0000005002 18W 2SWS VO Strategic and International Management (WI001114, WI900012, WI001185) (Master) (MiM at Campus Heilbronn)   Hilfe Logo

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Strategic and International Management (WI001114, WI900012, WI001185) (Master) (MiM at Campus Heilbronn) 
Winter semester 2018/19
Chair of Strategic and International Management (Prof. Hutzschenreuter)
(Contact information)
Allocations: 1 
Angaben zur Abhaltung
Strategic and international management targets long term decisions and the sustainable development of the company. In the course of globalization, it is crucial to consider the international dimension of management. Strategic and international management skills are not only important in the management of companies that are doing business across borders, but also within single business functions when shaping competitive strategy. In detail, this module discusses the following aspects:
- Foundations of management
- Stakeholders, objectives, and governance
- Strategic decision making and performance
- Strategy analysis
- Competitive strategies
- Strategy implementation
No prerequisites necessary
Upon successful completion of this module, students are able to understand and reproduce fundamental knowledge about the management of multinational enterprises. Furthermore, students are able to explain and apply theories, models and methods related to international management as well as strategies of multinational enterprises. Further, students are able to identify and analyze challenges and problems in multinational enterprises respectively; they are able to develop and outline solution approaches by applying theoretical concepts.
Für die Anmeldung zur Teilnahme müssen Sie sich in TUMonline als Studierende/r identifizieren.
Note: Please register via TUMonline.
Mandatory readings:
• Cyert, R.M., March, J.G. (1963). A Behavioral Theory of the Firm. Englewood Cliffs: Prentice-Hall. Chapter 3 “Organizational Goals”.
• Drucker, P. M., (1954). The practice of management. New York: Harper. Chapter 1-3.
• Freeman, R.E. (1994). Strategic Management: A Stakeholder Approach. Cambridge: Cambridge University Press, Chapter 1 “The stakeholder approach”.
• Hambrick, D.C. & Fredrickson, J.W. (2005). Are you sure you have a strategy? Academy of Management Executive, 19(4), 51-62.
• Johnson, G., Whittington, R., Scholes, K. (2014). Exploring Strategy. Text and Cases. Harlow: Pearson. Chapter 13, 430-461.
• Noorderhaven, N. (1995). Strategic decision making. Addison-Wesley: 162-174.
• Peng, M., Meyer, K., (2011). International Business. London: Cengage Learning. Chapter 1 and Chapter 12, 359-387.
• Porter, M. (1996) What is Strategy? Harvard Business Review, No. 6, 61-78.
• Rothaermel, F.T. (2013). Strategic Management, New York: Mc Graw-Hill. Chapter 1.
• Van Horne, J.C., Wachowicz, J.M. (2008). Fundamentals of Financial Management, Edinburgh Gate: Pearson Education Limited,13th edition. Chapter 1, 6, 15.

Further recommended readings for self-study
• Grant, R.M. (2016). Contemporary strategy analysis – text and cases. Chichester: Wiley.
• Hitt, M.A., Ireland, R.D., Hoskisson, R.E. (2011). Strategic Management – competitiveness & globalization. Mason: South Western Cengage Learning.
• Johnson, G., Whittington, R., Angwin, D., Scholes, K., Regnér, P. (2014). Exploring Strategy. Harlow: Pearson.
• Peng, M., Meyer, K. (2011). International Business, London: Cengage Learning.
Online information
e-learning course (moodle)
In case of questions please contact Maria Vuillemin (maria.vuillemin@tum.de)