CASE STUDY
THE CHINESE UNIVERSITY OF HONG KONG
Department of Management
Faculty of Business Administration
Syllabus of MGNT4150A Global Strategy
First Term 2021-2022, Thursday 10:30 a.m. – 1:15 p.m. CYT 203
Zoom Meeting ID: 955 6849 9142
INSTRUCTOR
Name: Anna Tsui
Office: Room 842 Cheng Yu Tung Building, 12 Chak Cheung Street, Shatin
Phone: 39437817
E-mail:
Website: https://blackboard.cuhk.edu.hk/ultra/course
Office hours: By appointment
TEACHING ASSISTANT
Name: Sharon Li
Office: CYT
Phone: 39433205
E-mail:
Office hours: By appointment
1. COURSE OVERVIEW
Welcome all of you to this course! MGNT4150 is a course for the MIB concentration of the Integrated
BBA programme. It provides a “big picture” that examines the total organization and environment
within which it operates, and analyses the causes of its success or failure. Strategy involves the
coordination and integration of the efforts within the different functional areas of an organization for
dealing with an uncertain future. This comprises formulating a business strategy for each individual
unit of the firm, formulating a corporate strategy, and implementing these strategies. Strategy
formulation involves understanding the business the firm is in, determining how to position the strategic
unit within this business environment, and developing the capabilities to compete, and to cooperate in
this environment.
In particular, we will focus on how multinational corporations (MNCs) maintain and develop
competitive advantages in a global context by exploring why they develop operations in foreign
countries, how they do so, and how they cope with the multiple or conflicting demands when managing
cross-border operations and environments.
LEARNING OUTCOMES
On completion of the course, the students should be able to:
Understand the nature of strategic competitiveness and develop the ability to analyze the
competitive environment facing a firm, assess the attractiveness of the industry and isolate potential
sources of competitive advantage and disadvantage.
Develop business level strategies by defining the type of advantage sought, scope of activities
required to deliver the chosen strategy, assess the likely sustainability of firm strategies and
competitive positions.
Integrate knowledge and apply analytical techniques from various disciplines, including finance,
accounting, marketing, operations, organizational behavior, and economics. The goal is to identify
and analyze strategic issues and develop solutions in the form of actionable plans with the purpose
of developing and sustaining competitive advantage.
1
, Understand the complexities of expanding and managing MNCs in environments that are different
along cultural, political, social and economic dimensions.
2. ASSESSMENT SCHEME
Task nature Weight Due Date
2.1 Case Study and Presentation 20% Various dates
- Group presentation and powerpoint
2.2 Mid-Term Assignment/Test 20% 14 Oct. 2021
- multiple choice questions
2.3 Group and Individual 20% Ongoing
- Individual class attendance (5%) and 10%
participation, including uReply (7%)
- Group exercises and online game 10%
2.4 Final Assignment/Examination* 40% 2 Dec. 2021
- multiple choice + mini-case analysis
TOTAL 100 -
* For external assessment
For the feedback and comments of all the assignments/tests, you are welcome to arrange meetings with
instructor within four weeks after the submission of the assignments.
2.1 Case Study and Presentation (20%) –
In groups of 7-8 students (each with two sub-groups and two leaders), you will be in charge of leading the
class for a maximum of 25-minute case study presentations (divided proportionally among the members;
may use additional multi-media resources if applicable) followed by a 5 to 10-minute Q&A session that
analyses the case assigned and illustrate main concepts of the topics taught). Presentations will be judged by
the instructor and other groups in terms of three criteria:
a. Use of materials and informativeness – how well did students understand the case?
b. Knowledge and understanding/analysis - application of insights from the class, evidence used to support
argument, novel insights and use of information provided in the case.
c. Presentation and references - clarity, slide quality, presentation skills, etc.
When a team is presenting its case analysis, everyone in the class should be able to ask questions. In order to
maintain a high level of interaction and discussion, a non-presenting group will be designated as a
“Challenge Team.” This group will prepare questions for the presenting team. This Challenge Team will
also be evaluated on the depth and relevance of questions (and possible answers) during the presentation.
Rubrics for the case study, presentation and reports are as follows:
2
THE CHINESE UNIVERSITY OF HONG KONG
Department of Management
Faculty of Business Administration
Syllabus of MGNT4150A Global Strategy
First Term 2021-2022, Thursday 10:30 a.m. – 1:15 p.m. CYT 203
Zoom Meeting ID: 955 6849 9142
INSTRUCTOR
Name: Anna Tsui
Office: Room 842 Cheng Yu Tung Building, 12 Chak Cheung Street, Shatin
Phone: 39437817
E-mail:
Website: https://blackboard.cuhk.edu.hk/ultra/course
Office hours: By appointment
TEACHING ASSISTANT
Name: Sharon Li
Office: CYT
Phone: 39433205
E-mail:
Office hours: By appointment
1. COURSE OVERVIEW
Welcome all of you to this course! MGNT4150 is a course for the MIB concentration of the Integrated
BBA programme. It provides a “big picture” that examines the total organization and environment
within which it operates, and analyses the causes of its success or failure. Strategy involves the
coordination and integration of the efforts within the different functional areas of an organization for
dealing with an uncertain future. This comprises formulating a business strategy for each individual
unit of the firm, formulating a corporate strategy, and implementing these strategies. Strategy
formulation involves understanding the business the firm is in, determining how to position the strategic
unit within this business environment, and developing the capabilities to compete, and to cooperate in
this environment.
In particular, we will focus on how multinational corporations (MNCs) maintain and develop
competitive advantages in a global context by exploring why they develop operations in foreign
countries, how they do so, and how they cope with the multiple or conflicting demands when managing
cross-border operations and environments.
LEARNING OUTCOMES
On completion of the course, the students should be able to:
Understand the nature of strategic competitiveness and develop the ability to analyze the
competitive environment facing a firm, assess the attractiveness of the industry and isolate potential
sources of competitive advantage and disadvantage.
Develop business level strategies by defining the type of advantage sought, scope of activities
required to deliver the chosen strategy, assess the likely sustainability of firm strategies and
competitive positions.
Integrate knowledge and apply analytical techniques from various disciplines, including finance,
accounting, marketing, operations, organizational behavior, and economics. The goal is to identify
and analyze strategic issues and develop solutions in the form of actionable plans with the purpose
of developing and sustaining competitive advantage.
1
, Understand the complexities of expanding and managing MNCs in environments that are different
along cultural, political, social and economic dimensions.
2. ASSESSMENT SCHEME
Task nature Weight Due Date
2.1 Case Study and Presentation 20% Various dates
- Group presentation and powerpoint
2.2 Mid-Term Assignment/Test 20% 14 Oct. 2021
- multiple choice questions
2.3 Group and Individual 20% Ongoing
- Individual class attendance (5%) and 10%
participation, including uReply (7%)
- Group exercises and online game 10%
2.4 Final Assignment/Examination* 40% 2 Dec. 2021
- multiple choice + mini-case analysis
TOTAL 100 -
* For external assessment
For the feedback and comments of all the assignments/tests, you are welcome to arrange meetings with
instructor within four weeks after the submission of the assignments.
2.1 Case Study and Presentation (20%) –
In groups of 7-8 students (each with two sub-groups and two leaders), you will be in charge of leading the
class for a maximum of 25-minute case study presentations (divided proportionally among the members;
may use additional multi-media resources if applicable) followed by a 5 to 10-minute Q&A session that
analyses the case assigned and illustrate main concepts of the topics taught). Presentations will be judged by
the instructor and other groups in terms of three criteria:
a. Use of materials and informativeness – how well did students understand the case?
b. Knowledge and understanding/analysis - application of insights from the class, evidence used to support
argument, novel insights and use of information provided in the case.
c. Presentation and references - clarity, slide quality, presentation skills, etc.
When a team is presenting its case analysis, everyone in the class should be able to ask questions. In order to
maintain a high level of interaction and discussion, a non-presenting group will be designated as a
“Challenge Team.” This group will prepare questions for the presenting team. This Challenge Team will
also be evaluated on the depth and relevance of questions (and possible answers) during the presentation.
Rubrics for the case study, presentation and reports are as follows:
2
