Firm Strategies in International Business 235111-D
Semestr letni 2020/21
Informacje o zajęciach (wspólne dla wszystkich grup)
|Limit miejsc:||(brak limitu)|
Conceptual foudations of international business strategy (IBS). Overview of major determinants of IBS. Reasons for firm's international engagement. Strategy levels: network strategy, firm-level (corporate) strategy, business-level (SBU) strategy, functional strategies..
Theoretical background of firm IBS (selected concepts): resource-based theory of firm, transaction cost theory, eclectic paradigm of international production (OLI), network theory; firm internationalization modes.
Internal determinants of firm's strategy; resources and dynamic capabilities; sources and critical role of firm-specific advantages (FSA) in international business.
External determinants of firms strategy in international business. Firm's home-country specific competitive advantages (Porter's "diamond model"). Host-country location advantages. Combining firm-specific advantages and location advantages in a multinational network
Knowledge management and innovation as drivers of MNE's international competitiveness and performance.
Formulation of business level (SBU) strategy - building and sustaining competitive advantage in international market. Success factors of international cost-based competitive advantage and differentiation-based competitive advantage. Influence of global integration vs local responsiveness framework on international business strategies.
Dimensions of firm-level (corporate) strategy - product diversification and vertical integration. Value chain management in IB in a context of firm's modes of internationalization..
Organizational structures for firms' international operations.
Types of relationships between firms operating in international market (competition, coexistence, cooperation, coopetition), and their determinants.
Inter-firm collaborative networks in international business. Vertical and horizontal linkages in international markets. PARTS model.
Dynamics of firm's international engagement. Internal (organic) vs external growth. International strategic alliances, mergers and acquistion. Characteristic of MNE in various regions of the world. Expansion of emerging economy MNEs
Organizational culture in the multinational enterprise (MNE). Models of intercultural management: the models of cultural domination, cultural coexistence, and of cultural cooperation.
Division of power within MNE. Relationships headquarters (HQ) -subsidiaries; sources of headquarters and foreign subsidiary (FS) power. Intra-organizational cooperation and coopetition within MNE structure; subsidiary's internal embeddedness and its position and performance.
External relations of MNE's foreign subsidiary (FS); role of external embeddedness in creation of subsidiary position and performance.
International strategies of corporate social responsibility (CSR)/ sustainable development (SD)
każdy czwartek, 9:50 - 13:20,
||Małgorzata Lewandowska, Tomasz Gołębiowski, Lidia Danik||26/25||szczegóły|
Wszystkie zajęcia odbywają się w budynku:
Właścicielem praw autorskich jest Szkoła Główna Handlowa w Warszawie.