Cross-border Expansion (and management)
The following course can be useful for management teams that are considering international expansion or have already begun international expansion. Successful multinational managers should have a basic understanding in management and specifically international management. A company is considered multinational if it has operations in more than one country.
Strategic Planning in the Context of International Management
- Benefits of Strategic Planning (examples of companies’ long-term strategic plans)
- How to Formulate and Implement Strategic Plan (economic approach, political approach, quality approach and administrative approach)
- Importance of environmental scanning and internal resource analysis
Strategy Implementation
- Comparison of fully-owned subsidiary and joint venture options
- Comparison of licensing and franchising
- Role of operational profitability in the strategy implementation
- Importance of appropriate corporate governance in the implementation stage: board of directors and management – roles and responsibilities
Organizational development and training
- Reasons for training and impact of different learning styles on training
- Types of organizational development approaches: team building, surveys, management by objectives
- Consideration for labor relations, international structure of labor unions
Course Reading: The Way to Win in Cross-Border Alliances by Joel Bleeke and David Ernst (published by Harvard University)
In the face of newly opening markets, intensified competition, and the need for increased scale, many CEOs have put the formation of cross-border alliances on their agendas for the 1990s. To international managers, the strategic benefits are compelling: alliances are an expedient way to crack new markets, to gain skills, technology, or products, and to share fixed costs and resources. To better understand cross-border alliances and what it takes to make them work… https://hbr.org/1991/11/the-way-to-win-in-cross-border-alliances
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