrade
Date - hours 25/05/2023 @14:30
Location U6-10 [AGORA' ex U6]
Content
• Improving Export Performance
• Export and Import Financing
• Countertrade
Required Reading Book Chapter 16.
Case study Spotify

Session 9: The Organization of International Business
Date - hours 26/05/2023 @12:30
Location U6-40 [AGORA' ex U6]
Content
• Organizational Architecture
• Centralization vs. Decentralization decision making
Required Reading Book Chapter 14.
Case study Philips vs. Matsushita P&G, pag 646

Session 10: Lectio Magistralis w/Luca Canzi, Country Head - Android EMEA @ Google
Date - hours 30/05/2023 @10.30
Location U6-35 [AGORA' ex U6]
Content
• Google Case Study
Required Readings tbd
Case study tbd

Session 11: The Horizontal and Vertical Boundaries of the Firm
Date - hours 06/06/2023 @10:30; 08/06/2023 @14:30
Location U6-35; U6-10 [AGORA' ex U6]
Content
• Motives for diversification (cap. 12 Grant)
• Diversification strategy
• Diversification and Core competence
• Make vs. Buy: Key considerations
• Global Supply Chain
Required Readings
Rumelt, R. P. (1982). Diversification strategy and profitability. Strategic management journal, 3(4), 359-369.
Montgomery, C. (1982), The measurement of firm diversification: some new empirical evidence. Academy of Management Journal, Vol. 25, pp. 299-307.
Case study Virgin Group, Chipotle, Lufthansa, RR Donnelley.
Alibaba (Pag. 650)

Session 12: Global Marketing and Business Analytics
Date - hours 09/06/2023 @12:30
Location U6-40 [AGORA' ex U6]
Content
• Business Analytics
• Distribution & Product Strategy
• Product Development and R&D
Required Readings Book Chapter 18
Case study Burberry

** Group Presentations**
Date - hours 15/06/2023 @14.30 & 16/06/2023 @12:30
Location U6-10 ; U6-40 [AGORA' ex U6]
Content
• Conclusion
• Feedbacks
• Group Presentations

DISCLAIMER
The information contained in this syllabus may be subject to moderate changes. The course instructor will communicate any modifications to students.

Classes will be held in presence and according to the rules the University will set for the a.y. 2022-23.

For students that attend the classes, the course assessment is structured as follows:
1- Final Written Exam (50%): A short case analysis to evaluate the competences acquired by students throughout the module.

2- Group presentation (40%): The work is developed in groups comprising at most 4-5 students. Each group must work on a case study of their choice. Each group submit a power point presentation and short report (2000 words). The group evaluation will depend on the quality of submitted report, presentations, and peer evaluation.

3- Group Case presentation (10%): The work is developed in groups comprising at most 4-5 students. Each group must learn a reading of their choice and present it to the class.

For students that do not attend classes, the final score is based on a written exam, which includes a number of open-answer questions and multiple choice question that cover all the theoretical and empirical topics discussed in the course.

Suggested reading materials (pre-course):
Grant, R. M. (2016). Contemporary strategy analysis: Text and cases edition. John Wiley & Sons.

Required Readings (for the course):
Hill, Charles W. L. International Business, Global Edition, 13th Edition, McGraw-Hill Education (UK) Ltd., 2021; ISBN 9781260575866.
Compatible previous editions: Hill, Charles W. L. International Business, Global Edition, 11th Edition, McGraw-Hill Education (UK) Ltd., 2017.

II semester

English

GOOD HEALTH AND WELL-BEING | QUALITY EDUCATION | GENDER EQUALITY | DECENT WORK AND ECONOMIC GROWTH | INDUSTRY, INNOVATION AND INFRASTRUCTURE | REDUCED INEQUALITIES | RESPONSIBLE CONSUMPTION AND PRODUCTION | PEACE, JUSTICE AND STRONG INSTITUTIONS
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Key information

Staff

    Teacher

  • RC
    Ramona Corti
  • IV
    Ivan Velardi

    • Tutor

  • RC
    Roberta Cecchi

Enrolment methods

Manual enrolments

Sustainable Development Goals

GOOD HEALTH AND WELL-BEING - Ensure healthy lives and promote well-being for all at all ages
QUALITY EDUCATION - Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all
GENDER EQUALITY - Achieve gender equality and empower all women and girls
DECENT WORK AND ECONOMIC GROWTH - Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
INDUSTRY, INNOVATION AND INFRASTRUCTURE - Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation
REDUCED INEQUALITIES - Reduce inequality within and among countries
RESPONSIBLE CONSUMPTION AND PRODUCTION - Ensure sustainable consumption and production patterns
PEACE, JUSTICE AND STRONG INSTITUTIONS - Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels