Robb Jensen Win11 Syllabus, BusM490R, revised

Robb Jensen Win11 Syllabus, BusM490R, revised - BRIGHAM...

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BRIGHAM YOUNG UNIVERSITY Business Management 490R Section 7 Global Strategy Winter Semester, 2011 Robert J. Jensen Telephone: 801-422- 4413 Assistant Professor of Strategy and International Business Office: 569 TNRB Department of Organizational Leadership and Strategy email: robertjensen@byu.edu Marriott School Office Hours: T 3:30-4:30 ________________________________________________________________________________ Course Description Multinational corporations (MNCs) account for about half the productive wealth in the industrialized world. Their importance in the U.S. economy is no less significant: close to three-quarters of the sales revenues of all U.S. corporations are accounted for by U.S. multinationals, and further, about a third of the sales revenues of these U.S. multinationals comes out of their production abroad. They account for 75% of all U.S. exports and 50% of all U.S. imports. Clearly, we are dealing with institutions that are remarkably significant in the world/U.S. economy. Operation in an international environment gives the manager access to new markets, additional natural resources, and low-cost-factor endowments. More importantly, it opens up new sources of ideas and knowledge to stimulate future innovation. Above all, global markets provide a vast new source of the scarcest of all corporate resources: management talent. On the other hand, these new opportunities present the challenges of managing in more complex, diverse, and uncertain circumstances. Purely domestic companies operate in a single national environment where consumer preferences, government policies and regulations, and labor union demands are relatively consistent and predictable and where competition is bounded within a single, familiar market. Overall performance is measured in one comparable unit: the local currency. Unlike the purely domestic company, multinational corporations face diverse and often conflicting demands and pressures--including political risks from various host countries. Unlike domestic companies, MNCs must deal with barriers of distance and time, and differences in language and culture. They must compete on a complex, global playing field. Furthermore, MNCs are required to measure results with a flexible yardstick as the values of currencies fluctuate against each other. In some instances, firms choose to confront these challenges when they make the decision to expand internationally. In many instances, however, firms have these challenges thrust upon them as their industries become increasingly global in scope. This is especially true for countries that are rapidly opening up their borders. For these firms, global competition is not an option but a necessary survival response to a changing world. This course focuses on the challenges of developing and implementing strategies in global
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Robb Jensen Win11 Syllabus, BusM490R, revised - BRIGHAM...

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