International Competitive Strategy

  • 7-weeks
  • 1.5 credits
  • Prerequisite: MBA Core. For those not in the MBA program, graduate student status and instructor's permission

This course will use the “Transnational Mentality” framework to provide a better understanding of the interplay between the Multinational Corporation (MNC), the countries in which it does business, and the competitive environments in which it operates.  From a strategic perspective, this approach can be contrasted with a purely domestic firm or one which operates in multiple countries but in a rather decentralized, locally responsive manner.  For example, as in a global “chess” board, an effective competitive strategy might require that a response to an attack in one country be diverted to another country – perhaps to the competitor’s home market. Thus, this course will focus on strategic options and complexities that a domestic firm, or a highly decentralized international firm, is less likely to face.

Here we will take a company and managerial-level perspective from the point of view of the executive who is in the “thick of things” – CEO, global account manager, country subsidiary manager, frontline business manager, etc. Through a high level of participation and in-depth case analysis, students will be invited to develop a “tool box” of key strategies to lead effectively in a highly interconnected global environment. The focus will now shift to international strategies and the strategic decisions taken by the key decision makers.

This course should be of interest to nearly all students of business administration. The seminar style approach will emphasize advance preparation for each class period and will involve a high level of class participation. Experiential group exercises will be used to illustrate key management concepts.

  • The Transnational Framework and approach
  • The many forces pulling firms to internationalize
  • The evolving strategic role of foreign operations
  • The goals of worldwide competitive advantage
  • The means of worldwide competitive advantage
  • The benefits and risks of global or regional strategies

Kelley School of Business

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