Strategies of Multinational Corporations 2104-M-D3STRP-MPH

This course introduces students to the unique characteristics of international enterprises (transnational corporations) and their strategic behavior in a global context. Special emphasis is placed on strategic planning, including its determinants, strategic choices, and long-term implications. Course content covers theoretical perspectives in international management and strategy development under conditions of digital transformation. Students will also examine the reconfiguration of global value chains, including nearshoring, friendshoring, and offshoring. Additionally, they will examine mergers and acquisitions as a key strategic tool of modern corporations, the role of artificial intelligence in building competitive advantage, and the characteristics of corporate activity in Poland, including the global expansion of Polish firms. Both theoretical and practical issues are addressed and supported by case analyses, debates, and other active learning methods.

Student Workload Balance (3 ECTS = 75 hours):
• Participation in discussion-based classes: 30 hours
• Preparation for classes (readings, analysis of UNCTAD/WEF reports): 15 hours
• Development of the strategic audit and presentation (group project): 15 hours
• Preparation for the final test and consultations: 15 hours

Term 2025Z:

The overall aim of the course is to provide students with a conceptual, theoretical knowledge of strategic management concepts and multinational corporations (MNCs) activities in the global environment. The main focus of the course is strategic management and internationalization of multinational corporations.
The course concentrates first on international business and globalization, then introduces the general concept of strategy and explains why companies need to apply it. In a third part the implementation of strategy and its tools will be discussed. The course will also present business and corporate strategies as case studies. The other field of interest will be Polish context of MNCs’ activities (operations of foreign MNCs in Poland and Polish companies acting abroad).

Term 2026Z:

The course introduces students to the unique characteristics of international enterprises (transnational corporations) and their strategic behavior in a global context. Special emphasis is placed on strategic planning, including its determinants, strategic choices, and long-term implications. Course content covers theoretical perspectives in international management and strategy development under conditions of digital transformation. Students will also examine the reconfiguration of global value chains, including nearshoring, friendshoring, and offshoring. Additionally, they will examine mergers and acquisitions as a key strategic tool of modern corporations, the role of artificial intelligence in building competitive advantage, and the characteristics of corporate activity in Poland, including the global expansion of Polish firms. Both theoretical and practical issues are addressed and supported by case analyses, debates, and other active learning methods.

Topics:
1. Organizational session. Introduction – Transnational Corporations (TNCs) as political and economic actors in an era of polycrisis.
2. International business and the global economy. Theoretical foundations of strategy development: from comparative advantage to dynamic organizational capabilities.
3. Globalization and International Business Strategy. The strategic planning process: the evolution from classical approaches (Ansoff, Porter) to agile management under conditions of uncertainty.
4. The external environment of the firm (1). PESTEL 2.0 analysis: the impact of geopolitics, trade wars, and technological sovereignty on international business strategy.
5. The external environment of the firm (2). Demographic and climate challenges — adaptation strategies and ESG reporting as a source of value creation.
6. Task and internal environment. Stakeholder analysis and the Resource‑Based View (RBV) in the era of the knowledge‑based economy.
7. Introduction to international business strategy. Classical approaches (standardization) versus contemporary models (glocalization and networked corporate structures).
8. Evolution of strategy. From Ford’s Model T assembly line to Alibaba and Amazon’s digital ecosystems — platform business models.
9. Mergers and acquisitions (M&A) and other popular strategies. M&As, non-organic growth strategies in the technology sector and the impact of AI and automation on global operations.
10. Poland and international business. The specificity of foreign direct investment (FDI) in Poland — from assembly operations to R&D centers.
11. Polish firms abroad. History, barriers, and successes of the international expansion of domestic champions (e.g., Orlen, InPost, Allegro).
12. Power and money. Corporate–government relations: lobbying, tax optimization, and corporate responsibility for state stability.
13. Group projects (I). Presentations of strategic audits of selected global technology giants.
14. Group Projects (II). Continued presentations of projects, discussion of research findings, and evaluation of group assignments.
15. The future of corporations. Megatrends 2030: de‑globalization, AI‑driven management, and the new ethics of business — course summary.

Note: The thematic plan may be subject to minor adjustments depending on the academic calendar and additional events, such as guest lectures delivered by invited experts.

Course coordinators

Term 2025Z:

Aleksandra Jarczewska

Term 2026Z:

Aleksandra Jarczewska
Michał Nadziak
Anna Wróbel

Type of course

obligatory courses

Mode

Classroom

Prerequisites (description)

Students enrolling in this course should demonstrate a solid understanding of international economic relations and global trade mechanisms at the undergraduate level. Students should be able to critically analyze market and industry reports, prepare professional multimedia presentations, and collaborate effectively on complex business audit projects in teams.

Learning outcomes

Upon completing the course, the student achieves the learning outcomes assigned to the subject in the study program:

Knowledge (W)
• S3_W01: Reconstructs advanced terminology and theoretical frameworks related to strategy development in international corporations.
• S3_W03: Explains the legal and institutional architecture of the global business environment, including international trade regulations.
• S3_W06: Identifies key dilemmas of contemporary civilization (AI, climate change, tech wars) that shape strategic decision‑making.
• S3_W07: Defines the ethical and legal conditions of business activity, including ESG reporting requirements.

Skills (U)
• S3_U02: Solves complex decision‑making problems related to market expansion by selecting appropriate analytical data.
• S3_U04: Formulates and tests research hypotheses concerning the effectiveness of different management models.
• S3_U05: Conducts professional debates and presents strategic analyses of enterprises in both Polish and foreign languages.
• S3_U06: Manages team work in preparing a strategic audit of a corporation.

Social Competences (K)
• S3_K01: Critically evaluates the reliability of business information and the impact of corporations on state stability.
• S3_K02: Demonstrates readiness to seek expert opinions when addressing complex market dilemmas.
• S3_K03: Initiates actions that promote ethical conduct and social responsibility in business.
• S3_K04: Takes responsibility for the quality and integrity of conducted business analyses.

Assessment criteria

Formal Requirements for Passing the Course
• Attendance and active participation: Students may have a maximum of two unexcused absences per semester.
• Passing the final test: This is a mandatory condition for completing the course.

Assessment Criteria and Methods:

• Final Test (25 points):
Includes foundational and problem‑based questions assessing knowledge of strategic theories and the global business environment
(S3_W01, S3_W03, S3_W06, S3_W07).

• Group Project – (15 points):
Preparation and presentation of a case study on corporate expansion or another issue related to the functioning of international enterprises
(S3_U02, S3_U04, S3_U06, S3_K04).

• Activity; debates; case analyses (10 points):
Participation in discussions on trends (AI, ESG), ethical dilemmas, and the operations of contemporary international corporations; preparation and presentation of case studies
(S3_U05, S3_K01, S3_K02, S3_K03).

Grading Scale (0–50 points)
• 0–26 points: 2.0 (fail)
• 27–30 points: 3.0 (pass) – minimum passing threshold: 27 points
• 31–34 points: 3.5 (satisfactory plus)
• 35–39 points: 4.0 (good)
• 40–44 points: 4.5 (good plus)
• 45–50 points: 5.0 (very good)

Use of Artificial Intelligence (AI)
AI may be used to complete designated components of course assignments, and students are expected to critically engage with AI‑generated content and evaluate its accuracy. The use of AI is permitted for specific tasks; however, all generated material must be properly cited.

Practical placement

none

Bibliography

Basic literature:

• Griffin, Ricky W. Podstawy zarządzania organizacjami. Warszawa: Wydawnictwo Naukowe PWN, 2017
• Czakon, Wojciech. Jak powstają wielkie strategie i dlaczego nie wszystkie muszą być wielkie. Warszawa: Polskie Wydawnictwo Ekonomiczne, 2023.
• Obłój, Krzysztof. Strategia organizacji. Warszawa: Polskie Wydawnictwo Ekonomiczne, 2014.
• Forum Odpowiedzialnego Biznesu. Odpowiedzialny biznes w Polsce. Dobre praktyki. Warszawa, corocznie. https://odpowiedzialnybiznes.pl
• Polski Instytut Ekonomiczny. Raporty tematyczne (geopolityka, demografia, technologie), 2022–2026. https://pie.net.pl
• Ośrodek Studiów Wschodnich. Analizy geopolityczne i technologiczne, 2022–2026. https://osw.waw.pl
• Polski Instytut Spraw Międzynarodowych. Raporty i analizy strategiczne, 2022–2026. https://pism.pl
• NASK. Raporty o gospodarce cyfrowej i platformach, 2023–2025. https://nask.pl
• PARP. Raporty o transformacji cyfrowej i innowacjach, 2023–2025. https://parp.gov.pl
• Narodowy Bank Polski. Bezpośrednie inwestycje zagraniczne w Polsce, corocznie. https://nbp.pl

• Griffin, Ricky W., and Michael W. Pustay. International Business: A Managerial Perspective. 9th ed. Boston: Pearson, 2019.
• Mellahi, Kamel, Klaus Meyer, and Rajneesh Narula, eds. The Oxford Handbook of International Business Strategy. Oxford: Oxford University Press, 2020.
• Lindner, Thomas, and Jonas Puck. International Business: Mastering Strategic Challenges in the 21st Century. Thousand Oaks, CA: SAGE Publications, 2025.
• UNCTAD. World Investment Report. Geneva: United Nations Conference on Trade and Development, corocznie. https://unctad.org/topic/investment/world-investment-report (unctad.org )
• World Economic Forum. Global Risks Report. Geneva: WEF, corocznie. https://www.weforum.org/reports
• IPCC. Sixth Assessment Report (AR6). Geneva: Intergovernmental Panel on Climate Change, 2023. https://www.ipcc.ch
• KPMG. Global Sustainability Reporting Survey. Global editions 2023–2024. https://kpmg.com
• McKinsey & Company. The State of AI (2024) oraz The Future of Globalization (2024). https://www.mckinsey.com

Additional sources will be provided by the instructor.

Term 2025Z:

Literatura podstawowa:

• Griffin R., Podstawy zarządzania organizacjami, PWN, 2017 (Griffin… podręcznik dostępny bibliotece Wydziału i BUW) (strony należy dopasować do tematów). http://han.buw.uw.edu.pl/han/libra/https/libra.ibuk.pl/book/184844 (BUW online)
• Malara Z., Przedsiębiorstwo w gospodarce globalnej, PWE, 2012. (BUW online)
• Pierścionek Z., Zarządzanie strategiczne w przedsiębiorstwie, PWE, 2011. (BUW online)
• Stonehouse G., D. Campbell, J. Hamill, T. Purdie, Global and Transnational Business, John Wiley and Sons Ltd., 2005 (Stonehouse… podręcznik dostępny bibliotece Wydziału).
• UNCTAD, World Investments Reports 2018 – Investments and New Industrial Policies, http://unctad.org/en/PublicationsLibrary/wir2018_en.pdf
• UNCTAD, World Investment Prospects Survey 2014-2016, http://unctad.org/en/PublicationsLibrary/webdiaeia2015d4_en.pdf
• UN, World Economic Situation and Prospects 2018, United Nations, 2018, https://www.un.org/development/desa/dpad/wp-content/uploads/sites/45/publication/WESP2018_Full_Web-1.pdf
• WEF, The Global Competitiveness Report, World Economic Forum, 2017-18, http://www3.weforum.org/docs/GCR2017-2018/05FullReport/TheGlobalCompetitivenessReport2017%E2%80%932018.pdf
• Polska Agencja Inwestycji i Handlu - https://www.paih.gov.pl/pl

Lektury uzupełniające:

• Gilpin R., Global Political Economy: Understanding the International Economic Order, Princeton University Press, 2001.
• Graham E., Fighting the Wrong Enemy: Antiglobal Activists and Multinational Enterprises, Institute for International Economics, 2000.
• Grazia Ietto-Gillies, Transnational Corporations and International Production: Concepts, Theories and Effects, Second Edition Second, revised edition Edition, Edward Elgar Pub; Second, revised edition edition 2012.
• Griffin R., Pustay M., International Business: A Managerial Perspective, Prentice Hall; 6 edition edition 2009.
• Johnson G., Whittington R., Exploring Strategy: Text and Cases, 2017.
• Kaczmarek B., Glinkowska B., Zarządzanie Międzynarodowe i Internacjonalizacja Przedsiębiorstw. Teoria I Praktyka, Wydawnictwo Uniwersytetu Łódzkiego, 2016.
• Klein N., No Logo: No Space, No Choice, No Jobs, Pikador, 2002.
• Lowe P., Transnational Corporations in the Global Economy: The Growth & Impacts of TNCs in the 21st Century, 2 edition 2015.
• Obłój K., Praktyka strategii firmy. Jak zarządzać przeszłością, radzić sobie z teraźniejszością i tworzyć przyszłość, Poltext, 2017.
• Puranam P., Vanneste B., Corporate Strategy: Tools for Analysis and Decision-Making, 2016.
• Vernon R., In the Hurricane's Eye: The Troubled Prospects of Multinational Enterprises, Harvard University Press, 2001.
• Wąsowska A., Ciszewska-Mlinaric M., Obłój K., Strategia korporacji, Wolters Kluwer, 2015.

Additional articles from will be sent by e-mail on a regular basis.

Materials from the Internet concerning the activity of selected enterprises.

Term 2026Z:

Basic literature:

Additional sources will be provided by the instructor.

Notes

Term 2026Z:

Teaching Methods
• Conversational lecture with multimedia presentation:
Supports the achievement of knowledge‑based learning outcomes
(S3_W01, S3_W03, S3_W06, S3_W07).
• Case study analysis:
Enables students to solve complex decision‑making problems and test strategic hypotheses
(S3_U02, S3_U04).
• Project‑based learning (team work):
Develops competencies in managing collaborative work on a strategic audit and ensures analytical rigor
(S3_U06, S3_K04).
• Moderated discussion / Debate:
Fosters critical evaluation of data reliability, ethical conduct, and the societal role of corporations
(S3_U05, S3_K01, S3_K02, S3_K03).