06220416 - Competitive Strategy

This course aims at providing both theoretical and empirical basis for reflecting upon strategizing and organizing at the international level. Operating in different countries is source of new business opportunities but it also exposes firms to a set of challenges that can be hard to anticipate and manage in today’s VUCA era. In this course, we will discuss about the main internationalisation strategies, the importance of network and digital technologies and how managers can gain competitive advantage in the global landscape.

Estimation of private study (outside of contact hours): 6 hours

DIMENSION OF SOCIAL RESPONSIBILITY
This course introduces the importance of diversity and openness, two drivers facilitating IB operations. It also introduces some of the most important consequences of IB practices on people and their ecosystems

TARGETED KNOWLEDGE

• Strategizing: being able to select the most relevant locations and entry mode abroad
• Being able to design an internationalization plan (including kpis)
• Being able to integrate societal responsibility into management practices in an international context.

TARGETED SKILLS

• Use analytical tools to evaluate and choose between several locations
• Use analytical tools to make strategic choices regarding to foreign markets
• Develop intercultural competencies

1. Introduction to international business
2. Performing a double diagnosis
3. Location choices
4. Entry strategies
5. Internationalization processes and models
6. Doing IB in a post-covid and digital era
 

PRESCRIBED TEXTS AND PUBLICATIONS

1. Cavusgil, S.T., Knight, G. & Riesenberger, J.R. (2020). International Business: The New Realities, Pearson, Global Edition, 5th Edition, 576 p.
2. Mayrhofer, U., Urban S., (2011). Management international. Des pratiques en mutation, Pearson Education France, Paris, 2011, 290 p.

EMBLEMATIC BOOKS OR RESEARCH PAPERS REGARDING THE SUBJECT OF THE COURSE

1. Bell J., McNaugthon, R. et Young, S. (2001), Born-again global’ firms: An extension to the ‘born global’ phenomenon, Journal of International Management, vol. 7, n°3, p. 173-189.
2. Bell J., McNaugthon, R,. Young, S. et Crick, D. (2003), Towards an Integrative Model of Small Firm Internationalisation, Journal of International Entrepreneurship, vol. 1, n° 4, p. 339-362.
3. Jain, N.K., Kothari, T. & Kuma, V. (2016), Location Choice Research: Proposing New Agenda, Management International Review, 56, p. 303–324.
4. Johanson, J. et Vahlne J.-E. (1977), The internationalization process of the firm - A model of knowledge development and increasing foreign markets commitments, Journal of International Business Studies, vol. 8, n°1, p. 25-34.
5. Johanson, J. & Vahlne J.-E. (2009), The Uppsala internationalization process model revisited : From liability of foreignness to liability of outsidership, Journal of International Business Studies, vol. 40, n°9, p. 1411-1431.
6. Lee, Y. Y., Falahat, M., & Sia, B. K. (2019). Impact of Digitalization on the Speed of Internationalization. International Business Research, 12(4), 1-11.
7. Oviatt, B. M., & McDougall, P. P. (2005). Defining international entrepreneurship and modeling the speed of internationalization. Entrepreneurship theory and practice, 29(5), 537-553.
8. Vahlne, J.-E. & Johanson, J. (2020), The Uppsala model: Networks and micro-foundations. Journal of International Business Studies, 51(1), 4-10.
9. Vanninen, H., Kuivalainen, O., & Ciravegna, L. (2017). Rapid multinationalization: Propositions for studying born micromultinationals. International Business Review, 26(2), 365-379.

TEXTS AND PUBLICATIONS OF IAELYON FACULTY ON THE SUBJECT OF THE COURSE  

1. Al Sayah, M., Salloum, C., Digout, J., Mercier-Suissa, C., & Jarrar, H. (2020). Social ties, foreign market attractiveness and trust. Journal for International Business and Entrepreneurship Development, 12(2/3), 83-108
2. Alsarhan, F. & Valax, M. (2020). Conceptualization of wasta and its main consequences on human resource management, International Journal of Islamic and Middle Eastern Finance and Management, 14(1), 114-127
3. Chalençon, L., Dominguez, N., & Mayrhofer, U. (2019). Comment réussir les étapes de mise en œuvre d’une acquisition?. Management & Avenir, 8(114), 15-41
4. Chalencon, L. & Mayrhofer, U., (2018), Do cross-border mergers-acquisitions in mature and emerging markets create similar value?, Journal of Organizational Change Management, 47(1), 4-22
5. Cheriet F., Beddi, H., Ado, A. & Kamden, E. (2020). Management international en Afrique : spécificités, stratégies des acteurs et enjeux de développement, Management International, 24(3), 24-30
6. Dominguez, N. (2016). Internationalisation des PME: une expansion non-linéaire, entre désinternationalisation et réinternationalisation. Management International, 20 (SI), 62-77
7. Dominguez, N. (2016). Les stratégies tête-de-pont: un outil efficace de gestion des risques et d'accélération du développement international des PME?. Revue internationale PME, 29(3-4), 109-134
8. Dominguez, N. (2018). Les réseaux d’affaires: moteurs ou freins de l'internationalisation des PME en Chine?. Management International, 22 (SI), 99-112
9. Dominguez N. (2018). Promotion agencies and SMEs’ internationalization process: A blessing or a curse ?, Journal of international Entrepreneurship, 16(1), 58-81.
10. Dominguez, N. (2020). Why do western SMEs internationalize through springboarding? Evidence from French manufacturing SMEs. Transnational Corporations Journal, 27(1), 87-113
11. Dominguez, N., & Mayrhofer, U. (2017). Internationalization stages of traditional SMEs: Increasing, decreasing and re-increasing commitment to foreign markets. International Business Review, 26(6), 1051-1063.
12. Dominguez, N., Mayrhofer, U. & Obadia, C. (2020). Internationalisation des PME: le rôle du partage d’information dans les réseaux, Revue Internationale PME, 33(1), 13-40
13. Dominguez, N., Mayrhofer, U., & Obadia, C. (2017). The antecedents of information exchange in export business networks. M@n@gement, 20(5), 463-491.
14. Hassan, I., Ghauri, P., & Mayrhofer, U. (2018). Merger and acquisition motives and outcome assessment. Thunderbird International Business Review, 60(4), 709 718.

Continuing Examination
Nature of student work and proportion weight:
Written: Report on a case study
In class: Oral presentation (group)

Weight: 60% individual work, 40% team work

TEACHING METHODS
This course adopts a participant-centered learning approach. Students are strongly encouraged to participate during course sessions as well as during case studies in order to make the most of each one’s experiences. Course sessions are made of a mix between theory and practice, using case studies and videos to illustrate the theoretical elements seen in class. Course slides and a list of readings will be provided to participants.

NATURE OF MATERIALS
Several tools and materials are used to illustrate this seminar, such as videos, case studies, powerpoints, academic reviews, etc.

TEACHING INNOVATIONS AND USE OF TECHNOLOGY
Digital tools will be used to make students active during classes, to get their opinions, to brainstorm, as well as to test their knowledge.


PRE-REQUISITES IN TERMS OF KNOWLEDGE AND SKILLS
If no pre-requisite is needed to attend to this seminar, we strongly recommend students to stay informed regarding to global issues. Reading economic newspapers will give them extra-keys to better understand companies' daily operations and constraints (examples include The Conversation, The Economist, the Financial Times, Harvard Business Review, among others).

ADVISED PRIOR READING
none

RESOURCES AVAILABLE
Students can access to key resources (academic articles, newspapers, videos, etc.) through the elibrary (accessible through their student account).