STRATEGIC MANAGEMENT
(Course Part in English: Current Issues in the Intercultural
Environment of Global & National Business)
COURSE SYLLABUS
Key Information
Course Title:
STRATEGIC MANAGEMENT (Title of the Course Part in English: Current Issues in the
Intercultural Environment of Global & National Business)
Faculty: Management
Level of Education: Bachelor, 3rd Year
ECTS Credits: 2
Аuthor: Elena V. Kornyshkova (Senior Lecturer HSE-SPb, Associate Professor HSE-Moscow,
MBA (ISU, USA)
Instructor: same
Program Outline
1. Prerequisites
Basic courses in Management, Marketing
English proficiency (Upper Intermediate as a minimum)
2. Goals, Benefits, Learning Outcomes
Global and national business environment and borders-free competition, sky-rocketing importance
for increasing of professionals’ mobility and of knowledge, for changes in management mentality,
expansion of knowledge horizons beyond traditional for Russia managerial approaches - all these
factors make it important to acquaint the students with several modern concepts and issues which
play a central role in today’s international business.
The focus of the course in on the key management philosophy of Trust Management and its
comprehensive application in various areas of today’s business. The course develops awareness of
the research in the area of the selected for the course concepts and challenges. It gives key
theoretical approaches, supported with extensive reading and analysis of modern research articles in
English, as well as sharing the results, presented concepts in the class. The course then builds
competencies through usage of the concepts and business practice study cases as a valuable learning
tool.
The course follows the challenge of building knowledge bridges to the strategic management
approaches and instruments being used in the international business and therefore becoming general
standards in the globalized economy.
The course is aimed at building essential for managerial and professional activity competences. The
central areas of learning, besides concentrating on Trust Management business philosophy as the
necessity for sustainable success of a company in all areas of management in the global economy,
focuses on Cultural Competence as a core requirement in strategic management thinking, on the
basics of high performance and effectiveness of three types of organizational communication,
modern strategic and communication issues in Customer Relations Management, a comprehensive
model of Corporate Social Responsibility, and implementation of best international practice in the
area of leadership and strategic talent-search - through detailed collaboration with leading
universities as a strategy towards sustainable success in the globalized economy. The course also
includes a guest lecture by an international expert and consultant in Corporate Social Responsibility
and a further discussion of research articles on the topic and stereotypes in understanding of the
concept which will include business cases.
Students who complete this course successfully should be able to:
 Understand the concept of Trust Management and its application in various areas of an
organization’s business (Marketing, CRM, HRM & Leadership, Business Development etc.).
The Trust Management philosophy is the core part of the course.
 Understand a Trust Matrix Model and how to use it in decision-making and building
instruments to achieve a high level of trust in the organization internally and externally.
 Define a cultural profile of organization and build a strategy to achieve business goals
successfully and effectively - by applying a Cultural Orientation Model (COM) - towards
implementing the Trust Management Concept as a base in strategic thinking.
 Understand types of organizational communication and to be able to come up with strategic
decisions in the areas of organizational communication to support the organization’s mission
and goals.
 Understand how communication approaches can support or destroy organizational trust
environment (internally and externally to the organization).
 Understand the key communication principles applied in today’s business practice in Client
Relations Management towards achieving sustainable competitive advantages and repeat
business.
 Analyze research articles in English, to define the major concepts presented there and to see
how they can be used in strategic thinking.
 Define an increasing role of strategic approaches to comprehensive collaboration between
companies and leading universities basing on the best international business practice.
3&4. Distribution of Hours & Course Content
№
1
Topic
Trust Management as Strategy: concept,
issues, cases. Starbucks – Business Case
of Comprehensive Trust Management as
Total
amount
of
hours
3
Classroom Activities
Lecture
s
2
SelfSeminars Workshops Study
1
Business Strategy towards Sustainable
Success in National & Global Business
Development. Case Study: Starbucks.
2
Cultural Competency & Strategic
Management. Cultural Orientations
Model: how to use it. Case Study.
6
4
2
3
High-performance organizational
communication: concepts, instruments.
Case Study.
6
4
2
4
Customer Relations Management:
leadership, communication, training.
Cases: Building Client-oriented
companies. LHS Case Study.
4
2
2
5
Corporate Social Responsibility:
International Concept, Instruments.
Cases (USA, CIS). – Guest Lecture (in
English) Mari Stock (USA) - 20.03
4
2
2
HRM & Leadership – current issues.
Empowerment. Search of leaders:
challenges. Partnerships with
universities: best international business
practice of cooperation with leading
universities - systemic approaches.
Strategy Development Exercise.
5
4
1
TOTAL
28
18
10
Case Study.
6
5. Evaluation
Type of testing
Current
Form of testing
1.Short tests
2. Executive Summary &
Parameters
20 min length, contains 5 mini-cases related to
5-min presentations on the discussed material.
Required Reading (research
articles on the material of Executive Summary, Presentation & discussion
the classes)
– group projects.
Intermediate
none
Final test
Comprehensive written test Test consists of 3 parts. Part 1 (30 min) is of
of 90 minutes
Closed-Book Format and has questions on the
Course material.
Parts 2 and 3 are Open-Book Format
and consist of cases which students need to
solve applying the material of the course.
6. Required Reading
Pate J., Morgan-Thomas A., Beaumont Ph. Trust Restoration: an Examination of Senior
Managers’ Attempt to Rebuild Employee Trust, Human Resource Management Journal,
Vol. 22, Issue 2, 2012, pp. 148-164
Lagrosen S., Lagrosen Y. Trusr and Quality Management: Perspectives from Marketing and
Organizational Learning. Total Quality Management. Vol.23, No.4, Jan. 2012 pp.13-26
Heskett J. Why is Trust So Hard to Achieve in Management? Working Knowledge, Harvard
Business School weekly newsletter http://hbswk.hbs.edu/item/7034.html
Spreitzer G., Mishra A. Giving Up Control Without Losing Control
Trust & Its Substitutes’ Effects on Managers’ Involving Employees in Decision Making.
Group & Organization Management, June 1999; Vol. 24, No. 2 pp.. 1-10
Morgan R.M., Hunt Sh.D. The Commitment-Trust Theory of Relationship Marketing
Journal of Marketing Vol. 58, 1994, pp. 20-38
Shockley-Zalabak, S., Morreale, Sh., Hackau, M. Building High-Trust Organization:
Strategies for Supporting Five Key Dimensions of Trust, Jossey-Bass (2005)
Edmondson, A.C. Corporate Values and Employee Cynicism, Working Knowledge, Harvard
Business School weekly newsletter, February 27, 2006. http://hbswk.hbs.edu/item/5229.html
(summary of the original article)
Germain M.L. Developing Trust in Virtual Teams, Performance Improvement Quarterly,
Vol. 24, Issue 3, 2011, pp. 29-51
Denison Daniel R., Mishra Aniel K. Toward a Theory of Organizational Culture and
Effectiveness, Science, Vol. 6, No.2 (Mar.-Apr., 1995), pp. 204-223
http://karhen.home.xs4all.nl/Papers/M&A/Denison%20and%20Mishra%20(1995).pdf
Jackson T., The Management of People Across Cultures: Valuing People Differently.
Human Resource Management, Vol. 41, No. 4, Winter 2002, pp. 455-475.
Tost L.P., Gino F., Larrick R.P., When Power Makes Others Speechless: The Negative
Impact of Leader Power on Team Performance, Working Knowledge, Harvard Business
School weekly newsletter, April 1, 2011. http://hbswk.hbs.edu/item/6649.html
Groysberg B., Slind M. Leadership is a Conversation. Harvard Business Review, Vol. 90,
No. 6, Jun 2012.
Groysberg B., Slind M. Talk, Inc.: How Trusted Leaders Use Conversation to Power Their
Organizations. Harvard Business Press Books (2012). (Article at
http://hbswk.hbs.edu/item/7054.html )
Expejo R. Information Management, Organization and Managerial Effectiveness. Journal of
the Operational Research Society, Vol. 39, No.1 (1988), pp. 7-14
Margolis J. D., Molinsky A.L., Lagace M., Conducting Layoffs: 'Necessary Evils' at Work
Working Knowledge, Harvard Business School weekly newsletter, 2009.
http://hbswk.hbs.edu/item/6084.html
Michelman P., Sharing News That Might Be Bad, Working Knowledge, Harvard Business
School weekly newsletter, Dec. 13, 2004. http://hbswk.hbs.edu/item/4538.html
Nobel C., The Power of Conversational Leadership, Working Knowledge, Harvard Business
School weekly newsletter, 2012. http://hbswk.hbs.edu/item/6876.html
Lundberg H. Andresen E. Cooperation Among Companies, Universities and Local
Government in a Swedish Context. Industrial Marketing Management, Vol.41, No. 3, Apr.
2012, pp. 429-437
Garcia-Quevedo J., Mas-Verdu F., Polo-Otero J. Which Firms Want PhDs? An Analysis of
the Determinations of the Demand. Higher Education Vol. 63 (5) 2012, pp. 607-620
Shi Y., Handfield R. Talent Management Issues for Multinational Logistics Companies in
China: Observations from the Field. International Journal of Logistics Research and
Applications, Vol. 15, No.3, 2012, pp.163-179
Coulson-Thomas C. Talent Management and Building High Performance Organizations.
Industrial and Commercial Training Vol. 44, No. 7, 2012, pp. 429-436
Heath C., Technical and Non-Technical Skills Needed by Oil Companies. Journal of
Geoscience Education, Vol. 48, No.5 (2000-01-01), pp. 605-616
Jaidi Y., van Hooft E., Arends L. Recruiting Highly Educated Graduates: A Study on the
Relationship Between Recruitment Information Sources, the Theory of Planned Behavior,
and Actual Job Pursuit. Human Performance, Vol. 24, No. 2, Apr. 2011, pp. 135-157
Rhodes C., Wray-Bliss E. The Ethical Difference of Organization. Organization, Vol.20,
Issue 1, Jan. 2013, pp. 29-50.
Singh JJ., Iglesias O., Batista-Foquet JM. Does Having an Ethical Brand Matter? The
Influence of Consumer Trust, Affect and Loyalty. Journal of Business Ethics. Vol.111, Issue
4, Dec. 2012, pp. 541-549
Pless N. M., Maak Th., Waldman D.A. Different Approaches Towards Doing the Right
Thing: Mapping the Responsibility Orientations of Leaders. Academy of Management
Perspectives, Vol. 26, Issue 4, Nov. 2012 pp. 51-65.
Contact person
Elena V. Kornyshkova
Senior Lecturer HSE-SPb, Associate Professor HSE-Moscow, MBA (ISU, USA)
ekornyshkova@hse.ru, ekornychkova@yandex.ru
+7 911 11 8643