Global Strategy and Organization

Readings

In the following table, the Ghemawat readings are taken from the required textbook:

Ghemawat, Pankaj. Redefining Global Strategy: Crossing Borders in a World Where Differences Still Matter. Boston, MA: Harvard Business School Press, 2007. ISBN: 9781591398660.

SES #	TOPICS	READINGS	CASES
Part I: Nation, industries and firms
1	The changing global landscape	Friedman, Thomas. “It’s a Flat World, After All.” The New York Times Magazine, April 3, 2005. Ghemawat. “Semiglobalization and Strategy.” Chapter 1.	Can Bollywood Go Global? HBS 9-806-040.
2	Linking national and firm-level advantage	Porter, Michael. “Competing Across Locations: Enhancing Competitive Advantage through a Global Strategy.” From On Competition. Boston, MA: Harvard Business School Press, 1998. ISBN: 9780875847955. Beise, Marian. “Lead Markets: Country-Specific Drivers of the Global Diffusion of Innovations.” Research Policy 33 (2004): 997-1018.	Finland and Nokia, HBS 9-702-427.
Part II: Building the global enterprise
3	Local strength to global advantage	Lessard, Donald. “Frameworks for Global Strategic Analysis.” Journal of Strategic Management Education 1 (2003): 19-37. Ghemawat. “Differences Across Countries.” Chapter 2.	Shimano Inc. A and B, MIT Sloan School Case.
4	Building a global business	Ghemawat. “Global Value Creation.” Chapter 3.	Lessard, Donald, and Cate Reavis. “CEMEX: Globalization ‘The CEMEX Way’.” MIT Sloan School Case 09-039, March 5, 2009.
5	Cross-border arbitrage and outsourcing	Ferdows, Kasra. “Making the Most of Foreign Factories.” Harvard Business Review (March-April 1997): 3. Ghemawat. “Arbitrage - Exploiting Differences.” Chapter 6. “IBM and Globalization: Hungry Tiger, Dancing Elephant.” The Economist (April 4, 2007).	American Outsourcing, HBS 9-705-037.
6	Expanding from new regions	Bartlett, Christopher, and Sumantra Ghoshal. “Going Global: Lessons from Late Movers.” Harvard Business Review (March-April 2000): 133-142.	ICICI’s Global Expansion, HBS 9-706-426.
7	Responding to strategic threats from late movers	Dawar, Niraj, and Tony Frost. “Competing with Giants: Survival Strategies for Local Companies in Emerging Markets.” Harvard Business Review (March-April 1999): 119-129. Recommended Ramamurti, Ravi, and Jitendra Singh. “Generic Strategies of India’s Emerging Multinationals.” In Emerging Multinationals from Emerging Markets. Cambridge, UK: Cambridge University Press, forthcoming.	The PC Wars: Dell vs. Lenovo, MIT Sloan School Case.
Part III: Integrating the global enterprise
8	Managing integration and responsivess	Bartlett, Christopher, and Sumantra Ghoshal. “Managing Across Borders: New Organizational Responses.” Sloan Management Review 29 (Fall 1987): 43-53. Ghemawat. “Adaption - Adjusting to Differences.” Chapter 4.	P&G Europe: Ariel Ultra’s Eurobrand Strategy, INSEAD 300-085-1.
9	Integrating global manufacturing and product development	Santos, Jose, Yves Doz, and Peter Williamson. “Is Your Innovation Process Global?” MIT Sloan Management Review 45 (Summer 2004): 31-37. Majchrzak, Ann, Arvind Malhotra, Jeffrey Stamps, and Jessica Lipnack. “Can Absence Make a Team Grow Stronger?” Harvard Business Review (2004): 131-137. Ghemawat. “Aggregation - Overcoming Differences.” Chapter 5.	“InterSoft of Argentina (A+B),” HBS 9-497-025.
10	Integrating global supply and marketing chains	Ghoshal, Sumantra, and Lynda Gratton. “Integrating the Enterprise.” Sloan Management Review 44 (Fall 2002): 31-38. Ghemawat. “Playing the Differences.” Chapter 7.	Zara: Fast Fashion, HBS 9-703-497.
11	Global leadership	Bartlett, Christopher, and Sumantra Ghoshal. “What is a Global Manager?” Harvard Business Review 81 (2003): 101-108. Ghosn, Carlos. “Saving the Business Without Losing the Company.” Harvard Business Review (January 2002): 3-11.