2025/2026
Стратегии международных компаний
Статус:
Майнор
Кто читает:
Департамент мировой экономики
Где читается:
Факультет мировой экономики и мировой политики
Охват аудитории:
для всех кампусов НИУ ВШЭ
Язык:
английский
Кредиты:
5
Контактные часы:
76
Course Syllabus
Abstract
In strategic management, strategy is often perceived as an abstract category or a set of analytical tools.
This course offers a different perspective: strategy is viewed as a practical and context-specific discipline, inseparable from the specific organization, market, and institutional environment.
The course focuses not on which tools to use, but on how strategic decisions are made, why some strategies work while others don't, and how strategy is shaped, challenged, and reimagined in the face of uncertainty and global competition.
Learning Objectives
- Upon completion of the course, students: - understand strategy as a context-sensitive practice; - are able to analyze and justify strategic decisions in international business; - are able to apply strategic thinking both in an organizational context and in their own professional trajectory.
Expected Learning Outcomes
- Acquire necessary knowledge and skills to utilize most valuable practices of Strategic Marketing and Strategic Management;
- Articulate their own idea of what Strategy is;
- Command the necessary theoretical level of familiarization of the International Business Environment;
- Create their own Strategy for beginning of their Professional Life.
- Decide what incentives for business expansion are critical for various types of strategy;
- Learn the most important dimensions of Strategy in Nature, Society, Politics and Business;
- Understand the metrics of the Strategy success in the long run;
Course Contents
- Topic 1. What does it mean to "think strategically"?
- Topic 2. Strategy in a Real Context
- Topic 3. How Strategies Are Actually Formed
- Topic 4. Strategic Success and Long-Term Consequences
- Topic 5. How do we know that some particular Strategy was successful?
- Topic 6. Why and when build your own Strategy?
Assessment Elements
- Lecture activityActive participation: camera on, quizzes, questions, discussions
- Seminar activityParticipation in discussions, answers to questions, in-class work
- ExamRetake is carried out if the student, after completing the course, did not score the required number of points for credit
- Case projectGroup-based case analysis (mid-course)
Interim Assessment
- 2025/2026 4th module0.25 * Case project + 0.35 * Exam + 0.15 * Lecture activity + 0.25 * Seminar activity
Bibliography
Recommended Core Bibliography
- Collins, J. (2001). Good to Great. Fast Company, 51, 90–104.
- Drucker, P. F. (1998). Peter Drucker on the Profession of Management. Harvard Business School Press.
- North, D. C. (1992). Institutions, ideology, and economic performance. CATO Journal, 11(3), 477.
- Porter, M. E. (1996). What Is Strategy? Harvard Business Review, 74(6), 61–78. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=9611187954
- Sunzi, active 6th century B. C., & Giles, L. 1875-1958. (1910). Sun Tzǔ on the art of war, the oldest military treatise in the world.
Recommended Additional Bibliography
- Becerra, M. (2009). Theory of the Firm for Strategic Management : Economic Value Analysis. Cambridge University Press.
- Edward N. Luttwak. (2009). The Grand Strategy of the Byzantine Empire. Harvard University Press.
- Grossman, S. J., & Hart, O. D. (1986). The Costs and Benefits of Ownership: A Theory of Vertical and Lateral Integration. Scholarly Articles.
- Jon Gertner. (2012). The Idea Factory : Bell Labs and the Great Age of American Innovation. Penguin Books.
- Sulston, J., & Ferry, G. (2002). The Common Thread : A Story of Science, Politics, Ethics, and the Human Genome. Joseph Henry Press.
- T.R. Reid. (2001). The Chip : How Two Americans Invented the Microchip and Launched a Revolution. Random House.