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Global Strategy and Organization
Art: Gaston, John, (John Gaston merchant ledger) - DPLA -…, 1773 · Public domain
- Instructor
- Prof. José Santos
- Term
- Spring 2012
- Level
- Graduate
- What's inside
- 1 lecture note · 1 reading · 5 other files · 3 web pages
- Materials open
- MIT OCW
Other versions of this course
- 15.220 · Spring 2012 · Study here (this version)
- 15.220 · Spring 2008 · Study here
About this course
Source: MIT OpenCourseWare 15.220 Global Strategy and Organization, Spring 2012, Prof. José Santos — original course page on ocw.mit.edu ↗. License: CC BY-NC-SA 4.0. Study order: MIT's own listing order, section by section. Taken from MIT's published course files, downloaded from ocw.mit.edu on September 23, 2026. How RedLectern is built.
Materials are grouped the way MIT organized them. A verified, course-wide order has not been established here.
Before you start
Prerequisites are not listed here. Check MIT's own syllabus for this course.
How this course was organized
What's here, and what isn't
- A lecture sequence of 11 items is confirmed. It stays as organized materials rather than a full course order.
Not included here
28 items from the source could not be safely included:
- MIT's page format for this item wasn't recognized clearly enough to place it safely. (28 items)
Materials by section
Grouped by section, as MIT organized them. Not sequenced or ordered.
Lecture Notes
- Lecture 1: Going "Global" and Being "Global" Download
- Lecture 3-a: Different Nations and National Culture Download
- Lectures 3, 4, & 5: Exploiting Home-Based Advantage; Augmenting Home-Based Advantage; Building Metanational Advantage Download
- Lectures 6 & 7: Between a Global Business and a Global Company; Global Integration and National Responsiveness Download
- Lectures 8 & 9: Local Adaptation & Lecture; Global Strategy and Knowledge Management Download
Course outline
Calendar · Lecture Notes
Lecture 2: The Advantage of Internationalization: Why go “against a sea of troubles”? Learning Objectives Analyze how internationalization enables companies to increase their value propositions and understand the nature of such benefits. Learn how to evaluate potential internationalization strategies. Anticipate the organizational and individual challenges of internationalization.
Calendar · Lecture Notes
Lecture 3: Exploiting Home-Based Advantage: Is it easier when you have a paragon at home? Learning Objectives Analyze how internationalization enables companies to exploit home-based advantage and appreciate the nature of such advantage. Identify when a country or a cluster is the optimal place in the world for a given business or industry. Design an internationalization strategy based on home-based advantage.
Calendar · Lecture Notes
Lecture 4: Augmenting Home-Based Advantage: When do foreign CATs improve home RATs? Learning Objectives Analyze how internationalization enables firms to enhance their home-based advantage. Understand the resource-based view to explain internationalization. Apply Lessard’s “RATs test” and “CATs test” to identify and evaluate internationalization strategies. Analyze the desirability and difficulty of building and exploiting a “virtual diamond”.
Calendar · Lecture Notes
Lecture 5: Building Metanational Advantage: To be national or not to be national—is that the question? Learning Objectives Understand how companies can build global advantage by melding knowledge that is dispersed around the world. Appreciate the different nature of metanational advantage relative to straight or augmented home-base advantage—especially in the case of “global startups”. Learn the organizational capabilities to build metanational advantage and the significant challenges posed by such endeavor.
Calendar · Lecture Notes
Lecture 6: Between a Global Business and a Global Company: Exporter or multinational—is that an option? Learning Objectives Recognize how globalization and information and communication technologies have opened up the possibilities for global business so that even a local company must contemplate a global strategy. Analyze different global business models (such as pure exporter, global business network, international alliance, or multinational company). Consider the specific challenges of “going global” from an emergent market—and the specific challenges for developed market multinationals to compete with emerging market multinationals.
Calendar · Lecture Notes
Lecture 7: Global Integration and National Responsiveness: Global and local—is that an imperative? Learning Objectives Learn about the “Integration/Responsiveness” framework and the infamous “Think Global, Act Local.” Distinguish between “integration” and “aggregation.” Understand how global integration impacts performance. Understand how local rootedness and local adaptation impact performance. Realize the managerial and organizational challenges posed by global integration and by national responsiveness.
Calendar · Lecture Notes
Lecture 8: Local Adaptation: Can you weld uniformity in different places? Learning Objectives Realize how the local environment shapes business and organizational choices. Appreciate the complexity of local adaptation and how it is not just about products, prices or business models but also about organization. Learn about traditional “localization” and how it has changed with globalization. Understand the roles of local managers and of expatriates in local adaptation.
Calendar · Lecture Notes
Lecture 9: Global Strategy and Knowledge Management: How do you spread it all over the world? Learning Objectives Understand the growth and challenges of sharing “best-practices” and of “global knowledge management” in multinational companies. Learn about contemporary strategies and tools for knowledge management in multinational companies while realizing the pros and cons of technology-mediated communication. Analyze the relationship between knowledge management and global strategy.
Calendar · Lecture Notes
Lecture 10: Global Delivery: Why bother? Learning Objectives Appreciate why there are relatively few multinationals in services. Realize the peculiarities of global strategy and organization for services or solution providers (in particular, the differences between “global supply chains” and “global delivery chains”). Understand the emergence and impact of “global customers”. Consider the specific challenges and implications of “going global” from an emergent market as a solutions provider.
Calendar · Lecture Notes
Lecture 11: Global Innovation: Local Innovation—seriously? Learning Objectives Understand why R&D and innovation has been mostly a local process, namely at home, even in the largest globally dispersed companies—and why this is changing rapidly in several businesses. Recognize the “supply-side” and the “demand-side” of innovations and the differentiated roles of country units in innovation processes in a multinational company. Analyze the particular value and costs of “global innovation” for incremental innovations and for breakthrough innovations. Understand the strategic value of innovations for the “bottom-of-the-pyramid”.
MIT OpenCourseWare, Prof. José Santos, 15.220 Global Strategy and Organization, Spring 2012.
License: CC BY-NC-SA 4.0 · Edition: Spring 2012 · Open the original course on OCW ↗
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