Global Strategy and Organization - Sloan School Managament
As taught in: Spring 2008
A diagram showing the degree to which different management functions must assume a global or local role. (Diagram courtesy of Prof. Eleanor Westney; background map from Quick Maps of the World - theodora.com and used with permission.)
Instructors:
Prof. Donald Lessard
MIT Course Number:
15.220
Level:
Graduate
Course Features
Course Description
Companies today confront an increasing array of choices regarding markets, locations for key activities, outsourcing and ownership modes, and organization and processes for managing across borders. This course provides students with the conceptual tools necessary to understand and work effectively in today's interconnected world by developing strategic perspectives that link this changing environment, the state of the global industry, and the capabilities and position of the firm.
The goal of this subject is to provide the foundations for taking effective action in the multi-layered world of international business. The first section of the course provides frameworks for identifying and taking advantage of the opportunities presented in a dynamic global environment at the level of the country and industry. The second section of the course focuses on firm-level strategic choices regarding where to engage in which activities. The third section focuses on the challenges of integrating the multiple perspectives, functions, and interests that constitute the multinational firm.
The goal of this subject is to provide the foundations for taking effective action in the multi-layered world of international business. The first section of the course provides frameworks for identifying and taking advantage of the opportunities presented in a dynamic global environment at the level of the country and industry. The second section of the course focuses on firm-level strategic choices regarding where to engage in which activities. The third section focuses on the challenges of integrating the multiple perspectives, functions, and interests that constitute the multinational firm.
*Some translations represent previous versions of courses.
Syllabus
Course Meeting Times
Lectures: 2 sessions / week for 6 weeks, 1.5 hours / sessionCourse Overview
Companies today confront an increasing array of choices regarding markets, locations for key activities, outsourcing and ownership modes, and organization and processes for managing across borders. This course provides students with the conceptual tools necessary to understand and work effectively in today's interconnected world by developing strategic perspectives that link this changing environment, the state of the global industry, and the capabilities and position of the firm.The goal of this subject is to provide the foundations for taking effective action in the multi-layered world of international business. The first section of the course provides frameworks for identifying and taking advantage of the opportunities presented in a dynamic global environment at the level of the country and industry. The second section of the course focuses on firm-level strategic choices regarding where to engage in which activities. The third section focuses on the challenges of integrating the multiple perspectives, functions, and interests that constitute the multinational firm.
In addition to traditional case/class discussions, students working in groups will post blogs on at least four cases over the term and will make one group presentation in the context of an integrative "deep dive." Students will also individually submit two short papers applying frameworks presented in the class to an industry and a company of their choice.
Readings
Readings include one book and a number of analytic articles and company case studies drawn from a variety of different industries (manufacturing and services) in North America, Europe, Latin America and Asia.The required text is:
Ghemawat, Pankaj. Redefining Global Strategy: Crossing Borders in a World Where Differences Still Matter. Boston, MA: Harvard Business School Press, 2007. ISBN: 9781591398660.In addition, a package of readings will include all articles and cases, and class notes, slides, and other resources related to the course will be posted on a course Web site. Please check this site regularly.
Requirements
The requirements for the course and the contribution of each towards the final grade are:| ACTIVITIES | PERCENTAGES |
|---|---|
| Written assignments | 30% |
| Integrative "Deep Dive" presentation | 30% |
| Class participation: Individual participation and discussion (20%) Group postings to blog (20%) | 40% |
Individual Written Assignments
Two short papers (maximum 4 pages double spaced, excluding figures and diagrams, 12 point font):- Assess changes in the global scope of your industry (or an industry of your choice) and the competitive positioning of your firm's home country (Due on Ses #4)
- Assess the way your firm (or a firm of your choice) is organized internationally in order to exploit global (or regional) advantages yet remain responsive to local conditions (Due on Ses #10).
Deep Dive Presentation
At the end of the term, every member of the class will begin a "deep dive" into a real world case setting to explore the interaction among various business and region/country challenges and the possible responses to them, bringing together the content and perspectives of 15.223 and 15.220. The case will be BTC, the pipeline that BP has built from the Caspian to the Mediterranean, crossing Azerbaijan, Georgia, and Turkey.Working in groups of 4-5, you will be asked to view the situation from the perspective of different stakeholders including various roles within BP, some of the countries involved, NGOs, and the World Bank. Teams initially will perform a high level analysis from all perspectives, but before SIP week each team will be randomly assigned one of the perspectives, which they will represent in the final presentation that will take place in week 2 of H2. The teams should be the same as the groups submitting blogs (described below).
Class Participation
The success of this subject depends on your active participation in class discussions. Prior preparation of the cases and assigned readings are essential as this background is presumed in the lectures and case discussions. Class participation will be judged in two parts:- Individual participation and discussion (20%)
- Group postings to blog (20%)
A blog will be set up for the class to host out-of-class comments and discussions. Every student is expected to participate in a self-formed group of 4-5 (you should e-mail the membership of your group to the TA before Ses #2), and may participate as individuals as well. Each group will submit, no later than the evening (6 pm) on the day prior to the discussion, comments on at least four cases over the term, at least two of which should be during the first three weeks of class.
These contributions are expected to add value by focusing on an interesting aspect of the case (further analysis of developments, application of a specific framework or tool to one or more of the questions). Restatement of information available in the case does not add value. Please be concise. We are seeking Quality over Quantity. Individual contributions to the blog, which should build on the group postings and class discussion, will also be valued as part of individual class participation.
Readings
In the following table, the Ghemawat readings are taken from the required textbook:
Ghemawat, Pankaj. Redefining Global Strategy: Crossing Borders in a World Where Differences Still Matter. Boston, MA: Harvard Business School Press, 2007. ISBN: 9781591398660.
Ghemawat, Pankaj. Redefining Global Strategy: Crossing Borders in a World Where Differences Still Matter. Boston, MA: Harvard Business School Press, 2007. ISBN: 9781591398660.| SES # | TOPICS | READINGS | CASES |
|---|---|---|---|
| Part I: Nation, industries and firms | |||
| 1 | The changing global landscape | Friedman, Thomas. "It's a Flat World, After All." The New York Times Magazine, April 3, 2005. Ghemawat. "Semiglobalization and Strategy." Chapter 1. | Can Bollywood Go Global? HBS 9-806-040. |
| 2 | Linking national and firm-level advantage | Porter, Michael. "Competing Across Locations: Enhancing Competitive Advantage through a Global Strategy." From On Competition. Boston, MA: Harvard Business School Press, 1998. ISBN: 9780875847955. Beise, Marian. "Lead Markets: Country-Specific Drivers of the Global Diffusion of Innovations." Research Policy 33 (2004): 997-1018. | Finland and Nokia, HBS 9-702-427. |
| Part II: Building the global enterprise | |||
| 3 | Local strength to global advantage | Lessard, Donald. "Frameworks for Global Strategic Analysis." Journal of Strategic Management Education 1 (2003): 19-37. Ghemawat. "Differences Across Countries." Chapter 2. | Shimano Inc. A and B, MIT Sloan School Case. |
| 4 | Building a global business | Ghemawat. "Global Value Creation." Chapter 3. | Lessard, Donald, and Cate Reavis. "CEMEX: Globalization 'The CEMEX Way'." MIT Sloan School Case 09-039, March 5, 2009. |
| 5 | Cross-border arbitrage and outsourcing | Ferdows, Kasra. "Making the Most of Foreign Factories." Harvard Business Review (March-April 1997): 3. Ghemawat. "Arbitrage - Exploiting Differences." Chapter 6. "IBM and Globalization: Hungry Tiger, Dancing Elephant." The Economist (April 4, 2007). | American Outsourcing, HBS 9-705-037. |
| 6 | Expanding from new regions | Bartlett, Christopher, and Sumantra Ghoshal. "Going Global: Lessons from Late Movers." Harvard Business Review (March-April 2000): 133-142. | ICICI's Global Expansion, HBS 9-706-426. |
| 7 | Responding to strategic threats from late movers | Dawar, Niraj, and Tony Frost. "Competing with Giants: Survival Strategies for Local Companies in Emerging Markets." Harvard Business Review (March-April 1999): 119-129.RecommendedRamamurti, Ravi, and Jitendra Singh. "Generic Strategies of India's Emerging Multinationals." In Emerging Multinationals from Emerging Markets. Cambridge, UK: Cambridge University Press, forthcoming. | The PC Wars: Dell vs. Lenovo, MIT Sloan School Case. |
| Part III: Integrating the global enterprise | |||
| 8 | Managing integration and responsivess | Bartlett, Christopher, and Sumantra Ghoshal. "Managing Across Borders: New Organizational Responses." Sloan Management Review 29 (Fall 1987): 43-53. Ghemawat. "Adaption - Adjusting to Differences." Chapter 4. | P&G Europe: Ariel Ultra's Eurobrand Strategy, INSEAD 300-085-1. |
| 9 | Integrating global manufacturing and product development | Santos, Jose, Yves Doz, and Peter Williamson. "Is Your Innovation Process Global?" MIT Sloan Management Review 45 (Summer 2004): 31-37. Majchrzak, Ann, Arvind Malhotra, Jeffrey Stamps, and Jessica Lipnack. "Can Absence Make a Team Grow Stronger?" Harvard Business Review (2004): 131-137. Ghemawat. "Aggregation - Overcoming Differences." Chapter 5. | "InterSoft of Argentina (A+B)," HBS 9-497-025. |
| 10 | Integrating global supply and marketing chains | Ghoshal, Sumantra, and Lynda Gratton. "Integrating the Enterprise." Sloan Management Review 44 (Fall 2002): 31-38. Ghemawat. "Playing the Differences." Chapter 7. | Zara: Fast Fashion, HBS 9-703-497. |
| 11 | Global leadership | Bartlett, Christopher, and Sumantra Ghoshal. "What is a Global Manager?" Harvard Business Review 81 (2003): 101-108. Ghosn, Carlos. "Saving the Business Without Losing the Company." Harvard Business Review (January 2002): 3-11. | |
Lecture Notes
Case blogs explanation from Professor Lessard:
As preparation for classroom case discussion, students working in groups are required to post blogs on at least four (of 10) cases over the term. My experience is that this substantially increases the quality of student preparation, and it provides me and the students with a sense of where the class is at in terms of issues and insights. It also provides me with a basis to make "warm calls" on students who have not been active in class, but who have submitted blogs on a given day.
I typically "harvest" a set of quotes from the blogs to incorporate in my class slides. Three sets of these are included (session 6 - ICICI, 8 - P&G, 10 - Zara) to show the nature and quality of the postings.
(In the notes for sessions 6, 8, and 10, all blog quotes are courtesy of the students named, and are used with permission.)
As preparation for classroom case discussion, students working in groups are required to post blogs on at least four (of 10) cases over the term. My experience is that this substantially increases the quality of student preparation, and it provides me and the students with a sense of where the class is at in terms of issues and insights. It also provides me with a basis to make "warm calls" on students who have not been active in class, but who have submitted blogs on a given day.
I typically "harvest" a set of quotes from the blogs to incorporate in my class slides. Three sets of these are included (session 6 - ICICI, 8 - P&G, 10 - Zara) to show the nature and quality of the postings.
(In the notes for sessions 6, 8, and 10, all blog quotes are courtesy of the students named, and are used with permission.)
| SES # | TOPICS |
|---|---|
| 1 | The changing global landscape (PDF) |
| 2 | Linking national and firm-level advantage (PDF) |
| 3 | Local strength to global advantage (PDF) |
| 4 | Building a global business (PDF) |
| 5 | Cross-border arbitrage and outsourcing (PDF) |
| 6 | Expanding from new regions (PDF) |
| 7 | Responding to strategic threats from late movers (PDF) (Courtesy of Elena Obukhova. Used with permission.) |
| 8 | Managing integration and responsivess (PDF) |
| 9 | Integrating global manufacturing and product development (PDF) (Courtesy of Elena Obukhova. Used with permission.) |
| 10 | Integrating global supply and marketing chains (PDF) |
| 11 | Global leadership (PDF) |
Assignments
This section contains handouts that include learning objectives and discussion questions for each session. In addition, the two written assignments are included here.
Assignment 2 (PDF)
Discussion Questions
| SES # | TOPICS |
|---|---|
| 1 | The changing global landscape (PDF) |
| 2 | Linking national and firm-level advantage (PDF) |
| 3 | Local strength to global advantage (PDF) |
| 4 | Building a global business (PDF) |
| 5 | Cross-border arbitrage and outsourcing (PDF) |
| 6 | Expanding from new regions (PDF) |
| 7 | Responding to strategic threats from late movers (PDF) |
| 8 | Managing integration and responsivess (PDF) |
| 9 | Integrating global manufacturing and product development (PDF) |
| 10 | Integrating global supply and marketing chains (PDF) |
| 11 | Global leadership (PDF) |
Written Assignments
Assignment 1 (PDF)Assignment 2 (PDF)
Download Course Materials
This package contains the same content as the online version of the course.
For help downloading and using course materials, read our frequently asked questions.
Lessard, Donald. 15.220 Global Strategy and Organization, Spring 2008. (Massachusetts Institute of Technology: MIT OpenCourseWare), http://ocw.mit.edu/ (Accessed 15 Nov, 2011). License: Creative Commons BY-NC-SA
For more information about using these materials and the Creative Commons license, see our Terms of Use.
Courses by Department
- Aeronautics and Astronautics
- Anthropology
- Architecture
- Athletics, Physical Education and Recreation
- Biological Engineering
- Biology
- Brain and Cognitive Sciences
- Chemical Engineering
- Chemistry
- Civil and Environmental Engineering
- Comparative Media Studies
- Earth, Atmospheric, and Planetary Sciences
- Economics
- Electrical Engineering and Computer Science
- Engineering Systems Division
- Experimental Study Group
- Foreign Languages and Literatures
- Health Sciences and Technology
- History
- Linguistics and Philosophy
- Literature
- Materials Science and Engineering
- Mathematics
- Mechanical Engineering
- Media Arts and Sciences
- Music and Theater Arts
- Nuclear Science and Engineering
- Physics
- Political Science
- Science, Technology, and Society
- Sloan School of Management
- Special Programs
- Supplemental Resources
- Urban Studies and Planning
- Women's and Gender Studies
- Writing and Humanistic Studies
No comments:
Post a Comment