international strategic management - upf

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TEACHING PLAN FOR

INTERNATIONAL STRATEGIC MANAGEMENT

1. Basic description Name of the course: International Strategic Management Academic year: 2015-2016 Year: 4th Term: 3rd Degree / Course: Bachelor’s degree in International Business and Marketing Code: 44303 Number of credits: 4 Total number of hours committed: 100 Teaching language: English Lecturer: Prof. Sergio Costa Sant´Anna Timetable: GROUP 1 (Plenary Class) Monday 15:45-18:00

GROUP 2 (Plenary Class) Monday 18:30-20:45

GROUP 101 (Seminar) Thursday 16:00-16:55

GROUP 201 (Seminar) Thursday, 18:00-18:55



Office hours: Thursday 19:00 – 20:00 or by appointment 2. Presentation of the course International Strategic Management deals with strategic challenges confronting managers and organizations competing internationally. An organization’s strategy is its “theory” of how to gain competitive advantage and compete successfully in the marketplace. Strategic management is the process that managers, especially executives use to develop and implement an organization’s strategy. Our objective is to gain an enhanced understanding of the most fundamental question in strategic management: “What determines the international success and failure of organizations?”

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At the end of this course you will have: (i) an enhanced understanding of what determines the international success and failure of organizations competing around the globe; (ii) an awareness of and interest in how competition unfold in and out of emerging economies, and; (iii) an understanding of the “other side” of international business, namely, the strategies of local organizations that often compete and/or collaborate with foreign entrants. We will achieve these aims through close analysis of case studies and readings and classroom and study-group discussion. This course is not only pertinent for students who intend to pursue general management careers in organizations competing internationally, but also to those interested in management consulting, investment banking, venture capital, and other careers in the global context where accurate and concise strategic assessments are crucial. Students are expected to have taken basic business courses (e.g., Business Economic and/or Strategic Management). 3. Competences to be achieved in the course

General competences

Instrumental competences G.I.1. Ability to search, analyses, assesses and summarise information. G.I.2. Ability to relate concepts and knowledge from different areas. G.I.3. Ability to organise and plan. G.I.4. Ability to tackle and solve problems. G.I.5. Ability to take decisions in complex and changing environments. General personal competences

G.P.1. Ability to adapt, lead and work in a group that is multicultural, interdisciplinary, competitive, changing and complex in nature. G.P.3. Moral commitment and ethical sense. G.P.4. Critical attitude. Generic systemic competences G.S.3. Ability to think globally. G.S.4. Entrepreneurial capability.

Specific competences

Disciplinary competences

E.D.8. Analyse the business organisation by identifying the key economic factors that determine results.

Professional competences E.P.1. Ability to understand the decisions taken by economic agents and their interaction in the markets. E.P.2. Ability to analyse economic and market indicators when taking decisions within the organisation. E.P.5. Ability to take strategic managerial decisions whilst taking into account the economic, cultural, social and political determinants specific to a particular area. E.P.8. Ability to take functional decisions within an organisation with international activity. E.P.10. Ability to search, interpret and assess information available in an international environment in order to define target markets, according to the type of company and product. E.P.11. Ability to analyse a foreign market and define product implementation strategies.

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The above competences interrelate with the basic competences set out in Royal Decree 1393/2007, namely: a. competence to comprehend knowledge, on the basis of general secondary education b. competence to apply knowledge to day-to-day work in international management or marketing, in particular, ability to develop and defend arguments and to solve problems c. competence to gather and interpret relevant data, enabling the development of critical judgements on the economic and social reality d. competence to communicate and transmit information (ideas, problems, solutions) to a specialised and non-specialised public e. competence to develop learning activities in a relatively autonomous manner. In order to establish a correspondence between the basic competences and those developed in the degree, these are grouped according to two criteria. Thus, the competences developed in the subject are structured into those that are seen as a development or specification of basic competences and those that define the professional profile of the graduate, with respect to general and specific competences. Basic competence: understanding of knowledge I. General competences G.I.3 II. Specific competences E.D.8 Basic competence: application of knowledge I. General competences G.I.2, G.S.3 II. Specific competences E.P.11 Basic competence: gather and interpret data I. General competences G.I.1 II. Specific competences E.P.2, E.P.10 Basic competence: develop learning activities I. General competences G.I.3, G.I.4, G.P.4 Competences that define the professional profile which are not included under basic competences In general, these competences combine the following key elements for professionalising students in the area of international business and marketing: - provide students with the capacity to adapt to dynamic teams and environments - provide students with the capacity to create their own integral vision of the

operation of a business or international marketing project - provide students with the capacity to take complex decisions and carry out

negotiation processes I. General competences G.I.4, G.I.5, G.P.1, G.S.4 II. Specific competences E.P.5, E.P.8

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Own competences of the subject Analysis and assessment of the variables that enable the development of a strategy that leads to the positioning and/or consolidation of a company within the international market. 4. Contents Part 1: Foundation of Global Strategy • Strategizing around the globe • Globalization and strategy • Strategies for global value creation • FDI and Internationalization theories • The EPGR Model • Process of Mapping Business Landscape • Emphasizing institutions, cultures, and ethics • Value Creation models in multi-business companies

Part 2: Business-Level Strategies • Applying Management styles in different companies/environments/regions • Building up a Corporate culture for getting right management decisions • Managing, Negotiating and designing strategic alliances (M&A, Joint Ventures,

franchising, licensing etc) • Managing trust in Corporate Alliances • Legal issues weighting on companies` international corporate strategy. • Competitive strategy (Positioning and Sustainability)

Part 3: Corporate-Level Strategies • Managing risks in Strategic Alliances • Problems and pitfalls in strategy and company structure • Succeeding at Cross-Border Mergers & acquisitions • European Antitrust Regulations affecting Merger & Acquisitions • Governing the corporation responsibility • International Corporate strategy for new markets (the case of BRIC - Brazil,

Russia, China and India) 5. Assessment Regular Term Evaluation During the regular term you will be evaluated as indicated in the table below. a. Each assessment element (the first column) is scored with a grade between 0

and 10 with one decimal point precision. Zero is the lowest grade and ten is the highest grade.

b. The final grade for the course is calculated by adding grades obtained in each element multiplied by their assigned weights (the last column).

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c. The final grade of the course is reported on the scale from 0 to 10 with one decimal point precision. The course will be considered as “passed” if the final grade is equal to or greater than 5.0.

d. In addition to numeric final grades, you are also given descriptive grades: No presentat 0.0 – 4.9 Suspès 5.0 – 6.9 Aprovat 7.0 – 8.9 Notable 9.0 – 10.0 Excel.lent

Assessme

nt element

s

Frequency

Type of assessment

Assessment agent Type of activity

Grouping Weight (%) Obliga

tory Option

al Lectu

rer Self 360◦

Individual

Group (#)

CONTINUOUS EVALUATION (Minimum 5.0 on final group project and 4.0 on overall continuous evaluation grade required to be allowed to take the final exam)

In Class Simulation

1 X X X

Application

Overall understa

nding

X 10%

Final Project (Strategic Plan)

From Week 2 till the end of

the course

X X X X

Application

Conceptual Overall understa

nding

X (Prof. will split the

groups

25%

seminar presentations and questions preparation

Ongoing

X X

Analysis Applicati

on Conceptual Overall understa

nding

X

X (Prof. will split the

groups)

25%

FINAL EXAM (Minimum 4.0 required to pass the course)

Final exam

1 x

(min. 40%)

X Application and

synthesis X 40%

BONUS EVALUATION (default 0.0 maximum 1.0)

Participation bonus grade

Ongoing

X X X X

Analysis and

application

X

≤10% bonus

e. Frequency column in the table indicates the number of times assessment element is evaluated during the term.

f. The assessment elements that have “x” in the “Obligatory” column must be completed with the grade that is equal or greater to indicated grade in order to obtain a passing course grade. The assessment elements that have “x” in the “Optional” column do not require a minimum passing grade in order to obtain a

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passing final grade. Nevertheless, those “Optional” assessment elements that are not completed still count towards your final course grade.

g. Exchange students, please DO NOT BOOK tickets for your flights home in June before the dates for the final exams are announced (usually at the end of the week 5). Even if you have a ticket and a valid reason, ESCI will NOT PROVIDE ALTERNATIVE DATES for the final exam.

h. To be allowed to take the final exam your continuous evaluation grade (midterm exam + simulation + class and seminar preparation) must be 4.0 or greater AND your simulation group grade must be 5.0 or greater. If any on these two conditions is not met, you will not be allowed to take the final exam and the lower of the two grades becomes the final course grade.

i. In order to pass the course, you must take the final exam. If you do not take the final exam, your final course grade will be “No presentat” (“No show”), irrespective of your grades in other evaluation elements.

j. To obtain a passing course grade, you must obtain the final exam grade that is equal to or greater than 4.0. If the final exam grade is less than 4.0, the final exam grade becomes the course final grade irrespective of other grades.

k. The final exam is cumulative – it covers all material covered during the term. l. Class and seminar preparation plus group presentations (power point or similar

tool) grading element evaluates your preparation for the case and article discussions. Missing classes or coming unprepared to classes may lower your grade for this evaluation element. A missed class, weather justified or unjustified, counts as an unprepared class. A failure to actively participate in group and class activities during the discussions of cases and articles will be considered as an indication that a student has not prepared for the class. The final grade for this element will be determined by eliminating 20% lowest graded classes and averaging the remaining 80% classes.

m. There will be neither individual make-up work nor extra credit work assigned if you fail any of obligatory grading elements, you are unable to attend the final exam or the midterm exam, or if you obtain a grade below your expectations.

n. All students in a group receive the same grade for any group work. However, during the final exam, you will have to perform 360-degree evaluation that will be used to adjust group grades for individuals who have contributed more than their fair share of work (their grades will be higher than the grade given to the rest of the group members) and those who didn’t contribute their fair share of work (their grades will be lower than the grade given to the rest of the group members).

o. Participation in this course is evaluated as an extra credit that can contribute up to 10% of your final grade (default is zero). If you don’t say a word during the classes or you have irregular attendance (below 80%), your participation grade will be zero. However, you still may obtain a maximum final course grade. Participation grade is based exclusively on your CONTRIBUTION during class discussions. My experience is that in the courses that are evaluated on the continuous basis like this one, it is hard to fail but it is also hard to obtain a very high mark. So, if you are concerned with your average grade, take this element seriously as it can compensate for losses of grades in other elements. Furthermore, do not think of this grade as an entitlement or a gift – it has to be EARNED. Finally, do not confuse attendance with participation.

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A student can have a perfect attendance record and still have zero participation mark. Some of the behaviors that contribute to effective class participation are captured in the questions that follow: 1. Is the participant a good listener? 2. Are the points that are made relevant to the discussion? Are they linked to

the comments of others? 3. Do the comments add to our understanding of the situation? 4. Do the comments show evidence of analysis of the case? 5. Does the participant distinguish among different kinds of data (that is, facts,

opinions, beliefs, concepts, etc.)? 6. Is there a willingness to share? 7. Is there a willingness to test new ideas, or are all comments "safe"? (For

example, repetition of case facts without analysis and conclusions or a comment already made by a colleague.)

8. Is the participant willing to interact with other class members? 9. Do comments clarify and highlight the important aspects of earlier

comments and lead to a clearer statement of the concepts being covered? The questions above deal with both the process of class participation and (of equal or greater concern) the content of what you say. Please trust that both quality and frequency are important, but that quantity never can make up for low quality.

Supplementary Evaluation For those students who were allowed to take the final exam and during the regular term evaluation have obtained a final grade below 5.0, there will be a supplementary evaluation according to the ESCI calendar and academic regulations. Only final exam can be retaken during this session. All other grades stay unchanged and cannot be compensated by extra work. To pass the supplementary evaluation exam, a student must obtain supplementary exam grade that is equal or greater than 4.0. If a student obtains a passing supplementary exam evaluation grade, the final grade will be determined using the regular course assessment rules as outlined above. If a student obtains the supplementary exam grade below 4.0, the supplementary exam grade becomes the final course grade. The participation bonus grade is set to zero if a student has to take supplementary evaluation.

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Evaluation of competences

GI1

GI2

GI3

GI4

GI5

GP1

GP3

GP4

GS3

GS4

ED8

EP1

EP2

EP5

EP8

EP10

EP11

Final Project on Inter. Strategic Plan

X X X X X X X X X X x x x x x x

Simulation in class

x x x x x x x x x x x x x x x x

Preparation

x x x x x x x x x x x x x x x

Participation

x x x x x x x x x x x x x x

Final exam

x x x x x x x x

6. Bibliography and teaching resources • Basic bibliography

o Peng, M. W. (2013) Global Strategic Management, International Edition, 3rd Edition. South-Western Cengage Learning.

o Ghemawat, P. (2005). Strategy and Competitive Landscape. Harvard Business School Publishing

• Supplementary bibliography o Dunning, J. (2008). Multinational Enterprises and the Global Economy.

2nd Edition. Addison-Wesley. o Ghemawat, P. (2011). World 3.0: Global Prosperity and How to Achieve

It. Harvard Business School Publishing. o Ghemawat, P. (2007). Redefining Global Strategy: Crossing Border in a

World Where Differences Still Matter. Harvard Business School Publishing.

o Hitt, M. A., Ireland, R. D., and Hoskisson, R. E. 2007. Strategic Management: Competitiveness and Globalization (Concepts and Cases). 7th Edition. Thomson Higher Education.

o Jones, G. (2005). Multinationals and Global Capitalism. Oxford University Press.

o Peng, M. W. (2011). Global Business. 2nd Edition. South Western Cengage Learning.

o Verbeke, A. (2009). International Business Strategy. Cambridge University Press.

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• Teaching resources o Teaching cases o Articles from business journals o Articles from general press o Videos o Power point slides

Students are required to read all assigned cases and articles. The course will loosely follow Peng (2013) and Ghemawat (2005) books listed in the basic bibliography section. In the supplementary bibliography section you may find some books that you might want to refer to during the course or after for further reading on the topics covered during the class. Nevertheless, you will not need to buy or borrow any of these books to successfully complete the course. 7. Methodology The course is composed of a mixture of theory classes, case and article analyses and discussions, class assignment (on Strategic Alliances simulation) and a group final project work. The class is offered in English thus all class material will be available in English only. Students will be provided with the cases, readings, exercises and lectures before the class via the Intranet Moodle site (commonly referred to as “Aula”). The purpose of the lectures is to present and discuss theories, concepts, analytical techniques and empirical findings. We will supplement lectures with tutorials and seminars that will allow us to practice the analytical techniques introduced during the lectures. Furthermore, we will discuss a number of comprehensive business cases and articles. The goal of the case and article discussion is to apply the concepts to the context provided by the case and article and to make decisions based on both qualitative and quantitative analysis.

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Face-to-face (in the classroom)

Directed (outside the classroom)

Independent (outside the classroom)

Professor

- Lectures - Tutorials and seminars - Discussion of cases and

articles - Simulation (in class)

- Prepare classes - Prepare tutorials and

seminars - Prepare cases and

articles

- Follow current business

press for latest developments related to the class

Student

- Participation in discussions

- Final Project presentation

- Final exam

- Prepare seminars presentations and case study questions

- Prepare cases and articles

- Class preparation and readings

- Final Project preparation

- Independent study - Exam preparation

Theory classes: The objective of theory classes is to understand main issues related to International Management and consider all relevant elements in developing and implementing effective international strategies and organizational policies. For each topic, I will provide a set of Power Point slides (short version). These slides will be posted on Aula after of the class. While we will not discuss every single slide or spend equal time on each slide, you are expected to know ALL material covered in the slides. Cases: The objective of case presentations, discussions and analyses is to develop the necessary abilities to apply previously acquired concepts to specific situation. The case studies put you in the shoes of a decision maker, i.e., you have to perform the appropriate analysis and then make a recommendation. Beyond the international management related content, you benefit by improving your problem-solving ability, your ability to think on your feet and move others towards your point of view. A case-study course involves continuous student-to-student and student-to-professor discussion. Much of the learning occurs during the class, as students work through what they prepared in advance, ask questions about it, and improve on it. To get the most out of the class you must prepare conscientiously and participate actively in class discussions. Failure to participate robs others of your perspective and increases the chances that the discussion will not be relevant to your interest and abilities. So please participate actively. So what is conscientious case preparation? Read the case thoroughly; identify the principal issues to be addressed in the case; attempt to analyze these issues using your common sense and any appropriate tools or techniques; and note any action recommendations implied by your analysis. Alternatively, if you find yourself hitting

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a roadblock, try to articulate what your problem is. Oftentimes, identifying roadblocks is as valuable as a complete analysis. For each case assigned, I will provide the questions for preparation questions and the points to be addressed in the group PowerPoint presentation. The questions play several roles depending on the case. Usually the questions are simply to help you get started on your analysis. You should not feel constrained by them nor should you assume that answering all of the preparation questions necessarily constitutes a complete analysis. My general advice is always to read the preparation questions, but do not feel overly constrained by them. Therefore, I will upload in the moodle the guidelines for the case studies group presentations for each seminar plus the questions to be answered. I tend to vacillate between asking for volunteers and calling on individuals. If you are not prepared, please notify me before the class, and we can both avoid some embarrassment. If you have spent time preparing the case, but still feel unsure of your opinions, count yourself prepared. If you have made the effort, you should never feel embarrassed by the result. News, articles and professional papers: The objective of article discussions is to develop the ability to analyze current issues in International Management as well as to keep abreast of the recent socio-economic developments and link them to the class material. While the course outline, provided at the end of this document, lists required articles, additional articles from various relevant sources will be posted on Aula and will serve to initiate discussions either in the classroom or on the Intranet site. Practical exercise on Strategic Alliances We will play one in-class Practical exercise on Strategic Alliances. The purpose of this exercise is to sharpen your skills and apply the knowledge acquired in the lectures in “real-life” situations. Final group project work: During the course you will have to make a group presentation on a topic that is related to the content of the course. Working on these assignments should: Allow you to practice the concepts covered in class in order to help you learn and understand them better, mainly what their practical application mean for real business life at the same time:

• Motivate you to learn more about specific industries and sectors • Sharpen your analytical skills • Apply the theory in practical business life situations. • Help you to become better in dealing with ambiguity • Encourage you to learn how to make recommendations and how to justify

your opinions • Improve you group working skills • Give you an opportunity to improve your written and spoken English • Present you with an opportunity for public speaking in front of relatively

friendly audience

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MY EXPECTATIONS: Class Preparation: I expect you to come to classes prepared. This includes reading of the assigned cases, articles, reviewing of the power point slides and exercises. While participation during the classes is predominantly voluntary, I also practice “cold calling”. This means that anyone can be asked to answer any question. Fear of public speaking or limited fluency in spoken English will not be accepted as an excuse. Punctuality and Deadlines: I expect you to be on time for classes. I understand that due to unforeseen circumstances, you may be occasionally late. If possible, please let me know in advance if you are going to be late. Being habitually late is a good way of losing goodwill. Deadlines will always be strictly enforced and no exceptions of any kind will be made without prior approval. Attendance: I expect you to attend classes regularly. I understand that due to unforeseen circumstances, you may be occasionally absent. If possible, please let me know in advance if you are going to be absent. Being habitually absent and/or being absent without a valid reason are good ways of losing goodwill. Being absent does not excuse you from the deadlines. It is your responsibility to ensure that I receive required material by the given deadline, in the specified format, even if you are not present. If your attendance is below 80% (more than 6 hours of unjustified absences), your bonus participation mark is set to zero independent of your actual participation.

Class Discipline: It is of utmost importance that you respect your classmates and the professor by allowing them to work and study in a professional environment. Private conversations among students during the class will not be tolerated. According to ESCI rules, the professor may ask student(s) to leave the classroom. If you are asked to leave the classroom, your attendance sheet will be marked as ‘expelled’ (counts as two unjustified absences) and you will be asked to meet with the program coordinator. Intranet (“Aula”): It is students’ responsibility to ensure timely access to the Aula.1 International students: please talk to exchange program coordinators at your school and at ESCI in order to obtain Aula access as soon as possible. Until you obtain the access please ask one of your local classmates for the access to print or copy the class materials. Not having the access to the Aula will not be accepted as an excuse for not doing required course work. Laptops/tablets: Students MAY bring their laptops/tablets to classes as long as they are used for the activities related to the class. If your activities disturb students around you or me, I may ask you either to stop using the laptop/tablet or to leave the classroom. YOUR EXPECTATIONS:

1 https://aula.esci.upf.edu/login/index.php?lang=en

https://aula.esci.upf.edu/login/index.php?lang=en

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Responsiveness and Feedback: You should expect that questions and concerns that you raise with me would be answered, addressed and responded to. Besides formal feedback mechanisms, feel free to jot me an e-mail with any question or feedback. I will try my best to respond as speedily as I possibly can.

If you need to talk to me, you can send me an e-mail requesting to meet during the office hour or at other time. I will schedule time to sit and talk to you. Although I am usually available before and after the class for impromptu questions and consultations, unless you previously request to meet, you need to be prepared for the possibility that I may ask you to postpone the conversation for another day due to my previously scheduled obligations.

Punctuality: You should expect me to start and finish classes on time. If we need extra time to cover materials, or need to organize an extra session, I will only do so if the majority of the class agrees. Preparation and Rigor: You should expect the most up-to-date and rigorous materials to be covered in class. Guidelines and Expectations: For all assignments, exams and other course materials, I will state my expectations as clearly as possible.

If either of us finds that the other party has been violating expectations, it is our duty to inform the other party as promptly, and in as fair a manner as possible.

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8. Scheduling activities Note: The changes from the regular schedule are marked in red. Seminars are starting from the Week 2 (Thursday, April 21, 2016)

Week

Hours Sessions Date

Class Preparation

Time In Class Time After Class Time

Week 1

4

Lecture 1

Monday April 11

Read uploaded support material

60

Course Introduction; Globalization and Internationalization - Course overview - Facts and myths about Globalization •FDI and Internationalization theories

120

Review uploaded supporting material and PP slides Review your notes Independent study

60

No Seminars

This Week

NA NA 0 NA 0 NA 0

Week 2

7 Lecture

2 Monday April 18

Read uploaded support material

60

What is Strategy; Exploring the External Environment of Strategy - Review of basic strategic management concepts - Industry analysis - Diagnosing industry globalization potential - Porter 5 forces, PEST and SWOT analysis

120


60

15

Seminar 1

Thursday April 21

Read the case and answer the requested questions. For the signed up group (prepare the power-point presentation)

90

Case 1: The Haier Group (A) Harvard Business School (9-398-101)

55

Review uploaded supporting material and your notes Independent study

35

Week 3

5

Lecture 3

Monday April 25

Review PP slides Read uploaded support material

120

Corporate culture and management styles affecting worldwide corporations; •Applying Management styles in different companies/environments/regions/countries •Building up a Corporate culture for getting global right management decisions

120


60

Seminar 2

Thursday April 28


90 Case 2: The Walt Disney Company: The Entertainment King. Harvard Business School (9-701-035)

55


35

16

Week 4

9.5

Lecture 4

Monday May 2


90

International business strategy • Process of Mapping Business Landscape - The EPGR Model - Andrew´s Strategy framework - Ansoff´s Product/mission Matrix - BCG framework strategy

120

Review uploaded supporting material and PP slides Review your notes Independent study Simulation

180

Seminar 3

Thursday May 5


90

Case 3: McDonald´s in India. Thunderbird School of Global management (A07-05-0015)

55


35

17

Week 5

9.5

Lecture 5

Monday May 09


90

International Corporate strategy for new markets

• International Corporate strategy for new markets (the case of BRIC - Brazil, Russia, China and India)

120

Review uploaded supporting material and PP slides Review your notes Independent study Simulation

180

Seminar 4

Thursday May 12


90

Case 4: Motorola in China: Failure of success? Asia Case Research Centre (HKU440)

55


35

18

Week 6

3

No Lecture

This Week

Monday May 16

NA 0 NA 0 NA 0

Seminar 5

Thursday May 19


90

Case 5:

• Wal-Mart Stores, Inc. – Harvard Business School (9-794-024)

• Wal-Mart in 2002 - Harvard Business School (9-794-466)

55


35

Week 7

10

Lecture 6

Monday May 23


90

Business Models •Value Creation models in multi-business companies • Managing industry competition • Competitive strategy (Positioning and Sustainability)

120

Review uploaded supporting material and PP slides Review your notes Independent study Simulation (1-2)

210

19

Seminar 6

Thursday May 26


90 Case 6: The Renault-Nissan Alliance – Harvard Business School - (9-303-023)

55

Review uploaded supporting material and your notes

35

Week 8

11.5

Lecture 7

Monday May 30


240

Managing Strategic Alliances • Managing, Negotiating and designing strategic alliances (M&A, Joint Ventures, franchising, licensing etc) • Managing trust in Corporate Alliances • Succeeding at Cross-Border Mergers & acquisitions

120

Review uploaded supporting material and PP slides Review your notes Independent study Simulation (5-6)

210

Seminar 7

Thursday June 2


30 In Class - group Practical Exercise (Strategic Alliances)

55


35

20

Week 9

3

Lecture 8

Monday June 06


90

Managing Strategic Alliances • Legal issues weighting on companies’ international corporate strategy. • European Antitrust Regulations affecting Merger & Acquisitions

120 NA 210

Seminar 8

Thursday June 09


90 Case 7: Rayovac Corporation: International Growth and Diversification trough Acquisitions – IVEY (B06M025)

55


35

21

Week 10

9.5

Lecture 9

Monday June 13


90

Managing Corporate Risks and Governance Strategy

• Managing risks in Strategic Alliances • Problems and pitfalls in strategy and

company structure • Governing the corporation

• Defining corporate governance • Board of directors • Governance committees • Agency theory • National models of corporate • governance

120


180

Seminar 9

Thursday June 16


90

Case 8: Procter & Gamble Japan (A) – Harvard Business School (9-391-003)

55


35

22

Week 11

11.5

Lecture 10

Monday June 20

Prepare for final project presentation

30

Final project Presentation

In class: All groups must make final

project`s power point presentation plus

hands in the HARD COPY directly to the

Professor.

Obs: look at the specific guidelines.

120

180

international strategic management - upf

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