Global Growth Strategies (YHIYH210)

Global Growth Strategies, 5 cr - YHIYH210

Global Growth Strategies (YHIYH210-3009), 08.01.2024 – 20.05.2024,
5 cr (ZJAYBB23S1, ...) — Face-to-face + -
Language of instruction

English

Timing

08.01.2024 - 20.05.2024

Lecturer(s)

Murat Akpinar

Planned learning activities, teaching methods and guidance

Blended model.
Face-to-face learning: Lectures, case study discussions, group project presentations
Virtual learning: individual assignments, group projects

Learning materials and recommended literature

Selected readings on firm growth:
1. Greiner, L. E. (1972). Evolution and revolution as organizations grow: A company's past has clues for management that are critical to future success. Harvard Business Review, July-August, 37-46.
2. Davidsson, P. (1991). Continued entrepreneurship: Ability, need, and opportunity as determinants of small firm growth. Journal of Business Venturing, 6(6), 405-429.
3. Akpinar, M. (2009). Internationalization vs. diversification: A study on the drivers of growth strategies. Journal of Global Business Issues, 3(2), 1-7.
4. McKelvie, A. & Wiklund, J. (2010). Advancing firm growth research: A focus on growth mode instead of growth rate. Entrepreneurship Theory and Practice, 34(2), 261-288.

Selected readings on internationalization:
1. Kogut, B. & Zander, U. (1993). Knowledge of the firm and the evolutionary theory of the multinational corporation. Journal of International Business Studies, 24(4), 625-645.
2. Oviatt, B. M., & McDougall, P. P. (1994). Toward a theory of international new ventures. Journal of International Business Studies, 25(1), 45-64.
3. Ghemawat, P. (2001). Distance still matters: The hard reality of global expansion. Harvard Business Review, 79(8), 137-147.
4. Johanson, J., & Vahlne, J. E. (2009). The Uppsala internationalization process model revisited: From liability of foreignness to liability of outsidership. Journal of International Business Studies, 40(9), 1411-1431.
5. The Economist (2019). Slowbalisation: A new pattern of world commerce is becoming clearer - as are its costs. 430(9127), 11.

Working life cooperation

There is no internship.

Campus

Main Campus

Exam dates and re-exam possibilities

There is no exam.

Learning assignments and student workload

Lectures 27 hours
Preparing for the lectures 48 hours
Group projects 54 hours
Individual assignments 6 hours

Content scheduling

4 contact days in spring semester 2024: 16.2 (14-20), 17.2 (09-14), 8.3 (14-20), and 9.3 (09-14)
Groups
- ZJAYBB23S1
- YBB23S1
Alternative learning methods

You have the right to apply for recognition of your studies if you have prior learning (e.g. university studies completed elsewhere) that can be accredited towards the degree you are currently completing.

The recognition of prior learning is possible in three primary ways: accreditation (replacement or inclusion), recognition of informal learning and studification. More precise info: JAMK Degree Regulations, section 17.

Seats

0 - 30

Assessment methods

Group projects, individual assignment, and active participation in class

Degree Programme

Master's Degree Programme in International Business Management

Mode of delivery

Face-to-face

Share of R&D studies

2.00 cr

Share of virtual studies

0.00 cr

Unit

School of Business
Global Growth Strategies (YHIYH210-3011), 28.08.2023 – 19.12.2023,
5 cr (HKV23KDIBM, ...) — Face-to-face + -
Language of instruction

English

Timing

28.08.2023 - 19.12.2023

Lecturer(s)

Tetiana Shcherbyna

Planned learning activities, teaching methods and guidance

Blended model.

Face-to-face learning: Lectures, case study discussions, group project presentations
Virtual learning: individual assignments, group project

Learning materials and recommended literature

Selected readings on firm growth:
1. Greiner, L. E. (1972). Evolution and revolution as organizations grow: A company's past has clues for management that are critical to future success. Harvard Business Review, July-August, 37-46.
2. Davidsson, P. (1991). Continued entrepreneurship: Ability, need, and opportunity as determinants of small firm growth. Journal of Business Venturing, 6(6), 405-429.
3. Akpinar, M. (2009). Internationalization vs. diversification: A study on the drivers of growth strategies. Journal of Global Business Issues, 3(2), 1-7.
4. McKelvie, A. & Wiklund, J. (2010). Advancing firm growth research: A focus on growth mode instead of growth rate. Entrepreneurship Theory and Practice, 34(2), 261-288.

Selected readings on internationalization:
1. Kogut, B. & Zander, U. (1993). Knowledge of the firm and the evolutionary theory of the multinational corporation. Journal of International Business Studies, 24(4), 625-645.
2. Oviatt, B. M., & McDougall, P. P. (1994). Toward a theory of international new ventures. Journal of International Business Studies, 25(1), 45-64.
3. Ghemawat, P. (2001). Distance still matters: The hard reality of global expansion. Harvard Business Review, 79(8), 137-147.
4. Johanson, J., & Vahlne, J. E. (2009). The Uppsala internationalization process model revisited: From liability of foreignness to liability of outsidership. Journal of International Business Studies, 40(9), 1411-1431.
5. The Economist (2019). Slowbalisation: A new pattern of world commerce is becoming clearer - as are its costs. 430(9127), 11.

Working life cooperation

The individual assignment will aim to develop operations at your work place.

Campus

Main Campus

Exam dates and re-exam possibilities

There is no exam. The individual assignment is due a month after the last contact session.

Learning assignments and student workload

Lectures 27 hours
Preparing for the lectures 27 hours
Group project 27 hours
Individual assignment 54 hours

Enrollment

01.08.2023 - 24.08.2023

Content scheduling

4 contact days
Groups
- HKV23KDIBM
- HKV23SDIBM
Alternative learning methods

You have the right to apply for recognition of your studies if you have prior learning (e.g. university studies completed elsewhere) that can be accredited towards the degree you are currently completing.

The recognition of prior learning is possible in three primary ways: accreditation (replacement or inclusion), recognition of informal learning and studification. More precise info: JAMK Degree Regulations, section 17.

Seats

0 - 50

Assessment methods

Diploma in IBM students: 31

Exchange and Degree students: 19

Degree Programme

Diploma in International Business Management

Mode of delivery

Face-to-face

Share of R&D studies

0.00 cr

Share of virtual studies

0.00 cr

Unit

School of Business

You understand the possibilities of internationalization to create new businesses and achieve firm growth. You know the key concepts and models of firm growth and internationalization, and you are able to apply them to analyze and design strategies for growing the company in international markets.

Growth strategies, internationalization, market entry modes, internationalization strategies, exporting, foreign direct investments, franchising, licensing, mergers and acquisitions, platform strategy.

Face-to-face learning and distance learning

Articles and case materials to be provided by the course lecturer.

Bachelor's degree

0-5

Sufficient 1: You understand the key concepts and models of firm growth and internationalization sufficiently but fail to attempt to use them to analyze and design strategies for growing a company in international markets. You have challenges to communicate your findings in oral and written in a structured form. There are issues in complying with JAMK reporting instructions.
Satisfactory 2: You understand the key concepts and models of firm growth and internationalization satisfactorily and attempt to use them to analyze and design strategies for growing a company in international markets. You are able to communicate your findings in oral and written form responsibly. There are some issues in complying with JAMK reporting instructions.

Good 3: You have a good understanding of the concepts and models of firm growth and internationalization and use them well to analyze and design strategies for growing a company in international markets. You are able to communicate your findings in oral and written form responsibly in a structured manner. There are some issues in complying with JAMK reporting instructions.
Ver good 4: You have a very good understanding of the concepts and models of firm growth and internationalization and use them innovatively to analyze and design strategies for growing a company in international markets. You are able to communicate your findings in oral and written form responsibly in a well-structured manner. There are minor issues in complying with JAMK reporting instructions.

You have a thorough understanding of the concepts and models of firm growth and internationalization and apply them critically and to design innovative strategies for growing a company in international markets. You are able to communicate your findings in oral and written form responsibly and in a well-structured manner, complying fully with JAMK reporting instructions.

Global Growth Strategies, 5 cr - YHIYH210

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