International Management

Course Description

INTERNATIONAL ENTREPRENEURSHIP: A STRATEGIC TECHNOLOGY PERSPECTIVE

What will you learn?

Young technology-based ventures, particularly those from in small, open economies, tend to be international to a large extent, already at or shortly after founding. International New Technology Based Ventures [INTBV] sell to international markets, draw on international talent, funding, and networks. For example, Skype or Logitec are firms that “from inception, seek to derive significant competitive advantage from the use of resources and the sale of outputs in multiple countries.” Plenty of these INTBV exist in the Dutch and Berlin entrepreneurship ecosystems.

While international exposure of INTBV can provide them with great opportunities, they also face serious managerial challenges. Adding to the management challenges of new ventures in general (liabilities of smallness and newness), INTBV face technological uncertainty, and liabilities of foreignness.

This course is designed to meet the needs of future experts on international technology entrepreneurship, for example in consultancy, VC, corporate and individual venturing. It builds on the latest research in INTBV and is on the latest trends in the field. We use a wide mix of classroom tools such as case discussion, guest lectures, group assignments and presentations. 

Content

The content includes: (1) born globals (2) International opportunity recognition (3) international networks, (4) product-market selection (5) international market selection and (6) entry mode selection, among others.

GLOBAL SOURCING AND ORGANIZATION

Purchasing and supply management is one of the most international activities of a firm. As a consequence, global sourcing is an important purchasing process that is becoming increasingly important. In many cases, however, global sourcing fails to live up to full potential, as firms lack the organizational expertise and personal skills needed for success in searching for and integrating international suppliers. This course is particularly targeted towards the discussion concerning how to implement global sourcing, based on issues relating to the cross-cultural background of successful international management.

Carrying out purchasing processes requires the creation of a supportive organizational structure. One of the tasks of a department manager is to design the structural and process organization of the unit. In a purchasing department, this is a dedicated task, distinctly different from classical organization. This is particularly true for purchasing departments seeking to pool volumes from different locations or business units within a firm. This course discusses organizational models, process design and various aspects relating to personnel.

GLOBAL STRATEGY & BUSINESS DEVELOPMENT

What will you learn?

In this course you will learn that well thought business models are a prerequisite for organizations to strategize, compete and cope with industrial and global developments. You start with understanding customer value, and from there you are challenged to work systematically through each part of the business model ranging from value proposition to external relationships. You will learn how and why the parts of a business model are linked and why they should be coherent to arrive at a solid business model. With this knowledge, you will learn how to apply an integral approach for developing a business model for a new venture. In addition, you will learn how to alter a business models when environmental circumstances change based on results from strategic foresight.

Content

This course draws on the basics of a business model and its usefulness for a firm in today’s rapidly changing markets and global contexts to map consequences for strategy and business development. We will work successively through each part of the business model framework and beyond, each week discussing a part in more depth. Following the structure of a business model, the topics include customer value analysis, customer relationships, value proposition, capabilities, resources and activities. Furthermore, we discuss the role of partners, for instance strategic alliances and joint ventures as part of a business model including its developmental stages.  We will also focus on the competitive aspect of developing strategies and implications for business models. Throughout the course, we elaborate on how parts relate to each other and how any change in one part affects the opportunities and challenges for strategic change and business development. In doing so, we will work with cases of firms who are challenged with strategic, marketing and business development problems and systematically analyses the cases using the business model, we will draw implications for strategic change and business development. Besides, we will probe into the future of a business using strategic foresight techniques and from there develop business model that will help to bring the future into existence.

GLOBAL TALENT MANAGEMENT

What will you learn?

Drawing on case studies from real-world multinational corporations, you will learn to design a strategic plan for global talent management in MNCs. This course will thus prepare you to position yourself on the demanding modern labour market and develop your competence in the identification, attraction, development and retention of talented employees within arenas that are becoming increasingly competitive and international.

Content

In this course, we discuss various GTM challenges faced by Multinational Corporations like Philips or Dow Chemical. These challenges include making decisions concerning which employees to identify as talented and, once they have been identified, which talent-management practices to use in order to achieve corporate goals. Furthermore, given the amalgamation of different nationalities within MNCs, we discuss such topics as expatriation and cross-border teams. In particular, GTM involves trade-offs between the global standardization of talent-management practices and their local integration. We therefore discuss various theoretical perspectives on the allocation of responsibilities and roles to talent managers in corporate headquarters, as well as in the subsidiaries of MNCs. In addition to these theoretical explorations, we invite guest speakers from MNCs to share their experiences in managing talent in an international arena.

Change management and consultancy

WHAT IS CHANGE MANAGEMENT?

Change Management is a relatively new interdisciplinary area concerned with effective approaches, interventions and techniques that managers and their associates can use to achieve effective and productive change in individuals and groups within organizations. Given that the pace and scope of organizational change is faster and larger than ever before, skills in change management are necessary for any student of Business Administration. If you are interested in learning more about managing change successfully (as a manager, project leader and/or consultant), this profile is for you.

FOCUS

The Change-Management electives focus on principles, practices and tools for meaningful social-organizational change. We cover various processes of coaching, consulting, projects and leadership. We also study dynamics of change within teams/departments, as well as the conditions for successful change within these units. Moreover, you will learn about business re-engineering, culture change, restructuring, re-organization, IT-based process change, change participation, resistance to change, strategy change and M&A, as well as the increasingly popular productive self-managed groups, which aim to be lean and effectively oriented towards self-improvement and the customer.

WHAT WILL YOU LEARN?

This profile draws upon a wide variety of didactic modes, including: 1) academic and practice-oriented lectures (including guest lectures); 2) case-analyses (both in the classroom and in actual practice); 3) writing papers that integrate both the academic and practical aspects of change management; 4) ask-the-consultant sessions in which internal and external consultants offer reflections and tips based on their own past consulting projects; 5) study trips and other activities

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