TEACHING
Bringing international business into the classroom.
My teaching brings together international economics, business strategy and nearly twenty years of international consulting experience across Europe, Asia and North America.
I am interested in the decisions companies make when they operate across borders: how they enter markets, respond to competition, navigate different institutions and adapt when the rules change.
My approach combines economic and management frameworks with real business challenges, case discussions and applied projects. I want students to both understand the concepts, and use them to make and defend decisions.
01 COURSES & MODULES
Areas of teaching
Core subjects across international economics, business and management, informed by academic teaching and international practice.
International Economics & Economic Policy
International trade, economic integration, trade policy and the institutions shaping the global business environment.
International Business & Global Strategy
Market entry, international expansion, competitive positioning and strategic choices across different economic and institutional environments.
Strategic Management & Decision-Making
Analyzing complex business situations, evaluating strategic alternatives and making decisions under uncertainty.
Strategic Consulting & Applied Business Projects
Consulting frameworks and analytical methods applied to ambiguous business problems, including opportunities to work on real company challenges.
International & Cross-Cultural Management
Working and leading across cultures, managing international teams and understanding how cultural and institutional differences affect organisations.
Automotive & Mobility Strategy
Industry transformation, emerging technologies, new business models and changing competitive dynamics in the global automotive and mobility sector.
02 TEACHING PERSPECTIVES
Ideas worth exploring.
A closer look at the questions changing how companies compete and operate across borders, and what they mean for real business decisions.
Country Identity as a Strategic Asset
Countries have identities, just as companies and brands do. These identities shape what customers expect, which businesses they trust and how they judge products, technologies and potential partners.
This perspective explores how companies can draw on country identity when positioning products, entering markets and building international partnerships. It also examines how country-of-origin perceptions can help or hinder companies, including in B2B industries, where competence, reliability and trust influence supplier selection and the roles partners take.
Strategic Decisions in a Fragmented World
Companies have long built international strategies around access to markets, resources and competitive advantages. But what happens when geopolitical tensions, regulatory requirements and political priorities increasingly pull regions apart?
This perspective examines how firms make decisions about markets, investments, supply chains and organizational structures when the conditions for doing business differ across regions — and can change quickly.
03 TEACHING CASES
Doing Business in a Multipolar World
My teaching case series explores how companies operate and compete in a multipolar global economy, using the automotive and electric-vehicle industry as a common context.
The cases examine how China's role as a centre of innovation and demand is reshaping global competition, while geopolitical tensions and regulatory pressures complicate international business.
They bring students into strategic, operational and non-market decisions, exploring why legitimacy, trust and institutional acceptance matter alongside cost, technology and scale.
The series is particularly relevant to international business, global strategy and courses examining China–Europe business relations.
Elena Yakushkina