This introductory course focuses on theglobal dimension of management, including study of MNCs in the context of bothdeveloped markets and emerging economies. Our emphasis will be on understandingcontextual, strategic, organizational, cultural, and people-related issues thatmanagers of MNCs face, and on applying tools and frameworks that help addressthese issues. A central issue that we will examine is how MNCs manage thetension between two opposing forces in cross border management: On the onehand, as globalization has increased over time, strategic opportunities andchallenges are no longer isolated within national borders. On the other hand,important differences persist across countries, both in terms of marketopportunities as well as in terms of management practices and requirements.

Knowledge and Understanding:

After completing this course the student will have:

• Better understanding of the main issues that companies and managers confront when they go global, as well as of the strategies for dealing with those challenges.
• Knowledge and understanding of global sourcing strategies, roles and responsibilities of different units within the MNC (HQ, Subsidiaries, CoE).
• An understanding of the application of strategic planning techniques and tools for strategic analysis in a global context.
• Familiarity with examples of successful and less successful market entry strategies and management decisions.
• Knowledge of country differences in social, cultural, and economic respects when conducting international business.

Cognitive & Subject Specific Skills:

Students on completion of the course will have:

• The ability to conduct a strategic analysis and to identify key challenges facing firms in a global stetting.

• The ability to take a holistic approach to the application of analytical templates and other techniques.

• The know-how to obtain and analyze information which will aid decision making.

• The ability to analyze and balance the pressures for global integration and local responsiveness.

• The ability to analyze cases which approximates closely to the rapid analysis of global business situations.

• Tools for analyzing and dealing with the challenges facing international teams,alliances and mergers and acquisitions.

Key Skills:

Students on completion of the course will have:

• The ability to apply their knowledge of global strategy and management to real-life situations.
• The ability to rapidly structure ideas and presentations both as individuals and as members of a team.
• The ability to shift material quickly and efficiently, and to structure it into a coherent argument.
• The ability to research material related to companies and business context under pressure of tight deadlines.
• Organizational abilities in relation to teamwork including presentation and report writing skills.

 The course program consists of a combination oflectures, interactive case discussions, small working groups and other interactiveelements. The course encompasses regular lecture sessions, which will providethe foundations of global management and apply key concepts to real-worldproblems facing global organizations, as well as several cases discussions andinteractive exercises.

 Required readings will be provided to thestudents via Learn@WU. The readings for the first three lecture sessions incombination with information provided in class will form the base for theindividual examination that takes place in the 2^nd half of thesession on 18^th of October (45 minutes written examination; nomultiple-choice; one open question to be answered by the students out of twoalternatives).

 Preparatory questions will be assigned alongwith all teaching case sessions. Students are expected to analyze the casewithin their working group before coming to class and to prepare a five-slidePowerPoint presentation summarizing their key findings. The slides form thebasis for the student assessment, as well as the discussion of the cases inclass.

 Participants arefurther required to complete a group project as part of the courserequirements. Please organize yourselves into groups during the first session basedon common interests. The group project involves using course concepts toanalyze the cross-border strategic and management issues discussed in classand/or the challenges. Your analysis should go beyond what is covered in classand focus on one or more challenges that the company of your choice is facing,and on making specific recommendations. You might adopt the role of aconsultant when analyzing the challenges facing the company.

You will do a brief presentation and prepare a 10-15 page report related to the presentation.  You may work on the written report with your group members during the week we are meeting and then remotely.  It will be due two weeks after our in-person sessions concludes on November 1. No late assignments will be accepted.

Evaluation

Individual Level

• IndividualExam (33%)

Group Level

• Analysisof teaching cases (33%)
• Company analysis group project (see description above) (33%)

 Project reports will be evaluated on the basis of:

• Relevance of content
• Application of course concepts
• Quality and originality of insights
• Arguments given to support the con­clusions
• Clarity and persuasiveness
• Usefulness of recommendations for managers

The University will retain a copy of all coursework for Teaching Quality Assessment as part of the on-going quality assessment program. It is important, therefore,that students make a second copy for their own purposes.

Jonathan Doh isthe Herbert G. Rammrath Endowed Chair in International Business, foundingDirector of the Center for GlobalLeadership, and Professor of Management and Operations at the VillanovaSchool of Business and a visiting professor at WU. He teaches, does research and serves as aconsultant in the areas of international business, strategic management, andcorporate responsibility. Doh is also anoccasional executive faculty member for the Aresty Institute of ExecutiveEducation at the Wharton School of Business. Previously, Jonathan was on thefaculty of American University and Georgetown University, both in Washington,DC and a senior trade official with the U.S. Department of Commerce. Jonathan is author or co-author of more than 60articles published in leading scholarly and practitioner journals, 30 chaptersin scholarly edited volumes, and a dozen teaching cases and simulations, andco-author or co-editor of eight books. His article in Sloan Management Review (with Jack Pearce), “The High Impact ofCollaborative Social Initiatives,” won the annual Richard Beckhard Prize for outstanding paper in change andorganizational development in that journal. His books include International Management: Culture, Strategy,and Behavior, 6^th, 7^th and 8^th editions(with Fred Luthans), McGraw-Hill/Irwin, 2006, 2009, and 2012, the best sellinginternational management text and NGOsand Corporations: Conflict and Collaboration (with Michael Yaziji,Cambridge University Press, 2009), about which Peter Brabeck-Letmathe, Chairman of the Board of Nestle´ said “[theauthors] have provided the authoritative volume on the topic, filled withinsights and illustrative case studies. I highly recommend it.” Michael D.White, Vice Chairman of PepsiCo, called it a “must-read for any truly globalbusiness executive.” Doh has been ranked the 12^th most prolific international businessscholar in the world for the period 2001-2009 (Lahiri & Kumar, 2012).

Jonathan has served as a consultant to ABB, theGovernment of Thailand, and the Global Energy Resource Group of Deloitte ToucheTohmatsu International and has conducted executive management courses forleading global companies and organizations such as Anglo American, Bodycote,Bosch, China Minsheng Bank, Hana Financial, HSBC, Ingersoll Rand, Medtronic,Shanghai Municipal Government., Siam Cement, and the World Economic Forum. He has appeared on CNN and other television and radio programs, written editorialspublished in Business Week and the Financial Times, and been profiled orquoted in the Los Angeles Times, Toronto Star, La Reforma (Mexico), LesEchos (France) and other outlets. He holds a Ph.D. in strategic andinternational management from George Washington University

Administrative support: steffi.winterfeld@wu.ac.at

Course readings

There is no text-book forthis course. A course packet containing all readings and cases will be availablevia Learn@WU.

Useful journals:

Material on Global Strategy iscontained in Strategic Management Journal, Journal of International BusinessStudies, Journal of World Business, and the main strategy journals. Countryreports are provided by the Economist Intelligence Unit, OECD,the CIA and the World Bank.

Useful websites:

New York Times http://www.nytimes.com/

Washington Post http://www.washingtonpost.com/

CNN InteractiveNews http://www.cnn.com/

Fortune Global 500 http://www.pathfinder.com/fortune/global500/

StatisticalAbstract of the USA http://www.census.gov

Stat-USA Databases http://www.stat-usa.gov/stat-usa.html

The World Factbook(CIA) www.odci.gov/cia/publications/factbook/

Useful Link for IBTopics http://wtfaculty.wtamu.edu/~sanwar.bus/otherlinks.htm

Global EdgeResource Desk http://globaledge.msu.edu/ibrd/ibrd.asp

Going-Global http://www.going-global.com/

Advertising AgeInternational http://adage.com/international/daily/index.html

Foreign ExchangeRates http://pacific.commerce.ubc.ca/xr/today.html

Economic StatisticsBriefing http://www.whitehouse.gov/fsbr/esbr.html

Country Information http://www.yahoo.com/regional_information/countries

Country Reports http://www.countryreports.org/

International Laws http://lexmercatoria.net/

Culture andLanguages http://gamma.sil.org/ethnologue/

VariousInternational Links http://csf.colorado.edu/isa/sections/io/internet.html

JETRO White Paper http://www.jetro.go.jp/it/e/pub/whitepaper/2002/

The aims of the course are:

• To introduce students to the domain of international management
• To understand the challenges and pressures felt by different constituencies in the globalization process
• To be aware of competing arguments behind global-local decisions
• To discuss barriers to the globalization process and ways to overcome them
• To emphasize the generalist nature of management work in the global arena