Center for Global Management

Global Macroeconomy

Sebastian Edwards

Henry Ford II Chair in International Management

The purpose of this course is to develop the analytical framework required for understanding the way changing macroeconomic conditions in the world economy affect the environment faced by modern decision makers and business leaders. Issues related to central banks’ behavior (quantitative easing, interest rate adjustment and other), economic growth, inflation, interest rates behavior, exchange rates determination, global competitiveness, fiscal stimuli, unemployment and the external sector (international reserves and the like) will be explored. At the end of the course it is expected that students will be able to critically asses how possible developments in the world economy -- such as the change in the monetary policy stance by the European Central Bank or the Federal Reserve, for example – will affect the business environment relevant to their specific industry.

Global Supply Chain Management

Christopher S. Tang

Edward W. Carter Chair in Business Administration

Felipe Caro

Bing (’86) and Alice Liu Yang Endowed Term Chair in Management

As more firms continue to outsource and off-shore their operations (technical support, customer services, etc.), virtually all western companies need to manage multiple supply chains with external partners located in different countries around the globe. By its very nature, supply chain management has to deal with the management of the flow of materials, information, and funds across the entire global supply network that ranges from suppliers, manufacturers, distributors, logistics providers, and retailers to consumers. this course deals with international issues arising from supply chains encompassing partners located in different countries. This course draws upon concepts originally introduced in your core courses on operations management, statistics, marketing, and strategy. While many operational processes that we will consider in this course will appear familiar, most of you will find yourselves viewing them from a different perspective especially through different conceptual frameworks for analyzing global supply chain issues.

International Business Strategy

Mariko Sakakibara

Sanford and Betty Sigoloff Chair in Corporate Renewal

The objective of this course is to provide a framework for understanding and managing key issues in international business. In particular, the focus of this course is (1) to develop the ability to formulate an effective strategy for entry into foreign markets, and (2) to examine important issues related to the entry strategy and the subsequent expansion strategy. This course deals with general issues any corporation faces when operating outside of its domestic environment. The class sessions consist of case discussions and presentations and Q&As by guest speakers. Examples of questions that will be considered include: How should a company determine if it should enter foreign markets? What type of ownership structure should a company take to enter foreign markets? What are issues specific to emerging markets and how can a company address them? How can a tech startup expand internationally?

International Entrepreneurship: Building International Ventures in a Digitizing World

Kati Suominen

Lecturer in Global Economics and Management

Globalization and digitization offer tremendous opportunities for companies of all sizes to reach new markets and disrupt established industries. Ecommerce, 3D printing, blockchain, AI, and the Smartphone revolution are among technologies slashing the costs for companies to make, move, and market products and services worldwide. Today’s businesses can be “born global” because they are “born digital”. The Covid-19 only accentuated the urgency for businesses of all kinds to digitize their operations, supply chains, and customer touchpoints; anticipate and manage global risks and supply chain disruptions; and position for the future of the Internet like the Web 3.0 and the Metaverse. The purpose of this course is to prepare students to take advantage of the twin forces of globalization and digitization. In particular, students will learn and apply a method to internationalize a line of business product, or technology asset in your company.

Global Trends

Romain Wacziarg

Hans Hufschmid Chair in Management and Professor of Economics

This course explores recent global trends affecting business. Global trends are geopolitical and economic evolutions that have first order effects on management practices and business opportunities around the world. Global managers need to develop a keen sense of these evolutions in order to lead successful businesses the can adapt to, and take advantage of, global trends. The specific trends covered in the course include 1) Globalization and its discontents: covering the rise and decline of globalization, as well as themes such as the recent rise of populism, of protectionism and political disintegration (e.g. Brexit) and their effects on business;. 2) The rise of new technologies, specifically the likely impact of automation, artificial intelligence, and cryptocurrencies; and 3) the trend toward a pluralist, multipolar world, whereby new powers such as China and India, as well as new interests groups, challenge the Western model while building on its strengths.

Global Marketing Management

Shi Zhang

Associate Professor of Marketing

This course develops skills in exploring and analyzing the strategies and programs that firms need to successfully identify, assess, enter, develop, and manage world markets. The course uses new and classic cases, mini lectures, and an international marketing strategy simulation game, Country Manager, to study the process of crafting a coherent, integrated, and unified strategy for a product and service amid the global opportunities. Thus, it is a combination of marketing strategy and brand management in global markets. The course also emphasizes the interconnectedness of global business strategy in the digital media (e.g., Amazon, Alibaba).

Technology and Society: The Dynamic Relationship and Changing Role of Leaders

Terry Kramer

Adjunct Professor of Decisions, Operations and Technology Management

Technology has fundamentally changed the existence of consumers, enterprises and more broadly, society. In many cases, disruptive, technology-based innovation has lowered the cost of service provision and over time improved performance and outcomes. Technology-based innovation has affected almost every industry – – often creating new successful enterprises while destroying others. This course will look at the dynamic and disruptive nature of technology – – enhancing outcomes that benefit enterprises and society collectively in areas such as financial services, education and healthcare. It will look at the unique ability of new technologies whether based on high speed networks, artificial intelligence or cloud computing coupled with new business models such as the platform-based businesses and the shared economy to create transformational offerings which benefits both businesses and society. Cases exploring the disruptive effects of platform based, online education, low cost telehealth solutions and new digital platforms for payments and financial transactions which create a multiplier effect of economic growth in developing markets will be covered.

ESG for Managers and Investors

Henry Friedman

Associate Professor of Accounting

Valentin Haddad

Associate Professor of Finance

This course focuses on ESG (environmental, social and governance) issues relevant to corporate managers and investors. The last few years have seen these issues rise to the forefront of corporate and investment decisions. By taking the point of view of major decision makers in this process (shareholders, managers/directors, lenders, regulators and community members), this new course aims to build a comprehensive picture of this radical change in the business world. It will cover various frameworks for measurement, valuation, and opportunity and risk assessment, with an emphasis on recent changes in the ESG landscape.