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STRATEGIC ISSUES IN GLOBAL BUSINESS

Course Concept

This is a current issues and events class for thinking about strategy from a global perspective. The focus is on the underlying issues that shape and influence a global mindset. Of particular concern is how the global strategist, as an individual, makes sense of the world around her/him, and how this impacts strategic choice and action.

The class is complemented with a slate of guest speakers ranging from partner level consultants with a global perspective to CEO’s engaged in cross-border strategic initiatives to lawyers specializing in foreign corrupt practices to government officials involved in facilitating cross-border commerce and trade.

There is an “applied research” component where student teams will work with actual companies on projects of real concern related to that company’s current cross-border initiatives. This allows for interaction with company execs and seeks to produce a product with tangible and useful outcomes for the “client” organization. Companies that sponsored applied research project in Fall 2013 included the following:

Febico (Taiwan) Kate Sommerville Korn-Ferry International PwC simplehuman Stradeation

Execs from most (but not all) were featured classroom guest speakers.

This class is likely to be augmented by an international travel opportunity coordinated by Professor Voigt. This usually occurs the first week of January of the new year (2015). This past year, Professor Voigt led a trip to Cuba. In the past, students enrolled in MOR 542 have received priority ranking for Professor Voigt’s trip. (NOTE – at this time, I am not able to assure priority ranking, but Professor Voigt and I will be discussing this in the near future).

For those genuinely interested in a first-person perspective on global strategy as experienced by those who have been living it, this is a great opportunity. .

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MOR 542 (Section 16692R), Fall 2014Strategic Issues for Global BusinessPopovich 202, TuTh 5:00 – 6:20 pm

Terance J. Wolfe, Ph.D.

Email: terancew@marshall.usc.edu Office: Bridge 307-F Phone: 213.740.0765 FAX: 213.740.3582Office Hours: by appt

Course Overview

If you’re not confused, you’re not thinking straight, Simone Weil

No problem can be solved from the same consciousness that created it, Einstein

This class seeks to extend and refine your understanding of the setting and practice of the strategic management of global business. The course complements the knowledge, skills and understanding derived through GSBA 519B, GSBA 515, and the learning and experience obtained through PMGlobe or PRIME. It does so through an in-depth analysis of contemporary global strategic business issues, and a deeper examination of various global strategies, structures and sources of competitive advantage.

Central to an understanding of strategic issues for global business are an appreciation for both the external context or operating environment of the firm, as well as the firm’s internal strategies, structures and capabilities. Therefore, we will examine strategic issues at both the external and the internal levels. What challenges are presented by the environment?, and how well resourced, structured, etc is the firm for competently responding to them? How do these jointly impact the identification of firm-level key strategic issues? Strategic managers and decision-makers are historically myopic, ahistorical, apolitical and ethnocentric in their perspectives and their choices – perhaps to our collective detriment. This class seeks to contextualize global business strategy by enhancing awareness of contemporary global issues, their significance to global strategy, and their potential impact on strategic choice.

Objectives. The purpose of this course is to focus on current strategic issues affecting global business. The major objectives for the participants are to:

Develop and enhance a global mindset and further an appreciation for the global context of contemporary business.

Increase awareness and knowledge of global structures of trade and governance, and how they both shape and influence, and are influenced and shaped by, global organizations.

Foster an awareness of contemporary global issues and current events, and foster an awareness of their impact on global strategic business decisions.

Increase knowledge and understanding of global strategies, structures, and sources of competitive advantage.

Examine business ethics, integrity and social responsibility in the global context.

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Instructional Philosophy

The key to acquiring knowledge is involvement. A measure of knowledge acquisition is the ability to formulate better questions. As a graduate student, you are expected to participate actively, responsibly, and competently. Involvement will be in the form of discussion, questioning, reports, analysis, and problem-solving. I have high expectations for your participation. This requires that you take the initiative to prepare adequately for each session through reading, exploring, and analyzing the assigned material.

Each student can achieve the course objectives through the following process:

1. Competent preparation -- demonstrated by active participation in assigned activities, including case preparation, analysis, and discussion.

2. Integration of subject matter -- demonstrated through oral and written reports, and the nature of questions asked and answered.

3. Professional approach -- demonstrated by reflecting a mature, responsible, and managerial perspective to the analysis and understanding of organizations and the concepts under review. This may also be evidenced by respect for the thoughts and contributions of your classmates as well as the instructor.

4. Punctuality -- demonstrated by timely arrival for each class session, as well as timely delivery of course assignments.

Course Format

The course will employ a variety of pedagogical approaches including lecture, guest speakers, discussion, in-class exercises, case analyses, videos, and individual and team presentations.

Course Materials

The majority of class materials are available through the web, and the appropriate addresses are provided in the schedule of classes and assignments (see pages 13 – 19 of this document). In addition, there are a set of required Harvard articles and case studies to be purchased and downloaded directly through the Harvard Business School Press website. These are all identified in red on pages 6 – 11. Specific download information will be emailed to you entitling you to a 50% academic discount.

Requirements & Grading

Satisfactory completion of each of the following requirements is necessary for a passing grade:

1. Advanced preparation of class assignments2. Class participation 15% 3. Individual Case Analyses (two @ 15% each) 30%4. Team Presentations 55%

One at 15% (global governance institutions)One at 40% (applied research project)

TOTAL 100%

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EVALUATIONS

Assessments of student performance fall into two broad classes of evaluation: individual contributions, and team analyses and presentations.

A. Individual Evaluations (45%)

Each student has direct and complete control over forty-five (45) percent of her/his final grade. There are two components: class participation (15%), and case write-ups (30%). Passing performance on each of these is essential for overall individual success.

Class Participation (15%): The primary instructional vehicle is classroom discussion and engagement. Class participation is essential to course success. It is imperative, therefore, that students thoroughly prepare in advance of each class.

Case Write-Ups (30%) We will discuss five Harvard case studies. Each student will complete two (2) brief individual case analyses from among these five. Discussion questions are provided in the syllabus. Students should present their specific recommendations along with their supporting analysis based upon application of appropriate analytical techniques and related course content. Write-ups should not exceed five (5) pages of written text (Times-Roman 12, double-spaced, page numbers) using the Executive Case Summary format. Appendices may be included beyond the five pages based upon your discretion.

B. Team Evaluations – Group Analysis and Presentation (55%)

Fifty-five (55) percent of each individual’s grade is a function of her/his ability to work with others and make contributions toward collective analyses and presentations. An essential attribute of organizational success, and a quality often stressed by recruiters, is the ability to work effectively with others. This course allows you to continue honing your skills in contributing to task groups and collective performance. It does this through written group projects and oral presentations.

The purposes of group projects are to enable each student, through individual effort and group interaction to (1) review and present on a specific global governance structure such as the WTO or a regional trade organization/agreement (3-person teams; presentations due Sept 30), and (2) complete an applied research project on behalf of an identified organization (4-5 person teams; first draft due Nov 20; final paper due Dec 4). The nature and the content of applied research projects are defined by the host (“client”) company. Teams will have the opportunity to work directly with Executives and support staff from their client company in scoping the project and defining the final parameters. In addition to submitting a final written team term project to me, student teams will be responsible for both submitting a written report as well as providing a professional presentation to their client. Client presentation dates, times and places to be jointly determined by client and team, with appropriate notification to me.

Team projects will be jointly evaluated by the professor and team and class members. Client organizations will be invited to provide me with their feedback and assessment of team presentations.

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Written and Oral Report.

Global Governance Institutions (15%). Each 3-person team will prepare and deliver a powerpoint presentation and submit a hard copy. Teams will have 10 minutes for presentations; 2 minutes for Q&A. All submitted powerpoint presentations will be posted to Blackboard. Hard copies of powerpoint presentations are due at the start of class for each presentation.

Applied Research Projects (40%). I have consulted with each client and together we have outlined the nature of the respective projects. Each 4-5 person team will work cooperatively with its client organization to scope, research, analyze, and formulate and deliver a set of recommendations. The project schedule with deliverables to me is as follows:

Due Date Activity

Sept 30 Project scope, timeline, work assignments and responsibilities

Oct 30 Report Outline

Nov 13 First draft – report

Nov 20 First draft – presentation

Dec 4 Final submission – written report, presentation materials

Peer Evaluations (15%). As one might expect, group assignments pose evaluation problems as to the contributions of individual members -- a problem well acknowledged in the literature on organizational economics. Specifically, this poses a problem of ``opportunism’’ or ``shirking’’ in team production. To control for such opportunism, each team member’s performance will be evaluated by every other member; that is, by those who are most likely to know, and therefore most capable of evaluating, individual contributions to group effort. Fifteen (15) percent of your total grade is assessed by peer evaluation: five (5) percent for global governance; ten (10) percent for applied research projects.

Course Text and Reader

Angel Cabrera & Gregory Unruh (2012). Being Global: How to Think, Act and Lead in a Transformed World. Harvard Business Review Press.

Course Pack from Harvard https://cb.hbsp.harvard.edu/cbmp/access/20719067

Article Links embedded in Syllabus

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Academic Integrity Policy

The Marshall School is committed to upholding the University’s Academic Integrity code as detailed in the SCampus Guide. It is the policy of the Marshall School to report all violations of the code. Any serious violation or pattern of violations of the Academic Integrity Code will result in the student’s expulsion from the degree program.

It is particularly important that you are aware of and avoid plagiarism, cheating on exams, fabricating data for a project, submitting a paper to more than one professor, or submitting a paper authored by anyone other than yourself. If you have doubts about any of these practices, confer with a faculty member.

Resources on academic dishonesty can be found on the Student Judicial Affairs Web site (http://www.usc.edu/student-affairs/SJACS.). The “Guide to Avoiding Plagiarism” addresses issues of paraphrasing, quotations, and citation in written assignments, drawing heavily upon materials used in the university’s writing program. “Understanding and avoiding academic dishonesty” addresses more general issues of academic integrity, including guidelines for adhering to standards concerning examinations and unauthorized collaboration. The “2005-2006 SCampus” (http://www.usc.edu/scampus) contains the university’s student conduct code.

Students with Disabilities

Any student requesting academic accommodations based on a disability is required to register with Disability Services and Programs (DSP) each semester. A letter of verification for approved accommodations can be obtained from DSP. Please be sure the letter is delivered to me as early in the semester as possible. DSP is located in STU 301 and is open 8:30 a.m. – 5:00 p.m., Monday through Friday. The phone number for DSP is (213) 740-0776.

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Peer Rating Form for Team ProjectsGovernance Institution & Applied Research Analysis

Governance Institution: __________________ Applied Research: ____________________

Rank order each of the members of the team with which you worked for the Governance Institutions and Country Analysis projects INCLUDING yourself on each of the items below (1 is best, 2 is next best, etc.). The Peer Evaluation counts towards each student’s final grade. Use the back of this form for required comments as per the guidance at the bottom of this page.

Please list each of your group members below in alphabetical order by last name . Be sure to include yourself.

ALPHA by LAST NAME

Group Members: A. ________________________________________________B. ________________________________________________C. ________________________________________________D. ________________________________________________E. ________________________________________________

Rating Criterion / Group Member A B C D E

1. Quality of contribution to group discussions

2. Quality of contribution to writing the assignment

3. Quality of contribution to organizing the assignment

4. Quality of initiative when something needed to get done.

5. Reliability in completing assigned responsibilities

6. Amount of effort put forth.

7. Commitment to the group

8. Leadership, motivation provided to the group.

9. Emphasis on getting the task done.

10. Emphasis on cooperation and working well with others.

11. Would want to work with this group member again.

TOTAL

Assign an alphabetical grade to each member of the group based on your OVERALL impression of her/his contribution to the group’s performance. You may assign a group member any grade from 0 to A+. However, you cannot assign A’s to more than two of your group members.

Failure on the part of each team member to observe this constraint will result in each team member receiving a B for the peer evaluation.

On the following page, provide at least three directly observable behaviors that represent what you believe each team member did well, AND at least three behaviors that you observed that represent areas for improvement/development for each team member. This is NOT about personalities, but rather it is about those behaviors that are in service and supportive of successful team work and those behaviors that are not.

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Peer Rating Form for Team ProjectsGovernance Institution & Applied Research Analysis

Governance Institution: __________________ Applied Research: ____________________

A:___________________

Did Well (behaviors):

Area for improvement/development (behaviors):

B:___________________

Did Well (behaviors):

Area for improvement/development (behaviors):

C:___________________

Did Well (behaviors):

Area for improvement/development (behaviors):

D:___________________

Did Well (behaviors):

Area for improvement/development (behaviors):

E:___________________

Did Well (behaviors):

Area for improvement/development (behaviors):

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Peer Rating Form for Team ProjectsGovernance Institution & Applied Research Analysis

Governance Institution: __________________ Applied Research: ____________________

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MOR 542 – Case Discussion Questions

BLOOD BANANAS: CHIQUITA IN COLUMBIA

1. What do you think were the root causes for Chiquita’s actions in Columbia that ultimately led to their conviction?

2. Conduct a stakeholder analysis: a. Who are the stakeholders in this case?

b. What is their relative influence; that is, which stakeholders are the most powerful/influential? Which are the least?

c. What are their specific goals/objectives/interests?

d. What are their outcome preferences?

e. Whose interests are similar? Different?

f. How would you recommend addressing their respective outcome preferences?

3. Do you think Chiquita or its managers had a choice? Why or why not?

4. What other companies or industries do you think should be worried about the type of experience Chiquita had in Columbia? How, if at all, does this story affect your perspective on doing business abroad? (See also the assigned youtube video on William Browder’s experience in Russia).

5. What can current CEO Fernando Aguirre do now to restore Chiquita’s reputation and ensure future competitiveness?

BARING PRIVATE EQUITY PARTNERS INDIA LIMITED: BANKING SERVICES FOR THE POOR IN BANGLADESH

1. What parameters measure the success of a social entrepreneurship venture?

2. What factors led to the success of the Grameen Bank?

3. What problems did the Grameen model face?

4. What factors led to the success of SafeSave?

5. Is SafeSave replicable? Is SafeSave scalable? To what extent?

6. How do the players discussed fit into the generic competitive strategies framework (Porter)?

7. Which type of microfinance business models should Subramaniam target for investment in India?

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MOR 542 – Case Discussion Questions

IBM – CORPORATE SERVICE CORPS

1. Are IBM’s CSR activities a coherent whole? Where does the CSC fit into the broader portfolio?

2. What is your assessment of the CSC’s effectiveness and impact (both business and social)? What are the strengths and weaknesses of the program?

3. What are your recommendations for the CSC moving forward?

4. Taking into account the Porter & Kramer framework on Strategy and CSR, provide a constructive critique of IBM’s CSC and broader CSR initiatives.

GENZYME’S GAUCHER INITIATIVE: GLOBAL RISK AND RESPONSIBILITY

1. How was Genzyme able to emerge from its marginal position in the high-risk biotech business to become a strong global player in that industry? What are Genzyme’s core competencies? Its core vulnerabilities?

2. What do you think of Henri Termeer’s “universal provision” and “universal pricing” policies? Are they socially responsible? Commercially viable? Competitively sustainable?

3. How can the company reconcile the tension created between the Gaucher Initiative’s humanitarian commitments and Genzyme’s commercial imperatives?

4. Specifically, what should Tomye Tierney do about the situation in Egypt? How should she respond to Genzyme’s Middle East sales organization? To Project Hope representatives? To Egyptian government officials? To her bosses, Sandy Smith and Henri Termeer?

5. Evaluate Genzyme’s Gaucher initiative in relation to the perspective developed by Porter & Kramer.

ABB IN THE NEW MILLENIUM: NEW LEADERSHIP, NEW STRATEGY, NEW ORGANIZATION

1. What are the key industry changes driving ABB’s transformations during the 1990’s? 2. Does ABB CEO Lindahl’s strategic response to these market changes make sense?

Why/why not? 3. What are Lindahl’s key challenges to successfully implement ABB’s corporate strategy in

early 2000?

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MOR 542 – Case Discussion Questions

MEDICAL EQUIPMENT INC. IN SAUDI ARABIA 1. Is bribery or corruption in your home country a problem (yes, that does include the US )?

Give one or two examples.

2. How do expatriates live in Saudi Arabia? Does Grover understand the local culture and how that relates to doing business in Saudi Arabia?

3. Conduct a stakeholder analysis: a. Who are the stakeholders in this case?

b. What is their relative influence; that is, which stakeholders are the most powerful/influential? Which are the least?

c. What are their specific goals/objectives/interests?

d. What are their outcome preferences?

e. Whose interests are similar? Different? Are there any alliances?

f. Imagine you are Grover. How would you recommend addressing their respective outcome preferences?

4. Grover considers the option of sending Al Humaidi to a Medical Equipment showroom in France or the United States. How does that compare to paying Al Humaidi a bribe?

5. What should Grover do now? Why?

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MOR 542 – Case Discussion Questions

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PROFESSIONAL EXPERIENCEDr. Wolfe is the founder and principal of AE2GIS Group providing consultation services in strategy-driven performance and change management, as well as the design, delivery, and evaluation of management and executive development programs. Dr. Wolfe has consulted for a variety of organizations in the public and private sectors both domestically and abroad (client listing available upon request).

Consultation and Executive Development services include strategy-driven performance management, organizational assessments, change management, conflict resolution, interpersonal communication, leadership and top management team development, work force diversity, and strategic planning. Dr. Wolfe has provided a variety of supervisory, managerial, and executive development workshops in the aerospace, high tech, and telecommunications industries, and for the US Department of Defense.

Dr. Wolfe served as Assistant Director of Computing Services at the UCLA Anderson Graduate School of Management where he formulated and implemented a strategic computing and information systems plan.

Dr. Wolfe has a broad network of executives, and local and national elected representatives in Taiwan and Thailand where he also provides educational and consulting services. Currently, he serves as executive consultant to the President of Sripatum University, Bangkok, Thailand.

ACADEMIC EXPERIENCEDr. Wolfe began teaching at the University of Maryland in 1976. He spent four years in West Germany with the University of Maryland’s European Division. He has held teaching responsibilities at UCLA, Pepperdine, California State University, and the California School of Professional Psychology where he taught in the Organizational Psychology doctoral program and served as the Acting Director of the Organizational Psychology PhD Program. He has taught a wide variety of management and organizational psychology courses at the undergraduate, MBA, and Ph.D. levels.

Currently, Dr. Wolfe serves as adjunct faculty in the Executive MBA Program at Pepperdine University, the MA in Management at Dominican University, as well as in the executive doctoral program in Strategic Leadership in the College of Organizational Studies at CSPP/Alliant University. Most recently, Dr. Wolfe has given invited presentations to Executive Development Programs in Thailand and Taiwan.

Dr. Wolfe has authored/co-authored book chapters and journal articles, serves as an ad hoc reviewer for academic journals and conferences, and has presented at conferences in the US and abroad. His current research is on strategic mindsets, the development of strategic sense-making, and dimensions of high performance management. He is a member of the Academy of Management, Western Academy of Management, Strategic Management Society, World Future Society, World Affairs Council, Asian Business League, Los Angeles Venture Association, and the Empowering Work/Action Research Network.

EDUCATIONPh.D., Organization & Human Systems Development, Anderson Graduate School of Management, UCLAB.S. and MBA, Old Dominion University, Virginia

COMMUNITY SERVICEDr. Wolfe is active with the National Conference for Community and Justice (NCCJ), and the Museum of Tolerance, organizations committed to prejudice reduction and combating bias, where he facilitates intergroup dialogue. As pro bono service, he developed a multicultural campus community in the Pasadena Unified School District. He served as a member of an LAUSD Steering Committee charged with developing a multicultural relations course. Dr. Wolfe sits on the Boards of Directors of Olive View-UCLA Medical Center Foundation. He has sat on the Programs Subcommittee of the Board for Project Angel Food, and the Institutional Review Board at Olive View-UCLA Medical Center.

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D R A F T – Subject to improvement and speaker changes

Schedule of Sessions, Readings and Deliverables, Fall 2014 – TuTh, 5:00 – 6:20, JKP 202

Week Sess Date Pre-Class Preparation: Topic & Readings Deliverables1 1 Aug 26 Introduction: What (who) is a global strategist?

C/U, Introduction: Being Global is Not an Option; It’s an Imperative C/U, Chapter 1: Global Leaders Can be Made Bartlett & Ghoshal, What is a Global Manager Harvard Business Review, In Search of Global Leaders

2 Aug 28 Developing a Global Mindset Barton, Grant & Horn, Leading in the 21st Century, McKinsey Quarterly http://www.mckinsey.com/insights/leading_in_the_21st_century/leading_in_the_21st_century  Ghemawat, Developing Global Leaders, McKinsey Quarterly http://www.mckinsey.com/insights/leading_in_the_21st_century/developing_global_leaders 

2 3-4 Sept 2-4 Understanding the Dominant Logic C/U, Chapter 2: Global Mindset: Connecting Across Cultures Prahalad & Bettis, The Dominant Logic - Linking Diversity and Performance, Strategic Management Journal http://search.proquest.com/abiglobal/docview/231103618/fulltextPDF/138CC8F55355EEC4766/2?accountid=14749 (Use ABI Inform)

3 5 Sept 9 Thinking Broadly, Thinking Differently (1)Zakaria, The Rise of the Rest

http://www.newsweek.com/2008/05/03/the-rise-of-the-rest.print.html Nowak, The Challenge of the New World Order

http://www.spiegel.de/international/world/0,1518,druck-581853,00.html

Erdmann, et al, A Political Education for Businesshttps://www.mckinseyquarterly.com/A_political_education_for_business_An_interview_with_the_head_of_the_Council_on_Foreign_Relations_21

Skidelsky, Where do we go from here? http://www.prospectmagazine.co.uk/2009/01/wheredowegofromhere/

Chanda, The Web of Globalization http://yaleglobal.yale.edu/content/web-globalization

Annan, No Country, No Matter How Powerful… http://www.timesonline.co.uk/tol/comment/article5586585.ece

What catches your attention? What is interesting or intriguing? What stimulates you to think differently?

Formulate 1 – 2 interesting (i.e., open-ended) questions as a result of reading each article.

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Naim, Think Again: Globalization http://www.foreignpolicy.com/articles/2009/02/16/think_again_globalization

Week Sess Date Pre-Class Preparation: Topic & Readings Deliverables6 Sept 11 Thinking Broadly, Thinking Differently (2)

C/U, Chapter 3: Global Entrepreneurship Zakaria, Charlie Rose Interview, May 31, 2011

http://www.charlierose.com/view/interview/11702McKinsey, Five Forces Reshaping the Global Economy

https://www.mckinseyquarterly.com/Five_forces_reshaping_the_global_economy_McKinsey_Global_Survey_results_2581

What Keeps Global Leaders Up at Night, Harvard Business Review, April 2012 (Use EBSCO Host)

GE Conference on Competitiveness, Immelt, McNerney, Leverishttp://www.c-spanvideo.org/program/304389-1 Feb 13, 2012

See also session on Global Competitiveness (Day 3)

In-class discussion of Zakaria interview

4 7 Sept 16 What’s on the Mind of Global Strategists? C/U, Chapter 4: Global Citizenship Gregg Nahass & Pieter Theron, PwC, Annual Global CEO Survey

8 Sept 18 What’s on Your Mind? What issues are you paying attention to? Bring examples of current global issues and be prepared to discuss why they are strategic in nature.

Bring 3 copies of a specific article you have chosen for its global strategic significance (newspapers, popular business press, etc). Pre-meet with your assigned classmates . Share your article and topic, issue. Why is this issue of concern to the global strategist? As a group, identify commonalities, differences across the articles selected. Summarize the significance of the various identified issues for the global strategist. What larger trends might these issues portend? Be prepared to report out/discuss in class.

Submit a copy of the article you have selected to me. Be sure your name is on first page.

5 9 Sept 23 Global Strategy Concept Review C/U, Conclusion: Being Global

AAA, CAGE, ADDING Value, Institutional Voids, Political Risk

10 Sept 25 Thinking About Market Entry MOR 542 Fall-2014

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D R A F T – Subject to improvement and speaker changes

Leslie DaCruz, Stradeation, FastForward Brazil The Answer Isn’t Always What You Think – Exploring Market Entry

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Week Sess Date Pre-Class Preparation: Topic & Readings Deliverables6 11-12 Sept 30-

Oct 2The Macro Environment

Geopolitical: Governance Institutions

Joseph Nye on Global Power Shifts http://www.ted.com/talks/joseph_nye_on_global_power_shifts.html

The World Trade Organization [HBS] Doha Development Round

http://en.wikipedia.org/wiki/Doha_Development_Round UN:

http://www.un.org/aboutun/ IMF:

http://www.imf.org/external/about.htm WTO:

http://www.wto.org International Court of Justice (World Court)

http://www.icj-cij.org/homepage/index.php ASEAN:

http://www.aseansec.org/64.htm G20:

http://www.g20.org/about_what_is_g20.aspx EU:

http://en.wikipedia.org/wiki/European_Union NAFTA:

http://en.wikipedia.org/wiki/North_American_Free_Trade_Agreement

Team Presentations (n = 7) on Various Governance Organizations

Watch Nye’s TED talk

Each team should take the identified link as its entry, not its ending, point.

7 13 Oct 7 Legal, Regulatory Rodrick, The Return of Industrial Policy

http://www.project-syndicate.org/commentary/the-return-of-industrial-policy

Industrial Policy - The Economist http://www.economist.com/debate/days/view/541

Apple Wins Big in Samsung Case http://online.wsj.com/article/SB10000872396390444358404577609810658082898.html

14 Oct 9 Michelle Taylor, CEO, Kate Sommerville Taking a brand international

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Week Sess Date Pre-Class Preparation: Topic & Readings Deliverables8 15 Oct 14 Environmental/Ecological

The environment:http://en.wikipedia.org/ wiki/Sustainability

http://www.youtube.com/watch?v=g7cylfQtkDg&feature=related

The Limits to Growth – 30 Year Updatehttp://www.donellameadows.org/archives/a-synopsis-limits-to-growth-the-30-year-update/

http://www.clubofrome.org/flash/limits_to_growth.html

Climate: http://www.worldwatch.org/node/5984 [Read Chapter 1: The Perfect Storm [If interested, read Chapter 2, but not required.]

Human welfare:http://www.undp.org/mdg/basics.shtml http://www.unmillenniumproject.org/resources/fastfacts_e.htm http://www.youtube.com/watch?v=2PAkHAHiiog (Intro to the Elders) http://www.virginunite.com/Templates/AboutVirginunite.aspx?nid=baa433fb-a751-4914-8258-0781487ed291 http://www.youtube.com/watch?v=uUHf_kOUM74

World Development Report – 2009 http://econ.worldbank.org/WBSITE/EXTERNAL/EXTDEC/EXTRESEARCH/EXTWDRS/EXTWDR2009/0,,menuPK:4231145~pagePK:64167702~piPK:64167676~theSitePK:4231059,00.html

Read “Geography in Motion: The Report at a Glance”; scan “Overview”

What do the issues illustrated through the various assigned websites have to do with global business? What is “strategic” about them?

Bring Laptops for in class exercise: Country analysis Sustainability

16 Oct 16 Jennifer, LI, Founder & CEO, Novotech Nutraceuticals Challenges of Cross-Border Trade

9 17 Oct 21 Social, Cultural, Demographic Harding, The Myth of Europe, Foreign Policy http://www.foreignpolicy.com/articles/2012/01/03/the_myth_of_europe TBD

18 Oct 23 Scott Flanders, CEO, Playboy Turn-Around and New Market Development

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Week Sess Date Pre-Class Preparation: Topic & Readings Deliverables10 19 Oct 28 Technological

TBD – McKinsey articles (see handwritten notes, F-2013 syllabus20 Oct 30 Bahaa Moukadam, Founder & Principal, SeeMetrics,

Former CEO Sunrise Telecomm Cross-Border Management of Tech Professionals and Maintaining IP Security

11 21 Nov 4 Finance, Markets, Economies Engler, Capitalism as Catastrophe, Dissent, Spring 2008

http://dissentmagazine.org/article/?article=1172 Roubini, My Perfect Storm is Unfolding Now

http://www.cnbc.com/id/48116835/Roubini_My_Perfect_Storm_Scenario_Is_Unfolding_Now

Civilization May Not Survive Death Spiral http://moneymorning.com/2012/07/29/economist-richard-duncan-civilization-may-not-survive-death-spiral/

The Coming Collapse of China – 2012 Edition, Foreign Policy http://www.foreignpolicy.com/articles/2011/12/29/the_coming_collapse_of_china_2012_edition?hidecomments=yes

EU economy (TBD) 13 Out-of-the-Tinderbox Ways to Save the Global Economy, Foreign

Policy, Jan/Feb 2012 http://www.foreignpolicy.com/economy_issue

22 Nov 6 KY Cheng, EVP, Director, Strategic Markets, East-West Bank Convergence and the Four Major Economies: Japan, China, EU, US

MOR 542 Fall-2014

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D R A F T – Subject to improvement and speaker changes

Week Sess Date Pre-Class Preparation: Topic & Readings Deliverables12 23 Nov 11 Ethics and Integrity in Global Context

Donaldson, Values in Tension: Ethics Away from Home

Buller, et al, When Ethics Collide: Managing Conflict Across Cultures http://web.ebscohost.com/ehost/resultsadvanced?sid=dbfff5ea-8a65-

4f4d-bd5a-d82f72f604c4%40sessionmgr10&vid=6&hid=20&bquery=%28TI+%28managing+conflicts+across+culture%29%29+AND+%28AU+%28Buller%29%29&bdata=JmRiPWJ0aCZkYj1id2gmdHlwZT0xJnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d

William Browder - Doing Business in Russia http://www.youtube.com/watch?v=84MsRuC-1l8

William Browder – Doing Business in Russia, Part II http://www.youtube.com/watch?v=nP6SsJQpkNA

Paine, Ethics: A Basic Framework

The World According to Monsanto http://www.youtube.com/watch?v=N6_DbVdVo-k

Search for Monsanto’s Rogue GMO Wheat, Businessweekhttp://www.businessweek.com/articles/2013-06-20/the-search-for-monsantos-rogue-gmo-wheat

Vandana Shiva, On Resisting GMO’s – A Political Acthttp://www.yesmagazine.org/issues/how-to-eat-like-our-lives-depend-on-it/vandana-shiva-freedom-starts-with-a-seed?utm_source=YTW&utm_medium=Email&utm_campaign=20131115

Blood Bananas: Chiquita in Columbia

MOR 542 Fall-2014

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D R A F T – Subject to improvement and speaker changes

Week Sess Date Pre-Class Preparation: Topic & Readings Deliverables24 Nov 13 Gary Burnison, CEO, Korn-Ferry

Global CEO Profile and Leadership Styles

13 25 Nov 18 Life at the Bottom Paul Collier, The Bottom Billion, www.ted.comGoos & Hoppe, Made in Bangladesh, Der Spiegel http://www.spiegel.de/international/world/bangladesh-report-on-dhaka-factory-collapse-points-to-greed-a-909275.html Nike Sweatshops: Behind the Swoosh

http://www.youtube.com/watch?v=M5uYCWVfuPQ The Nike Founder, Phil Knight, Confronted http://www.youtube.com/watch?v=28B_sZZ6km4

The Story of Stuff – in-class

26 Nov 20 Understanding the Bottom of the Pyramid Microfinance

http://en.wikipedia.org/wiki/Microfinance Chesbrough, et al, Business Models for Technology in the Developing

World Prahalad & Hammond, Serving the World’s Poor Profitably Internet Extends Reach of Bangladeshi Villagers

http://www.washingtonpost.com/wp-dyn/content/article/2006/11/21/AR2006112101725.html

CK Prahaladhttp://www.businessweek.com/magazine/content/06_04/b3968089.htm

Divine Chocolate http://www.green.tv/WEBA_Divine Café Direct http://www.cafedirect.co.uk/about_us/history/ Public/private partnership http://www.csrwire.com/reports Microfinance: http://www.kiva.org/about/microfinance/ Equity Bank:

http://www.equitybank.co.ke/about.php?subcat=7

http://mefeedia.com/entry/mfp-050-m-banking-equity-bank-kenya/14878940

Microbusinesshttp://shop.indegoafrica.org/info/About_Us

http://www.usaid.gov/stories/senegal/ss_senegal_foniocoop.html

Baring Private Equity Partners India Limited: Banking Services for the Poor in Bangladesh

MOR 542 Fall-2014

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D R A F T – Subject to improvement and speaker changes

Week Sess Date Pre-Class Preparation: Topic & Readings Deliverables14 27 Nov 24 Corporate Social Responsibility (CSR)

Porter & Kramer, Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility, HBR, Dec 2006

Captain Planet, Unilever CEO Paul Polman, Harvard Business Review, June 2012

American Bar Association, The Increasing Risk of Multijurisdictional Bribery Prosecution: Why Having an FCPA Compliance Program Is No Longer Enough, 2013 http://www.americanbar.org/publications/international_law_news/2013/winter/the_increasing_risk_multijurisdictional_bribery_prosecution_why_having_fcpa_compliance_program_no_longer_enough.html

IBM Corporate Service Corps

Genzyme’s Gaucher Initiative: Global Risk and Responsibility

28 Nov 26 THANKSGIVING BREAK – Yeaaahhhh!

15 29 Dec 2 The Global Strategist in Situ Taylor, The Logic of Global Business: An Interview with ABB’s Percy

Barnevik, HBR, Mar-Apr, 1991

Khurana & Baldwin, The World Economic Forum’s Global Leadership Fellows Program, HBS, June 2013

ABB in the New Millenium: New Leadership, New Strategy, New Organization

30 Dec 4 Wrap-Up, Review, Integration, Take-Aways, Next Steps

MOR 542 Fall-2014