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International Strategy

INB422C International Strategy

  • Topics

    Topics

    The course is structured to include a rich combination of lectures, class presentations, challenging case discussions and illuminating company presentations.

  • Learning outcome

    Learning outcome

    What do Uber, WhatsApp and eBay have in common? They all struggled when entering emerging markets, such as in China, India or Brazil. Even established Multinationals, with operations worldwide, find it difficult to navigate the many challenges that arise when it comes to setting up business models that are suited for operating in low-income markets (also known as `bottom of the pyramid┬┐). How do you successfully set up your company abroad? How can you design your business model to be profitable as well as to create social value when operating in emerging markets? In order to answer these questions, we need to develop a good understanding of the nexus between international strategy, business models and social entrepreneurship - and how to apply it in practice.

    Upon completing this course, you will have gained

    Knowledge in

    • International strategy: have an in-depth understanding of the core questions in international strategy
    • Business model innovation: understand the concept of business model innovation and how this is relevant in the context of value creation across borders
    • Social entrepreneurship: understand how social value creation can be integrated into the business model for operating in low-income markets

    Skills in

    • How to design, adapt and innovate your business model in emerging, low-income markets
    • How to balance the need between commercial versus social value creation in setting up ventures in emerging, low-income markets
    • How to analyze host country conditions (supportive/unsupportive social, cultural, political, legal and regulatory institutions in foreign markets), and
    • How to formulate appropriate managerial recommendation in response to potential opportunities and challenges in those emerging markets

    General competence in

    • Advanced research ability, problem solving and critical reflection
    • Planning and executing project work in an international team during the length of the semester
    • Communicating findings of the project in a clear and engaging manner

  • Teaching

    Teaching

    The course will consist of a combination of lectures, team presentations, guest lectures and case discussions

  • Restricted access

    Restricted access

    This course is only open for CEMS students.

  • Required prerequisites

    Required prerequisites

    Bachelor level strategy books such as Jay B. Barney: Gaining and Sustaining Competitive Advantage (2007, 2010).

  • Credit reduction due to overlap

    Credit reduction due to overlap

    INB422C cannot be combined with INB422 International Strategy.

  • Requirements for course approval

    Requirements for course approval

    Students will be expected to be prepared for, and active, in class discussions, including team presentations and discussion of case material. Class attendance is therefore mandatory, where students are allowed to miss two classes. (An absence from three lectures will result in having to write an essay, and an absence of four lectures in being excluded from the course). In addition to regular attendance all students must be involved in at least one of their team presentations and one term paper.

  • Assessment

    Assessment

    Group term paper 50% and Written, individual 3-hour exam 50 %.

    All submission (term paper, exam) must be written in English.

  • Grading Scale

    Grading Scale

    Grading scale A - F.

  • Semester

    Semester

    Autumn

  • Literature

    Literature

    1. Compulsory readings:

    a) A compendium of articles (articles will be uploaded on itslearning)

    b) Case Collection (uploaded on itslearning)

    2. Optional literature recommended for this course:

    Ghemawat, P. Redefining global strategy: crossing borders in a world where differences still matter. Boston, Mass.: Harvard Business School Press, 2007.

    Bartlett C, Ghoshal S, Beamish, PJ. Transnational Management, McGrawHill, 5th ed., 2007.

Overview

ECTS Credits
7.5
Teaching language
English
Semester
Autumn

Course responsible

Tina Saebi, Department of Strategy and Management