Content
Students gain in-depth knowledge about important elements of strategy as well as major concepts
and instruments needed for the successful management of multinational enterprises (MNEs).
Learning outcomes
Upon successful completion of this module, students are able to recall, understand and explain
key concepts of corporate strategies in multinational enterprises (MNEs). Moreover, they can apply
their knowledge to practical problems and challenges. Participants are able to analyze company
portfolios and to set up growth programs in order to develop a sound strategy for MNEs. Finally,
students are able to analyze and solve case studies as well as to create case solutions.
Examination
Grading is based on the perfomance in a 60min written examination. The examination aims
at testing knowledge on different levels: Knowledge questions aim at the recall of the learned
concepts, e.g. by reproducing different strategic management models; decision items aim at
classifying or interpreting the course contents, e.g. by contrasting and comparative analysis of
different strategies of multinational enterprises; application and scenario questions aim at testing
the ability of transfer the learned concepts (e.g. Strategy context, financial success, and strategy
levels, Strategic redirection, Portfolio management and product diversification, Growth programs
and internationalization, Corporate growth modes and acquisitions, Corporate transformation) to
real-life settings, e.g. by identifying solutions to short practical cases in strategic management.
The final exam is a closed book exam, resources such as books, lecture slides, personal notes,
etc. are not allowed to answer the questions. Furthermore, calculators as well as foreign language
dictionaries are not permitted.
Prerequisites
Basics of business administration
Teaching & learning methods
In the interactive lecture, the most important concepts, approaches, theories, and empirical studies
in the field of strategic management are introduced and discussed. Practical examples and case
studies serve to illustrate the relevant theories and methods. If applicable, (a) guest lecture(s)
will demonstrate the practical relevance of the theoretically discussed issues. In corresponding
case study exercises students are encouraged to engage in individual exercises and small group
exercises in order to look deeper into the course contents and to support transfer of the acquired
theories and methods. Finally, the self-study of literature is part of the whole module.
Media & reading list
Slides (download)
International scientific literature (English)
Case studies
if applicable, guest lecture
• Hambrick, D. C., Finkelstein, S. 1987. Managerial Discretion: A Bridge between Polar Views
of Organizational Outcomes. In B. M. Staw, L. L. Cummings (Eds.), Research in Organizational
Behavior, 9: 369-406.
• Collis, D. J., Montgomery, C. A. 1998. Creating corporate advantage. Harvard Business Review,
5/6: 71-83.
• Goold, M., Campbell, A., Alexander, M. 1994. Parenting Advantage: The Framework. In:
Corporate-Level Strategy. John Wiley & Sons, Inc.: 12-37.
• Grant, R. 1996. Portfolio Planning. In Goold, M. & Sommers Luchs, K. (Eds.), Managing the
Multibusiness Company. Routledge: 93-98.
• Penrose, E. 1955. Research on the Business Firm - Limits to the Growth and Size of the Firm.
American Economic Review, 25(2): 531-543.
• Penrose, E. 1959. The Theory of the Growth of the Firm. Oxford University Press.
• Greiner, L. 1972. Evolution and Revolution as Organizations Grow. Harvard Business Review,
50(4): 37-46.
• Markides, C. 1997. To Diversify or Not to Diversify. Harvard Business Review, 75(6): 93-99.
• Hutzschenreuter, T. & Voll, J. 2008. Performance Effects of “Added Cultural Distance” in the Path
of International Expansion: the Case of German Multinational Enterprises. Journal of International
Business Studies, 39(1): 53-70.
• Ghemawat, P. 2001. Distance Still Matters. Harvard Business Review, 79(8): 137-147.
• Goold, M., Campbell, A., Alexander, M.1994. Stand-Alone Influence. In: Corporate-Level
Strategy. John Wiley & Sons, Inc.: 90-138.
• Goold, M., Campbell, A., Alexander, M.1994. Linkage Influence. In: Corporate-Level Strategy.
John Wiley & Sons, Inc.: 139-186.
• Tallman, S. B. 2011: Offshoring, Outsourcing, and Strategy in the Global Firm, AIB Insights, 11(1):
3-7.
• Tallman, S. B. & Koza, M. P. 2010: Keeping the Global in Mind: the Evolution of Headquarters in
Global Multi-Business Firms. Management International Review, 50(4): 433-448.
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