Keio University
Global Management Practice
Instructor:
Affiliation:
Email:
Rémy Magnier-Watanabe
University of Tsukuba, Graduate School of Business Sciences
magnier-watanabe.gt@u.tsukuba.ac.jp
Outline of lecture
Global Management Practice (GMP) is intended to be a challenging advanced management
course for graduate students. Students will gain a general overview of the critical issues
facing organizations in simultaneously managing their human resources at home and abroad.
It focuses on the connection between corporate strategies and the effective management of
human resources, which at times, may require differing policies across countries. The course
is based on the notion that competitive firms and economies require appropriate structures,
policies, and strategies for managing their employees at every level of the enterprise. This is
particularly true of multinational companies (MNCs) intricately involved in a global
environment.
The unique contribution of GMP is the simultaneous blending of exogenous and endogenous
factors in more than one country while planning and coordinating vital human resource
policies and practices. In this endeavor, the interaction of different customs and local
conditions makes the understanding of culture a pillar of this course. We will explore this key
concept before aiming at answering questions like how an organization facilitates a
multi-domestic response to staffing, appraising, compensating, and developing its personnel
in a way that its core goals and values are upheld without sacrificing local customs and
traditions. In particular, we will review the challenges of GMP and introduce a practical
framework, and examine local responsiveness versus global integration. Then, we will
explore how MNCs structure global coordination, build social architecture, manage global
talent through recruitment, selection, and retention, develop global leaders, address global
performance, and manage knowledge and innovation across borders.
The course primarily uses a combination of lectures, class discussions, and case analyses.
Evaluation
Participation (15%). All students are expected to participate actively in class discussion. This
includes evidence of thorough prior preparation of course materials, engaging in exercises, etc.
Attendance at all session is required except in previously arranged cases/emergencies.
Group Case Study Reports and Presentations (60%). In groups of 2-4, you will summarize the
issues, options, and recommendations for each case (3 x 20%). Each report should be about 3
pages. Your group may be cold-called for a presentation of your analysis to the class.
Final Exam (Individual) (25%). There will be a final exam that will cover all elements of the
course, including the concepts, cases, exercises, and discussions.
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Keio University
Plan of lectures
Week Topic
1
1. The Global
Management Challenge
2
3
4
5
6
7
8
9
10
11
12
13
14
Reading/Discussion/ Presentation Assignment
Bartlett, C.A., Ghoshal, S. (2001). “Building competitive
advantage through people”, MIT Sloan Management
Review, 43(2), 34-41.
2. HRM in the
Schuler, R.S. (2000). “The internationalization of human
International Firm: The
resource management”, Journal of International
Framework
Management, 6(3), 239-260.
3. Becoming Locally
Hofstede, G. (1980). “Motivation, leadership, and
Responsive
organization: Do American theories apply abroad?”
Organizational Dynamics, 9(1), 42-63.
4. Achieving Global
Osland, J.S. (2000). “The journey inward: Expatriate
Integration
hero tales and paradoxes”, Human Resource
Management, 39(2/3), 227-238.
“Trying to Do Business in Mexico, Gringo Style”
5. Structuring Global
Maznevski, M.L., Distefano, J.J. (2000). “Global leaders
Coordination
are team players: Developing global leaders through
membership on global teams”, Human Resource
Management, 39(2/3), 195-208.
6. Case Study Session 1
“Lincoln Electric: Venturing Abroad”
7. Building Social
Coleman, J. (1988). “Social capital in the creation of
Architecture
human capital”, American Journal of Sociology,
94(Supplement), S95-S120.
8. Managing Global
Dewhurst, M., Pettigrew, M., Srinivasan, R. (2012).
Talent: Recruitment,
“How multinationals can attract the talent they need”,
Selection, and Retention
McKinsey Quarterly, June 2012.
9. Case Study Session 2
“Managing Global Teams: Greg James at Sun
Microsystems”
10. Developing Global
Bingham, C.B., Felin, T., Black, J.S. (2000). “An
Leaders
interview with John Pepper: What it takes to be a global
leader”, Human Resource Management, 39(2/3),
287-292.
11. Global Performance
Tahvanainen, M. (2000). “Expatriate performance
Management
management: The case of Nokia Telecommunications”,
Human Resource Management, 39(2/3), 267-275.
12. Managing Knowledge Magnier-Watanabe, R., Senoo, D. (2008). “Organization
and Innovation across
characteristics as prescriptive factors of knowledge
Borders
management initiatives”, Journal of Knowledge
Management, 12(1), 21-36.
13. Case Study Session 3 “Language & Globalization: “Englishnization” at
Rakuten”
14. Final Exam
Final Exam
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Keio University
Recommended text book (not required)
Briscoe, D., Schuler, R. Tarique, I. (2011). International Human Resource Management:
Policies and Practices for Multinational Enterprises (Global HRM). Routledge (4th ed.).
Required cases
“Lincoln Electric: Venturing Abroad”, by Christopher A. Bartlett, Jamie O’Connell, Source:
HBS Premier Case Collection, 22 pages, Publication date: January 14, 1998. Prod. #:
398095-PDF-ENG
Available for purchase on http://hbsp.harvard.edu/
“Managing Global Teams: Greg James at Sun Microsystems”, by Tsedal Neeley, Thomas J.
DeLong, Source: HBS Premier Case Collection, 15 pages, Publication date: Jul 03, 2008.
Prod. #: 409003-PDF-ENG.
Available for purchase on http://hbsp.harvard.edu/
“Language & Globalization: “Englishnization” at Rakuten”, by Tsedal Neeley, Source: HBS,
15 pages, Publication date: Aug 29, 2011. Prod. #: 412002-PDF-ENG.
Available for purchase on http://hbsp.harvard.edu/
Prerequisite / Recommendation
None
Grading
 Classroom Participation
 Group Case-Studies (20% x 3 each)
 Final Examination
15%
60%
25%
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