Please note! Course description is confirmed for two academic years, which means that in general, e.g. Learning outcomes, assessment methods and key content stays unchanged. However, via course syllabus, it is possible to specify or change the course execution in each realization of the course, such as how the contact sessions are organized, assessment methods weighted or materials used.


The learning outcomes of the course comprise:

  • ability to see strategy and ways of strategizing as highly contextual
  • practical insight of the contemporary strategic challenges of companies
  • understanding of the ways to develop strategies for global business
  • the enhanced awareness of differences in global business environment, including political, regulation and cultural aspects
  • understanding of the dynamics and suitability of various ways to manage business in different global environments, including the adaptation issues 
  • ability to analyse and plan global business activities
  • understanding of the related ethical and social responsibility issues.

Credits: 6

Schedule: 26.10.2020 - 02.12.2020

Teacher in charge (valid 01.08.2020-31.07.2022): Hannu Seristö

Teacher in charge (applies in this implementation): Hannu Seristö

Contact information for the course (valid 05.10.2020-21.12.2112):

CEFR level (applies in this implementation):

Language of instruction and studies (valid 01.08.2020-31.07.2022):

Teaching language: English

Languages of study attainment: English


  • Valid 01.08.2020-31.07.2022:

    This course provides a theoretically grounded overview on how companies develop strategies for, compete in and operate in the world markets. The view is more from a corporate and firm level rather than from a functional standpoint (e.g. marketing) or an individual domain. The view is that of multinational corporation (MNC) rather than of a small company. The course examines the key questions in strategic management: how to create value and how to achieve and maintain competitive advantage in the framework of global business.

    The course introduces the traditional process-based perspective on strategy and discusses strategizing as an action in a continuously changing environment. It discusses from strategic perspective the key issues, opportunities and challenges in global business arena. It addresses globalization and the consequent changes in firms’ operating environment and analyzes the needs to adjust firms’ strategies and operations due to these changes. The key concepts and principles of leading and managing business in the international dimension, including issues in various functions, such as HR and marketing are discussed. The role of politics, political risks and regulation are covered, including world trade issues. A thorough look is taken into the premises that various countries as location provide for companies in terms of competitiveness. The purpose of the course is to a) present the most important forces affecting global strategy development today, b) introduce and analyze the suitability of different strategies, and c) present the ways to organize, coordinate and control international activities.

    Main contents of the module are: strategic planning, global business environment, globalization of firms and industries, global strategy and growth, competition and competitiveness, location decisions, world politics & business, global trade, economic integration, global integration & local adaptation, planning and managing business globally.

    The objectives of the course are to learn: the tools and frameworks to develop strategy for global business, skills in analyzing global markets, to assess various ways to organize business for global markets, and to plan and organize for different business environments.

  • Applies in this implementation:

Assessment Methods and Criteria
  • Valid 01.08.2020-31.07.2022:

    Assignments 100%

  • Applies in this implementation:

    Individual assignment –
    article reflection papers (50%)

    The readings for the course include articles. For this
    assignment, each student chooses five (5) articles among the course readings to write corresponding reflection papers, in
    which the student a) briefly summarizes, in student’s own view, the key lessons
    of the article, and b) based on the student’s personal experience and/or
    expectations reflects on the value and applicability of those lessons.  it is also valuable to demonstrate critical
    and analytical thinking by providing possible critique for the paper or
    applying the findings to a setting that is relevant to the student.


    Case study assignment in teams (50%)

    For the team assignment, students will be divided
    into teams of 4-5 students. The students can propose their own teams before the
    start of the course, but the teams will be confirmed in the first session. The teams can
    also suggest their preference for the case to work on. During the first
    session, representatives of the case companies will introduce their company’s
    challenge that they would like the teams to address. For the case assignment, the
    teams need to create a PowerPoint presentation in which they report their
    analysis and suggestions. The final presentation of the case is in the end of
    the course.


    All assignments must be
    submitted, and the final case presentation made in order to get a final grade
    for the course. General feedback on the reflection papers is discussed during
    the lecture session for which the assignment was due. Students also have the
    opportunity to receive detailed personal feedback by e-mail, phone or by Zoom,
    outside of lecture hours. Feedback on the case assignment is given to each group
    on an agreed date, preferably by Zoom, approximately a week after the final
    sessions of the course.

    Regular class session attendance is expected of all students. Missed
    sessions need to be compensated by a written assignment given by the lecturer.
    Students are also expected to be online on time, and they should be prepared to
    turn on the video during the classes for active participation.

  • Valid 01.08.2020-31.07.2022:

    Contact teaching    24h
    Independent work    136h
    Total    160h (6 ECTS)


Study Material
  • Valid 01.08.2020-31.07.2022:

    A reading package consisting of academic and popular articles. Case studies.

  • Applies in this implementation:

    A reading package consisting of academic and popular articles. Lecture notes, Case material by companies.

    Articles assigned for a particular lecture session


    November 2

    Pankaj Ghemawat and Steven Altman (2019): The State of Globalization in 2019 and What It Means for Strategists. Harvard Business Review. HO4RLJ-PDF-ENG 7 pages. February 6, 2019.

    November 4

    William Kerr (2016): Harnessing the Best of Globalization. MIT Sloan Management Review, vol. 58, No.1. 10 pages. SMR574. Fall 2016.

    November 9

    Benjamin Rosa, Philippe Gugler & Alain Verbeke (2020). Regional and global strategies of MNEs: Revisiting Rugman & Verbeke (2004). Journal of International Business Studies (published July 2nd 2020)

    November 11

    Pucik, V., Evans, P. Björkman, I  & Morris, S. (2017): The Global Challenge: International Human Resource Management (3rd edition). Chapter 12: Forging Cross-Border Mergers and Acquisitions, pages 355-388. Chicago Business Press.

    November 16

    Menard, A., Ostojic, I., Patel, M. & Volz, D. (2020). A Game plan for quantum computing. McKinsey Quarterly, 8 pages, February 6th 2020.

    Ben-Ner, A. & Siemsen, E. (2017). Decentralization and Localization of Production: The Organizational and Economic Consequences of Additive Manufacturing (3D Printing). California Management Review, 19 pages, March 24th 2017. (HBSP code CMR640-PDF-ENG)


    November 18

    Douglas Quackenbos, Richard Ettenson, Martin Roth and Seigyoung Auh  (2016): Does Your Company Have What It Takes to Go Global? Harvard Business Review. 5 pages. April 11, 2016.

    November 25

    Villena, V. & Gioia, D. (2020) A More Sustainable Supply Chain. Harvard Business Review, 11 pages, March-April 2020.

    Whelan, T., & Fink, C. (2016). The Comprehensive Business Case for Sustainability. Harvard Business Review Digital Articles, 2-8.

  • Valid 01.08.2020-31.07.2022:

    Available exclusively to students in the CEMS MIM programme.

Registration for Courses
  • Valid 01.08.2020-31.07.2022:

    Registration through WebOodi.

  • Applies in this implementation:

    SDG: Sustainable Development Goals

    9 Industry, Innovation and

    12 Responsible Production
    and Consumption

    13 Climate Action


Further Information
  • Valid 01.08.2020-31.07.2022:

    This course is open to CEMS students exclusively. 100% attendance in lectures is required.

  • Applies in this implementation:

    SDG: Sustainable Development Goals

    9 Industry, Innovation and

    12 Responsible Production
    and Consumption

    13 Climate Action