Global Strategy

Proposal for an international strategic management course – Stephen Tallman, Univ. of Utah

This text is intended for a modular or half–semester course, targeted at an MBA or Executive Education audience. These seem to be ever more popular as a format, and can be incorporated with a segment on corporate strategy or another international business topic.

Focused on strategy, as opposed to either general international business or general international management courses,.the emphasis in the text will be on clear frameworks, lively, international case examples and on a concise treatment that brings the key concepts and issues within the grasp of an MBA or exec.ed student who needs to cover the ground in half a semester. In addition it provides a useful supplement by a well–known, experienced teacher for larger courses.

Spis treści:
OUTLINE: NB all chapters have essential reading; student questions; summaries; case examples; and ′key terms′ sections.
1. Introduction – International Business Strategy in the “Global Era”.
2. The Objectives of International Strategies.
A. Capability Leverage through New Markets.
B. Capability Building through New Inputs.
C. Improved Competitive Posture through Risk Reduction, Cost Reduction, and Strategic Maneuvering.
3. The Environment of International Strategy.
A. Comparative and Competitive Advantage.
B. International Financial Markets.
C. International Political Relationships.
D. Strategy in a Multicultural Milieu.
E. Technology Development and Exchange in the Internet Era.
4. Industry and Competitive Analysis on a Global Scale.
A. Industry Analysis in the Global Marketplace.
B. Internationalization and Globalization.
C. Configuration and Coordination.
D. Life Cycles, Local Markets, and Outsourcing.
E. Emerging Markets.
F. Manufacturing v. Services.
G. E–commerce.
5. Capability Processe s and the Multinational Enterprise.
A. Home Country Advantage.
B. Building Capabilities in the International Marketplace.
C. Combinatory/ Integration Skills and Competitive Advantage through Knowledge.
D. Technical vs. Organizational Capabilities.
6. Options in International Strategy.
A. Global Integration v. National Responsiveness.
B. The Transnational.
C. M & A in International Expansion.
D. Strategic Alliances and Cooperative Strategies.
E. The Strategic Roles of Subsidiaries.
F. Financial Strategies.
7. Structuring the Multinational Organization.
A. Strategies and Structures – the Transnational Model.
B. Networks and Matrices – Having it Many Ways.
C. Using Alliances.
D. The Role of the Center and the De–integration of HQ Activities.
E. Trade, Licensing, and Investment – Complementary Substitutes.
8. Managing the Multinational Organization.
A. The Structure and Roles of the Top Management Team.
B. Control and Coordination Mechanisms.
C. Strategic HRM Practices.
D. Production, Logistics, and Transfer Pricing Strategies.
E. Knowledge Transfer in the Post–Industrial MNE.
F. The Role of Corporate Culture and Normative Controls.
9. Subsidiary Strategies.
A. Entry Options.
Entry Strategies and Global Strategies.
Entry Strategies and Corporate Capabilities.
Entry Strategies and Corporate Identity.
Entry Strategies and Host Country Conditions.
Bargaining Power, Ownership, and Control.
B. Managing the Subsidiary.
Corporate Roles and Local Roles.
Expatriates and Locals.
Foreign Exchange Risk.
Taxes and Transfer Prices

Nota biograficzna:
Stephen Tallman is Professor and Department Chair of Management at the David Eccles School of Business, University of Utah. He has wide experience in both research and teaching in strategic management and international busness.

Okładka tylna:
Proposal fo r an international strategic management course – Stephen Tallman, Univ. of Utah

This text is intended for a modular or half–semester course, targeted at an MBA or Executive Education audience. These seem to be ever more popular as a format, and can be incorporated with a segment on corporate strategy or another international business topic.

Focused on strategy, as opposed to either general international business or general international management courses,.the emphasis in the text will be on clear frameworks, lively, international case examples and on a concise treatment that brings the key concepts and issues within the grasp of an MBA or exec.ed student who needs to cover the ground in half a semester. In addition it provides a useful supplement by a well–known, experienced teacher for larger courses.