PART 1: The GLOBAL STRATEGY IMPERATIVE CHAPTER 1: Globalization and Expansion Imperatives Reading 1: Osland, Joyce S. 2003. "Broadening the debate: The pros and cons of globalization." Journal of Management Inquiry Reading 2: Gupta AK & Govindarajan V. 2002. "Cultivating a global mindset." Academy of Management Executive Case 1: ICICI Bank: Path to Globalization. ESSEC Business School CHAPTER 2: Developing Strategic Capability: Evolution of the Multinational Corporation Reading 1: Porter, M.
E. (1990). "The Competitive Advantage of Nations", Harvard Business Review Reading 2: Ghoshal, S. and Nohria, N. (1993). "Horses for Courses: Organizational Forms for Multinational Corporations", Sloan Management Review Case 2: Airbus and Boeing: Risk of Technology Transfer. ESSEC Business School PART 2: The ORGANIZATIONAL IMPERATIVE CHAPTER 3: Organizing International Operations Reading 1: Malnight., T(1998).
"Changing Perspectives on Global Strategy & Organization". In Hickman R.G (Ed.) Chapter 11: Leading Change: Perspectives for a New Era. Sage Publications Reading 2: Miles, E. M and Snow, C.S (1992). "Causes of Failure in Network Organizations".
California Management Review Case 3: Vodafone: Out of Many One. ESSEC Business School CHAPTER 4: Managing Across Cultures Reading 1: Chatman, Jennifer A.; Eunyoung Cha, Sandra, "Leading by Leveraging Culture". California Management Review Reading 2: Triandis, Harry C. "The many dimensions of culture." Academy of Management Executive Case 4: Lafarge: From a French Cement Company to a Global Leader. Lafarge (B): Looking to the Future. ESSEC Business School PART 3: The CHANGE IMPERATIVE CHAPTER 5: Managing Alliances, JVs and Mergers and Acquisitions Reading 1: Dyer, Jeffrey, Kale, Prashantand, Singh, Harbir, "How to make strategic alliance work.
" Sloan Management Review Reading 2: Marks, Mitchell Lee; Mirvis, Philip H. "Making mergers and acquisitions work: Strategic and psychological preparation." Academy of Management Executive Case 5: Mittal-Arcelor: The Bid CHAPTER 6: Organizational Restructuring: Adapting to Global Challenges Reading 1: Kotter., P. J (1996). "Successful Change and the Force that Drives It". Chapter 2: Leading Change: Harvard Business School Press Reading 2: Som. A (2003).
"Redesigning the Human Resource Function at Lafarge". Human Resource Management Case 6: Restructuring of Canal Plus: Beginning of a New Era. ESSEC Business School PART 4: The EMERGING MANAGEMENT IMPERATIVE CHAPTER 7: Strategies for Emerging Markets Reading 1: Shankar, Satish; Ormiston, Charles; Bloch, Nicolas; Schaus, Robert; Vishwanath, Vijay, "How to Win in Emerging Markets." MIT Sloan Management Review Reading 2: Khanna, T, Palepu, K, Sinha, J. "Strategies that fit emerging markets", Harvard Business Review Case 7: Carrefour Chévere! ESSEC Business School CHAPTER 8: Ethics and Corporate Social Responsibility Challenges Reading 1: Smith, N. Craig, "Corporate Social Responsibility: Whether or How?" California Management Review Reading 2: Treviño, Linda Klebe; Brown, Michael E. "Managing to be ethical: Debunking five business ethics myths." Academy of Management Executive Case 8: CSR: Strategies to Develop Markets ESSEC Business School CHAPTER 9: Preparing for the Future: Leadership Challenges Reading 1: Allen, C et al.
"Leadership in the 21st Century". In Hickman R.G (Ed.) Leading Change: Perspectives for a New Era. Sage Publications Reading 2: Ireland, R. Duane; Hitt, Michael A. "Achieving and maintaining strategic competitiveness in the 21st century: The role of strategic leadership." Academy of Management Executive Case 9: LVMH: Managing The Multi-Brand Conglomerate.
ESSEC Business School.