INDIAN INSTITUTE OF MANAGEMENT KOZHIKODE

Post Graduate Programme in Management

Course Outline

Course Name Global Business Year and Batch 2023-24; II Year

Strategy PGP 26
Term IV Course Credit 3
No of Sections 2 (A,B)
Total No. of Sessions 24 Session Duration 75 minutes
Instructor Venkataraman S
Contact Details +91 9748182481; venkat@iimk.ac.in
Office Faculty Block 3; Room 9/ Kochi Campus
Visiting Hours By appointment

Introduction
The world of business has been witnessing several major shifts in the past few years. One is
the shift of the battle place for global leadership, away from developed economies and towards
emerging economies. With the rise of a vast pool of knowledge workers and demographic
shifts, globalizing firms from the emerging economies like China and India (EMNCs) show
immense potential to be at the forefront of global business leadership in the near future. On the
other hand, after a long period of increasing globalization, firms now have to contend with
rising socio-political barriers that could potentially intensify. These trends have given rise to
an acute need for global managers particularly from emerging economies, – who possess
requisite knowledge, skills and a global mind-set to manage cross border operations. As
business get more integrated across the globe, there is also the need for greater appreciation of
cross-cultural dynamics

Learning Outcomes/Course Objectives

The emphasis will be on understanding strategic issues that managers of MNCs face, and on
applying concepts theories, tools and frameworks that help address these issues. In particular,
the course objectives are to orient students:
• To think critically about various facets of globalization of business and dynamics of
global competition.
• To familiarize themselves with the problems and perspectives of doing business across
national boundaries.
• To develop an understanding of conceptual and managerial motives, issues and
intricacies in foreign market entry and management of cross border operations
• To develop a greater appreciation of cultural influences and cross-cultural dynamics in
global business management
• To familiarize themselves with some unique organizational challenges in a multinational
corporation and how strategy gets formed in such settings;
• To foster an appreciation of the external forces, ethical concerns and human values that
influence and shape the business manager’s job in the global context.

Text book
Doh & Luthans. International Management- Culture, Strategy and Behavior - (11th edition
2021). McGraw Hill
 Reference Book(s)
a) Cultures and Organizations: Software of the Mind (2010), Geert Hofstede, Gert Jan
Hofstede, Michael Minkov, McGraw Hill
b) David Collis (2014). International Strategy: Context, Concepts and Implications
c) Ghemawat, P. (2013). Redefining Global Strategy – Crossing Borders in a World
Where Differences Still Matter, Harvard Business School Press, Boston.
d) Praveen Parboteeah and John B. Cullen International Business Perspectives from
Developed and Emerging Markets - (2nd (2018) /latest edition). Routledge
e) John B. Cullen and Praveen Parboteeah (2014) – Multinational Management- A
Strategic Approach, 6th Edition , Cengage
f) Hill, C.W & Jain, A.K. International Business: Competing in the Global Marketplace
(11th edition/ Latest). McGraw Hill

Pedagogy /Learning Process

To capture the pragmatic, action-oriented nature of an executive’s job involved in managing a

global business, we shall primarily use the case method of teaching, and supplement the case
discussions with readings, lectures, or other inter-active exercises, as necessary. Case and
reading material are assigned for each day. Students are expected and strongly encouraged to
read the assigned material outside of class and actively participate in the critical evaluation of
the concept and cases through class discussion. It is imperative that all participants read and
thoroughly analyse the assigned cases/readings before coming to the class.

Session Plan
S. No: Topic Readings* Case*
Module 1: Environment & Foundations of Business Globalization
Introduction to the • Ghemwat, Pankaj (2017). “Globalization Under
1 course Fire: How Should Leaders Respond?” IESE Insights
• “Is Globalization in Retreat?” Mckinsey Quarterly,
Understanding April, 2018.
Globalization & Its • Globalization in transition: The future of trade and
Implications for value chains, Mckinsey Global Institute, 2019
International
Business Book Chapter – 1
Going Global: • Alexander, Markus and Harry Korine (2008). Introductory Case:
2 Context, “When You Shouldn’t Go Global?” Harvard Play it safe at home or
Opportunities & Business Review, December. R0812E-PDF-ENG take a risk abroad?
Issues: • Ghemawat (2005). Regional Strategies for Global HBS Code : R1201X-
Why, When and Leadership, Harvard Business Review. December PDF-ENG-
How should a firm • Ghemawat, P. (2001). Distance still
go global? matters. Harvard business review, 79(8), 137-147 Marcopolo: The
3 Optional Reads making of a Global
Patterns in • Building the New Global Enterprise – BCG Latina
Henderson Institute (2018) (INS186-PDF-ENG)
internationalisation
of firms
Book Chapter – 8
4 Location, Global • Porter, M. E (1990). Competitive Advantage of Case: Global Wine
Competition & Nations, Harvard Business Review. March 1990 Wars 2015: HBS
Strategy – Code: 916415-PDF-
Competitive • Seighal.J, Introduction to Global Strategy, ENG
5 Module Note (HBS 706448-PDF-ENG)
Advantage of
Nations Toys R Us (HBS 9-
Political, Legal and Book Chapters – 2, 10 796-077)
Cultural
6 Environment
Module 2: Approaches for Entering Global Markets

• De Kluyver.C.A., Target Markets and Modes of

7 Going International – Entry, Harvard Business Publishing, BEP043 Amazon Goes Global
Market Assessment • Horn, J.T., Lovallo, D.P. and Viguerie, S.P. 2020 –
and Evaluation (2005). “Beating the Odds in Market Entry”, HBS Code: W20834-
The McKinsey Quarterly, No. 4, 2005 PDF-ENG
Building Multi- Optional Reads
8 national or Meta- • Doz, Y., J. Santos, and P. Williamson (2001).
national Advantage "The Metanational Advantage." Chapter 1 in
From Global to Metanational: How Companies In-Class Exercise
Going Global in a Win in the Knowledge Economy. HBS Press. (Case to be given
Digital World • Cao, L., Navare, J., and Jin, Z. (2018). Business later)
model innovation: How the international
9 retailers rebuild their core business logic in a
new host country. International Business
Review, 27(3), 543- 562
Book Chapters – 9
Strategies for • Mathews, J.A. (2006).“Dragon Multinationals: Haier – Taking a
10 Competing in Global New Players in 21st Century Globalization”, Chinese Company
Markets:1 Exploiting Asia Pacific Journal of Management, 23,pp.5-27. Global (HBS-
11 & Augmenting • Monti, J. A., and Yip, G. S. (2000) “Taking the 706401-PDF-ENG/
home-based high road when going international,” Business
advantage Horizons.
Module 3: Global Business Strategy: Cross-Cultural Dimensions
Home Country / • Cultural Intelligence, by Christopher Earley and Case:
12 National Culture Elaine Mosakowski, HBS (2005). To be indicated
Influences in • Hofstede, G. 1994. The Business of International
Strategic Decision Business is Culture. International Business
13 Making in Review, 3: l-14.
International • Lost in Translation: W1104A-PDF-ENG
Business (Important Read)
Book Chapter: 4: The Meaning and Dimensions of
Culture
14 Understanding • Hofstede’s website: http://geert-hofstede.com/ Case:
cultural dimensions - • Schwartz (2006) A Theory of Cultural Value To be indicated
Hofstede's and other Orientations: Explication and Applications,
frameworks Comparative Sociology 5(2-3)
15 (Schwartz, GLOBE)

Application of cross-
cultural frameworks Book Chapter: 4: The Meaning and Dimensions of
in an International Culture
Business context
Cross Cultural • Kale, Singh and Raman “Don’t integrate your Case: Case to be
16 Dynamics and acquisitions, partner with them”, Harvard given later (In-Class
Complexities in Business Review, 2009 Exercise) IVEY:
International • Ghemawat, P. 2007. Managing differences: The 9B02M003
Mergers and central challenge of global strategy. R0703C-
17 Acquisitions/ JVs PDF-ENG
and Alliances • Paul Beamish (2017). “A Note on Design and Case: Speed Race:
Management of International Joint Venture” Benelli and QJ
W17243-PDF-ENG Compete in the
• . Killing, J. P. “How to Make a Global Joint International
Navigating Venture Work,” Harvard Business Review, 2007. Motorbike Arena,
Differences in Cross- HBS (2010) :
18 909M97-PDF-ENG
Border Ventures Book Chapter: 5, 7
 Module 4: Executing Global Strategy: Managing in a Global and Multi-Cultural Environment
• Gregersen, Morrison, Black (1998), “Developing Case: Silvio Napoli
19 Executing Global Leaders for the Global Frontier,” Sloan at Schindler India (A)
Strategy - Subsidiary Management Review, 40-1: 21-32. and (B) (B to be
Formation and Being • Bartlett, C. & Ghoshal, B. 1988. Organizing for distributed in class)
a Country Manager worldwide effectiveness: The transnational HBS, 303086 &
solution. California Management Review. Fall. 302054
Book Chapters – 6
Being a global • Gupta and Govindrajan (2002)."Cultivating a Case: Amanda
manager – Cultural Global Mindset", Academy of Management Tremblay at Citrine
20 challenges, roles, Executive, 16(1) Software Solutions:
responsibilities, • Bartlett and Ghoshal, 2003, What is a Global HBS: 920561-PDF-
challenges and Manager? HBR, August. ENG
opportunities • Meyer, E., 2017. Being the boss in Brussels,
Boston, and Beijing. Harvard Business
Review, 95(4), pp.70-77. Case: From Regional
21 Practitioner • Meyer, E., 2014. Navigating the cultural Star to Global Leader
Perspectives minefield. Harvard Business Review, 92(5), -with commentary
pp.119-123 (commentary to be
Book Chapters – 13 distributed only in/
after class ) (HBS,
R0901A)
Module 5: Globalisation - Emerging Market Perspectives
• Khanna, T. &Palepu, K. 2006. Emerging Giants: Case: Caribbean
22 Building World-Class Companies in Developing Information and Credit
Countries. Harvard Business Review. October. Rating Services (A)
Emerging Market • Greenwald, B., & Kahn, J. (2005). All strategy is and (B) – (Ivey
Perspectives local. Harvard Business Review, 83(9), 94-104. Publishing –
9B14M082 and
• Khanna,T. & Palepu, K. “Strategies that Fit
9B14M084)
23 Emerging Markets” Harvard Business
Review,2005
Book Chapter – 8
Module 6: Responsible Globalization + End Course Review
• Dahan, N. M., Doh, J. P., Oetzel, J., & Yaziji, M. Case: Unilever’s New
Ethical Issues in (2010). Corporate-NGO Collaboration: Global Strategy:
24 international Cocreating New Business Models for Developing Competing through
business Markets. Long Range Planning, 43(2/3), 326- Sustainability
342. 4.
• Kasturi Rangan, Lisa Chase, & Sohel Kariom 916414-PDF-ENG
(2015). “The Truth about CSR” Harvard
End Course Review Business Review.
Book Chapter – 3
* A few Cases/Readings may be changed/updated
Evaluation Components/Assessment of Student Learning #
Assessment Tool Weightage
Class Participation/ Discussions/ 20%
Quizzes/ Class submissions
Term Paper/Group Project/ Other Group
Exercises or Assignments 40%
End-term Examination 40%
Total 100%
# Some components could be adapted – changes if any will be discussed with the class

Class Participation/Case Discussion and Quizzes/Class submissions

Active and thoughtful class participation will be critical for learning. Class participation will
be assessed based on meaningful contribution made in the class, particularly during case
discussion, or the quality of any related submissions. Assessment may also include an element
of peer-assessment, depending on the class size. Students may be required to submit individual
summary responses to assigned cases before every class. If online classes dominate, quizzes
may be introduced to supplement the assessment mechanisms.

Group Assignment

The group assignment will take the form of analytical research report or other similar exercise
aimed at testing the students’ understanding of international business strategies of the MNCs.
I will discuss this during the first session or two. There could be requirement of interim report
submissions.

Evaluation of the reports will take into account content and relevance, depth and quality of
analysis/insights presented and structure of the report.

General rules for the reports

All the groups to submit soft copy of the report. Direct copy-paste from websites, books/articles
(except for tables and diagrams used to emphasise or embellish a point) will be tantamount to
copying/plagiarism and will get no credit. Please also avoid sharing reports across groups, and
or extracting/copying partly or fully from other groups’ content; if any such attempt is
suspected or apparent, all the involved groups stand to lose.

End Term Examinations

The Exam could be entirely be case-based, or could be a combination of multiple choice
questions, short-essay questions and cases/caselets.

All the Best!