CEMS401 Global Strategy

• Topics

  Global Strategy is about strategy in context - it’s about the interaction between the global context of organizations and their strategies and strategic management. As future leaders, it is vital to understand how to navigate the vast opportunities created by globalization while also understanding and addressing the challenges it presents—not only for firms of all sizes but also for the communities in which they operate.

  The Global Strategy course is a cornerstone of the CEMS Master in International Management program, designed to equip students with the essential skills and knowledge needed to thrive in a dynamic global business landscape. Rather than offering ready-made answers, this course encourages students to identify and analyze key strategic issues and challenges faced by managers in global business. It provides useful frameworks, concepts, and perspectives to help develop effective responses to these challenges. The objective is to foster a comprehensive understanding of contemporary issues in international business and global strategy—issues that extend beyond traditional business concerns to include technological advancements, data-informed decision-making, and sustainability considerations.

  This course will focus on contemporary strategic issues shaping today’s global business environment, including:

  • Geopolitical shifts and globalization - What forces drive recent geopolitical developments, and how do these changes reshape globalization? How do they impact international business activities and multinational company strategies?
  • Digital transformation in global strategy - How do new digital technologies influence cross-border business operations? How can multinational firms leverage data-driven decision-making and technological advancements to respond effectively to geopolitical shifts?
  • The role of multinational corporations in global challenges - How do international businesses contribute to tackling grand societal and environmental challenges, many of which are represented in the United Nations Sustainable Development Goals? How can multinational companies integrate ESG considerations into their strategic decisions?
  • Balancing sustainability and resilience - How can multinational firms manage trade-offs between economic viability and the imperatives of sustainability and resilience in global value chains?

  Overall, the course provides a critical view of the principal challenges that strategists face in a global context. It aims to develop a nuanced understanding of what makes a strategy effective and how a strategic perspective can guide managerial decisions. The goal is to empower students to make meaningful, data-informed, and impact-driven contributions to the future of firms, economies, and societies.

• Learning outcome

  The Global Strategy course contributes primarily to the following CEMS MIM competence categories: Internationalism, Business Embeddedness, Responsible Citizenship, and Reflective Critical Thinking.

  Upon successful completion of the course, the student will have:

  Knowledge

  • Advanced knowledge of recent geopolitical developments and globalization dynamics, including a deep understanding of the tensions they create for firms, economies, and societies.
  • A strong grasp of core concepts and theories in the research domains of international business/management and global strategy.
  • Advanced understanding of how to apply these concepts and theories to develop and implement effective strategies for international expansion, foreign operations coordination, and global competitive advantage.
  • A critical understanding of how digital technologies and data-driven decision-making are transforming global business activities and can inform strategy formulation.
  • Advanced insight into how multinational firms can integrate ESG principles and sustainability considerations into global value creation and capture.

  Skills

  • The ability to identify, analyze, and deconstruct complex business challenges in a dynamic, global business environment.
  • The capability to synthesize multiple theories and frameworks to develop innovative solutions to these challenges.
  • The competence to apply research-based tools, digital analytics, and strategic frameworks to collect and evaluate data on contextual factors to enable informed and reflective decisions.
  • The ability to assess and navigate trade-offs between economic, social, and environmental requirements in a global strategy context.

  General competence

  • The ability to communicate effectively and persuasively with business and academic audiences on topics related to globalization dynamics, contemporary international business strategy, and sustainability challenges.
  • The capacity for critical reflection, enabling students to assess and refine their own perspectives when confronted with new information and diverse viewpoints.
  • The ability to collaborate in international teams, successfully plan and execute high-quality project work, and navigate cross-cultural management challenges.

• Teaching

  The course follows a student-centered and phenomenon-based teaching approach, requiring physical attendance and active participation throughout all classes.

  Classes combine theory-focused and application-oriented interventions:

  • Theory-focused interventions provide a strong conceptual foundation in international business and global strategy.
  • Application-oriented discussions and live cases complement the theory by illustrating real-world relevance.
  • Guest speakers from the business world share first-hand experiences and insights from the "frontlines" of international business.

  Students will work in teams of 4-5 on a semester-long project. This project encourages students to apply theories and frameworks from class to a real-world business context, enhancing their ability to tackle complex strategic challenges.

  The teaching method fosters a transformative learning experience, preparing students to become effective and responsible global business leaders. By emphasizing internationalism, business embeddedness, responsible citizenship, and reflective critical thinking, the course equips students with the diverse skills and perspectives needed to excel in today’s interconnected business environment.

  Classes take place once a week. Class attendance is mandatory. While I may grant permission to miss class for personal reasons, you need to ask for permission in advance. A student missing more than two classes without prior approval will fail the course.

• Restricted access

  This course is only open for CEMS students.

• Recommended prerequisites

  Basic knowledge about strategic management fundamentals gained in prior coursework or from a standard textbook, such as:

  • Jay B. Barney: Gaining and Sustaining Competitive Advantage (2007, 2010); or
  • Grant, R. M. (2021). Contemporary strategy analysis. John Wiley & Sons. (or earlier editions)

  Enthusiasm for international business and a willingness to engage in active learning are essential. Furthermore, familiarity with global economic trends and dynamics is recommended.

• Credit reduction due to overlap

  CEMS401 Global Strategy replaces INB422C International Strategy and thus cannot be taken in combination with INB422C International Strategy.

• Compulsory Activity

  Course approval consists of two elements:

  • Submission of two interim deliverables, as part of the semester project (group work)
  • Passing of two online quizzes (individual work)

• Assessment

  The assessment comprises two parts:

  • Final report of semester project (group work; 50%)
  • Digital school exam (4h, individual work; 50%)

  Group size 4-5 students. Student (groups) will work on the project over the semester, and have two interim deliverables to submit along the way as part of their course approval at dates that will be communicated in due time (first lecture).

• Grading Scale

  The course follows the letter grading scale (A-F), where A is the highest grade and F represents a failing grade, in accordance with the Norwegian standard grading system.

• Literature

  The required readings in this course will consist of a selection of articles. A list of these articles will be published upon course start in Canvas (Leganto).

• Permitted Support Material

  One bilingual dictionary (Category I)

  All in accordance with Supplementary provisions to the Regulations for Full-time Study Programmes at the Norwegian School of Economics Ch.4 Permitted support material https://www.nhh.no/en/for-students/regulations/https://www.nhh.no/en/for-students/regulations/and https://www.nhh.no/en/for-students/examinations/examination-support-materials/https://www.nhh.no/en/for-students/examinations/examination-support-materials/