| MBA (ENGLISH, THESIS) | |||||
| Master | TR-NQF-HE: Level 7 | QF-EHEA: Second Cycle | EQF-LLL: Level 7 | ||
| Course Code | Course Name | Semester | Theoretical | Practical | Credit | ECTS |
| GLA5905 | The Multinational Corporation: Economic, Political and Managerial Perspectives | Fall | 3 | 0 | 3 | 7 |
| This catalog is for information purposes. Course status is determined by the relevant department at the beginning of semester. |
| Language of instruction: | English |
| Type of course: | Departmental Elective |
| Course Level: | |
| Mode of Delivery: | Face to face |
| Course Coordinator : | Assoc. Prof. ESRA ALBAYRAKOĞLU |
| Recommended Optional Program Components: | None |
| Course Objectives: | At the center of our study will be the critical examination of how the precepts of strategic management are defined and implemented within the context of the MNC. We shall thus highlight the many connections that exist between strategic management and the plurality of disciplines (such as finance, economics, management, political science, public policy, and law) that are at the basis of contemporary business practices in the global arena. Our goal will be to understand the processes that lead to the development of a sustainable competitive advantage and the above average returns resulting from a firm’s value-creating strategy. |
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The students who have succeeded in this course; Through case studies, students explore issues such as: MNCs and protectionism; environment and labor relations; control of strategic natural and technological resources; and transborder mergers, acquisitions, and joint ventures. |
| There are over 60,000 multinational corporations (MNCs). They are the most significant force behind globalization. Whether as customers, suppliers, competitors, regulators, employees, shareholders, or citizens, we are directly affected by their output of products, services, and ideas. Moreover, through trading and investing, MNCs are dramatically compressing our notions of time and space. This course examines the economic dimensions of MNCs' behavior, their interaction with national and local governments and communities, the ways they organize to operate effectively across borders, MNCs and protectionism; environment and labor relations; control of strategic natural and technological resources; and trans-border mergers, acquisitions, and joint ventures. |
| Week | Subject | Related Preparation |
| 1) | Introduction | |
| 2) | Strategic management and competitiveness, the emergence of emerging markets. | Reading |
| 3) | External Environment: opportunities, threats, industry competition, and competitive analysis | |
| 4) | The Internal environment: resources, capabilities, and core competencies. | |
| 5) | Entrepreneurs and innovation; other roads to brand leadership; Human resource management. | |
| 6) | Competitive dynamics; Corporate-level strategy; China’s largest exporters; financial services; Moving beyond capitalism. | |
| 7) | Restructuring strategies; International strategy. | |
| 8) | Cooperative strategy; corporate governance. | |
| 9) | Organizational structure and controls | |
| 10) | Strategic leadership; commodity and energy producers that redefined their industries. | |
| 11) | Strategic entrepreneurship | |
| 12) | New global media stars and turning threats into opportunities | |
| 13) | Presentations-External Case Analysis | |
| 14) | Presentations-External Case Analysis |
| Course Notes / Textbooks: | |
| References: | Hitt, M, Ireland, R., Hoskisson, R. (2007).Strategic management: Concepts (8th ed.). New York: Thomson/South-Western. Van Agtmael, A. (2007). The emerging markets century: How a new breed of world-class companies is overtaking the world. New York, NY: Free Press. Hitt, M, Ireland, R., Hoskisson, R. (2007).Strategic management: Concepts (8th ed.). New York: Thomson/South-Western. Van Agtmael, A. (2007). The emerging markets century: How a new breed of world-class companies is overtaking the world. New York, NY: Free Press. Birkinshaw, J., Ghoshal, S., Markides, C., Stopford, J., & Yip, G. (Eds.). (2003). The future of the multinational company. New York: Wiley & Sons. Drucker, P. (2002). Managing in the next society. New York: St. Martin’s Press. Handy, C. (1984). The future of work. Handy, C. (1989). The age of unreason. Handy, C. (1995). Beyond certainty |
| Semester Requirements | Number of Activities | Level of Contribution |
| Attendance | 14 | % 10 |
| Project | 1 | % 20 |
| Midterms | 1 | % 30 |
| Final | 1 | % 40 |
| Total | % 100 | |
| PERCENTAGE OF SEMESTER WORK | % 40 | |
| PERCENTAGE OF FINAL WORK | % 60 | |
| Total | % 100 | |
| Activities | Number of Activities | Workload |
| Course Hours | 14 | 42 |
| Application | 13 | 48 |
| Study Hours Out of Class | 14 | 81 |
| Midterms | 1 | 2 |
| Final | 1 | 2 |
| Total Workload | 175 | |
| No Effect | 1 Lowest | 2 Low | 3 Average | 4 High | 5 Highest |
| Program Outcomes | Level of Contribution | |
| 1) | Being able to develop and deepen their knowledge at the level of expertise in the same or a different field, based on undergraduate level qualifications. | 4 |
| 2) | To be able to comprehend the interdisciplinary interaction with which the field is related. | 5 |
| 3) | To be able to use the theoretical and applied knowledge at the level of expertise acquired in the field. | 3 |
| 4) | To be able to interpret and create new knowledge by integrating the knowledge gained in the field with the knowledge from different disciplines, | 4 |
| 5) | To be able to solve the problems encountered in the field by using research methods. | 5 |
| 6) | Being able to independently carry out a work that requires expertise in the field. | 4 |
| 7) | To be able to develop new strategic approaches for the solution of complex and unpredictable problems encountered in applications related to the field and to produce solutions by taking responsibility. | 3 |
| 8) | Being able to lead in environments that require the resolution of problems related to the field. | 3 |
| 9) | To be able to critically evaluate the knowledge and skills acquired in the field of expertise and to direct their learning. | 5 |
| 10) | To be able to systematically transfer current developments in the field and their own studies to groups in and outside the field, in written, verbal and visual forms, by supporting them with quantitative and qualitative data. | 4 |
| 11) | To be able to critically examine social relations and the norms that guide these relations, to develop them and take action to change them when necessary. | 5 |
| 12) | To be able to supervise and teach these values by observing social, scientific, cultural and ethical values in the stages of collecting, interpreting, applying and announcing the data related to the field. | 4 |
| 13) | To be able to develop strategy, policy and implementation plans in the fields related to the field and to evaluate the obtained results within the framework of quality processes. | 4 |
| 14) | To be able to use the knowledge, problem solving and/or application skills they have internalized in their field in interdisciplinary studies. | 4 |