Global Strategy, Development and Implementation [BMG872] 35527
TP Semester 3, 2022-2023
ULSTER UNIVERSITY
ULSTER UNIVERSITY BUSINESS SCHOOL
QA BUSINESS SCHOOL
MSc/PGD INTERNATIONAL BUSINESS
BMG872 CRN 35527
Global Strategy, Development and Implementation
MODULE HANDBOOK
&
TEACHING PLAN
Student Name: ________________________________________________
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Global Strategy, Development and Implementation [BMG872] 35527
TP Semester 3, 2022-2023
MODULE TITLE
Global Strategy, Development & Implementation
MODULE CODE
BMG872
EFFECTIVE FROM
2021
MODULE LEVEL
7
CREDIT POINTS
15
PREREQUISITE(S)
None
CO REQUISITE(S)
None
CRN 35527
HOURS
Lectures
24 hrs
Seminars
12 hrs
Independent study
114 hrs
(including assessment)
TOTAL EFFORT
150 hrs
HOURS
ACADEMIC SUBJECT
Business and Management
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Global Strategy, Development and Implementation [BMG872] 35527
TP Semester 3, 2022-2023
RATIONALE
The strategic management process helps organisations identify what they intend
to achieve and how they will accomplish valued outcomes. The magnitude of
this challenge is greater today than ever before. A new competitive landscape
is developing as a result of the increasing globalisation. When students take this
module, they will already have considered the global environment in which
organisations have to operate and survive. This module focuses on how firms’
sizes can become or remain international in scope.
It analyses how
organisations can use the strategic management process to understand those
international
competitive
forces
systematically and consistently.
and
develop
competitive
advantage
This module links the internationalisation
process examined in Semester one to focusing on multinational management of
the firm.
AIMS
The primary aim of this module is to develop an understanding of the strategic
management of an enterprise engaged in international business. This includes
understanding how the competitive position of a firm is devised based on
analysing structure, country-based sources of advantage and their distinctive
competencies. Further, translating strategy into organisation action requires
understanding the advantages and disadvantages of the many organisational
forms and processes that may be used to attain the desired competitive position.
The secondary aims are to (1) develop an understanding of the international
business that integrates specific functional activities comprising the firm and (2)
provide the opportunity to further develop analytical skills and decision-making
in situations characterised by uncertainty and complexity.
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Global Strategy, Development and Implementation [BMG872] 35527
TP Semester 3, 2022-2023
OBJECTIVES
On successful completion of this module students will be able to:
•
Understand the catalysts for international expansion, including
country, industry, and firm influences;
•
Understand unique management issues that confront international
business units;
•
Analyse different competitive strategies in globalising industries;
•
Understand the process of international expansion generically;
•
Examine how changes in strategy create organisational tension,
especially in headquarter-subsidiary relations;
•
Analyse historical globalisation patterns in strategic industries;
•
Assess strategies needed to compete internationally.
LEARNING OUTCOMES
Successful students will be able to:
1
Demonstrate knowledge and thorough understanding of the fundamental
concepts, principles, theories, practices and legislative frameworks
underlying international business as an academic discipline and as a
tool for improved management of international businesses.
2
Apply critical evaluation to complex arguments and evidence in the field
of international business.
3
Formulate strategies to support successful international operations in
diverse contexts.
4
Assess the implications, risks, security, integrity and confidentiality
aspects of applying innovative solutions across multi-national and transnational companies.
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Global Strategy, Development and Implementation [BMG872] 35527
TP Semester 3, 2022-2023
TEACHING PLAN
The content covered for this module is listed as follows:
Week 1:
Introduction to Global Strategy, Development and
Implementation – Module Overview
Learning Outcomes
• Introduction to students, staff and module
• Understand the teaching and assessment requirements to successfully
complete the Global Strategy, Development and Implementation Module
over the next 12 weeks
• Reflect on your previous knowledge of business strategy
• Consider what business strategy means in an international context
• Identify a multinational corporation and review its corporate plan
Week 2:
Globalisation
Learning Outcomes
• Explain the concept of globalisation
• Describe the changes which have taken place in the global business
environment in the last century
• Describe the effects of globalisation on markets and production
• Describe the institutions that support globalisation
• Explain how technology and innovation in transportation support
globalisation
• Discuss pros and cons of globalisation and its effects on developing
nations
Week 3:
The Global Environment
Learning Outcomes
• Explain the different political, economic and legal systems
• Illustrate the implications of these systems for international business
• Outline the determinants of economic development
• Discuss the relationship between democracy and development
• Explain the significance of national cultures and subcultures within
nations
• Evaluate the cultural role of religion and its influence on the practice of
business
Week 4:
Global Strategy and Sources of Competitive Advantage
Learning Outcomes
• Define the components of new trade theory
• Describe the implication of new trade theory for business and
government
• Discuss and apply the theory of National competitive advantage
• Explain the basis for strategic trade policy
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Global Strategy, Development and Implementation [BMG872] 35527
TP Semester 3, 2022-2023
Week 5:
International Strategy Formulation
Learning Outcomes
• Understand the meaning of strategy for firms within an international context.
• Suggest the reasons why firms may decide to enter international business.
• Discuss the important of value creation within an international context.
• Identify the benefits from international strategies
• Outline the basic strategies undertaken by MNEs, and specifically focus on
how they relate to the needs for local responsiveness and cost minimization
Week 6:
Strategic Initiatives for Global Growth
Learning Outcomes
• Evaluate the criteria that firms use to select foreign markets for
international growth.
• Outline the importance of timing of entry and scale of entry for the firm.
• Define and list the advantages and disadvantages of the six market
entry modes.
• Define and describe the benefits and challenges associated with
acquisitions versus Greenfield ventures
• Analyse the benefits and challenges of strategic alliances
Week 7:
International Strategy Implementation
Learning Outcomes
• Discuss the complexity and identify the challenges associated with
strategy implementation;
• Understand the importance of staff communications in strategy
implementation;
• Identify the linkages between strategy implementation and
organisational structure;
• Evaluate four stages of corporate development;
• Explain the role of business re-engineering in strategy implementation;
• Analyse the implications for international business when implementing
strategy.
Week 8:
International Strategy for MNCs
Learning Outcomes
• Discuss the selection of an optimal manufacturing location based on
country factors, technological factors and product factors
• Illustrate the advantages, disadvantages, and problems associated with
coordinating a tightly linked global manufacturing system
• Examine how some market segments transcend national borders, while
in other situations the structure of market segments differs significantly
across countries.
• Understand the factors that cause firms to alter the marketing mix
across countries.
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Global Strategy, Development and Implementation [BMG872] 35527
•
•
•
TP Semester 3, 2022-2023
Discuss issues related to the location of R&D facilities and linking
marketing and R&D in new product development
Identify the issues and problems with expatriate staffing and highlight
guidelines relating to the performance appraisal of expatriates
Suggest some actions for managerial training and development for
international firms
Week 9:
Strategic Integration and Management of MNCs
Learning Outcomes
• Identify the different kinds of organisational structures and internal
control mechanisms that international businesses can use to manage
global operations
• Discuss the advantages and disadvantages of centralised and
decentralised decision systems.
• Present the basic types of organisational forms that multinational firms
use.
• Describe the control systems and integrating mechanisms available to
multinational firms
• Evaluate organisational architecture, control systems, integrating
systems, and decision-making choices multinational firms and their
linkages with their strategy and industry environment
Week 10:
International Strategy: evaluation, control, monitoring and
control in MNCs
Learning Outcomes
• Discuss the importance of evaluation and control within an MNC
• Illustrate and describe the evaluation and control process
• Identify at least eight methods employed to measure performance of
firms
• Discuss how non quantifiable measures can lead to organisational
success
• Highlight how firms can overcome international challenges of control
• Recommend guidelines on how firms should ensure proper control
within their organisations.
Weeks 11 & 12:
•
•
Assignment Preparation and Module Reflection and
Revision
Reflect and review on the module content and delivery.
Assignment final submission date: 13th of August 2023
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Global Strategy, Development and Implementation [BMG872] 35527
TP Semester 3, 2022-2023
Module Summary
Global Strategy will focus on the following areas:
Globalisation
• The growth and impact of globalisation
• The global environment
• Industry characteristics
• Competitive advantage
• Corporate Strategic Models
Strategy
• The evolution of strategy in International Business
• Leading global expansion
• Strategy implementation
• International investment and locations
Structure
• Organisational structures for International Business
• Control Systems and Incentives
• Organisational Culture
• Organisational Change
Business Operations
• Global Leadership
• Effective resources planning and deployment – Marketing, Finance and
Human Resources.
• Evaluation, control and monitoring.
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Global Strategy, Development and Implementation [BMG872] 35527
TP Semester 3, 2022-2023
Teaching & Learning Methods
This module will be taught by means of twelve two-hour lectures and twelve onehour seminars. In class students will be expected to contribute to discussions,
directed readings and discussion of key papers and texts. Emphasis will be
placed on experimental learning through the use of case studies. The case study
method stresses maximum involvement and participation, the sharing of ideas
and the ability to make decisions in realistic situations. Students will be expected
to participate and contribute regularly to case study based class discussions.
Class discussions should demonstrate:
i.
evidence of careful preparation of cases and reading;
ii.
clarity and conciseness of each recommendation; and
iii.
strong and convincing analysis to support recommendations.
Class discussion will be student led and facilitated by the lecturer and will be
based around directed reading, case study, classical and current international
policy issues and practical examples. This combined approach, together with
the content, will help to develop skills of communication, presentation, problem
solving, critical analysis and synthesis.
The programme is not immutable and can be varied as significant developments
in global strategy occur.
Please note:
Should any student have any special teaching requirements please
inform the lecturer at the start of the semester to ensure that all teaching
needs are facilitated.
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Global Strategy, Development and Implementation [BMG872] 35527
TP Semester 3, 2022-2023
READING LIST
Required Reading:
Hill, C.W.L and Hult, G.T.M (2021) International Business, Competing in the Global
Marketplace. 13th ed. New York: McGraw Hill Education
Wheelen, T. L., Hunger, J. D., Hoffman, A. N., and Bamford, C. E. (2018) Strategic
Management and Business Policy: Globalization, Innovation and Sustainability, 15th
Global ed. Harlow, UK: Pearson Education Limited
Recommended:
Collinson, S., Narula, R., and Rugman, A. M. and Qamar, A. (2020) International
Business, 8th ed., Harlow, UK: Pearson Education Limited
Daniels, J. D., Radebaugh, L. H. and Sullivan, D. (2021) International Business, Global
Edition, 17th ed. Harlow, UK: Pearson Education Limited
Hamilton, L and Webster, P (2015) The International Business Environment, 3rd ed.,
Oxford, UK: Oxford University Press
Hill, C. W. L., and Hult, G. T. M (2018) Global Business Today, 10th ed. New York:
McGraw- Hill Education
Hunger, J.D. and Wheelen, T.L. (2014) Essentials of Strategic Management: New
International Edition. 5th ed., Harlow, UK: Pearson Education Limited
Johnson, G., Schholes, D., Whittington, R., Regner, P., and Angwin, D., (2020)
Fundamentals of Strategy. 5th ed., Harlow, UK: Pearson Education Limited
Johnson, G., Scholes, D., and Whittington, R., (2017) Exploring Corporate Strategy.
11th ed. UK: Prentice Hall
Lynch, R. (2018) Strategic Management. 8th ed., Harlow, UK: Pearson Education
Limited
Porter, M.E., (1998), Competitive Advantages of Nations, MacMillan Business
Radebaugh, L. H., Sullivan, D., and Daniels, J. D. (2021) International Business,
Environments and Operations, 17th ed. Harlow, UK: Pearson Education Limited
Vietor R.H.K., (2007), How Countries Compete Strategy, Structure, and Government in
the Global Economy, Harvard Business School Press
Wall, S and Minocha, S. (2015) International Business, 4th ed., Harlow, UK: Pearson
Education Limited
Wild, J.J., and Wild, K.L., (2020) International Business. The Challenges of
Globalization. 9th ed. Harlow, UK: Pearson
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Global Strategy, Development and Implementation [BMG872] 35527
TP Semester 3, 2022-2023
Journals and Related Publications:
Academy of Management Journal
Business Week
The Economist
The Financial Times
Global Fortune Magazine
Forbes
Harvard Business Review
International Management
Journal of Business Strategy
Journal of International Business Studies
Journal of Management Studies
Management International Review
Strategic Management Journal
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Global Strategy, Development and Implementation [BMG872] 35527
TP Semester 3, 2022-2023
Assessment
This module is assessed by 100% coursework. Students are required to complete an
individual assignment of 3000 words.
INDIVIDUAL ASSIGNMENT – [worth 100% of the module marks]
You have been selected to undertake a project analysing the business strategy
of a company of your choice. Your assignment should address the following
issues:
1. Using Porter’s Five Forces model, analyse the competitive structure of
one of its key markets.
2. Analyse, using any techniques/theoretical models studied in this module,
the sources of competitive advantage for the company.
3. Critically assess the current and future challenges to the competitive
position of the company.
The paper should be based on a thorough research of various types of data such as
library sources, company documentation, web-based material, personal experience in a
company and personal interviews if applicable. Appropriate academic theories and
models should be employed wherever relevant.
Presentation of Assignment
The assignment must be submitted online on or before 13th of August 23
Please note:
–
Late submissions will not be accepted after this date unless supported by
extenuating evidence as required by Ulster University policy.
Please
refer to programme handbook.
–
The assignments will be marked in accordance with the University’s
Plagiarism policy. Please refer to programme handbook.
–
The document should be approximately 3,000 words long and it should
be referenced using the Harvard system of referencing and pagenumbered.
–
Sources should be from recognised and reliable academic, industry,
business and government sources.
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Global Strategy, Development and Implementation [BMG872] 35527
TP Semester 3, 2022-2023
Feedback
Normally, written feedback will be given three working weeks after the final submission
date.
Marking Criteria
The assignment will be marked in accordance with the attached marking criteria.
Summary Description
This module focuses primarily on the strategic management of enterprises engaged in
international business. Different perspectives – such as core competencies, countrybased sources – are analysed to assess competitive positions and then to formulate
strategies.
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Global Strategy, Development and Implementation [BMG872] 35527
TP Semester 3, 2022-2023
Global Strategy, Development and Implementation – Report Checklist
Name of project____________________________
Element
Yes
No
Quality of issue to be analysed and overall approach
Company chosen for research should be in keeping with the overall aims of the module and closely
follow the remit as outlined in the assignment brief.
Evidence:
Depth of field research
Yes
No
Key references should be used and recognised. References should include material sourced outside
that distributed in class.
Evidence:
Use of applied examples
Yes
No
Use of applied examples (i.e. from other industries or companies) to support arguments or points being
forwarded.
Evidence:
Use of theoretical concepts
Yes
No
At least two theoretical concepts/models should be employed to support arguments made.
Evidence:
Discussion and analysis
Yes
No
Discussion should include a critical analysis of material presented and an evaluation of the strategic
activities.
Evidence:
Insights revealed
Yes
No
New information i.e. real strategic solutions should be presented to solve the problems raised.
Evidence:
14
Knowledge
Knowledge and
understanding
20%
Application
Evidence of
application of
theoretical
models/concepts
30%
Analysis
Analysis and
interpretation
25%
Reading
Reading, referencing,
bibliography/reference
list
15%
Excellent 70 – 100
Very Good 60 – 69
Good 50 – 59
Poor (fail) 45-49
Fail 0-44
Exceptional
knowledge and
understanding of
relevant, complex
principles and
concepts and the
development and
advancement of ideas
and practice
Wide knowledge and
depth of
understanding of
importance principles
and concepts and the
development of ideas
and practice.
Appropriate
knowledge and depth
of understanding of
key principles and
concepts with some
understanding of their
relevance to and
development in
practice.
Very limited/superficial
knowledge and depth
of understanding of
key principles and
concepts with very
basic understanding
of their relevance to
and/or development in
practice displayed
Excellent identification
and advanced
application of
theoretical concepts
or models informed
and critically analysed
extensively by current
research and practice
in this area.
Critical insightful
evaluation and
synthesis of a wide
range of views, issues
and complex
information which
demonstrates a highly
original and reflective
approach.
Extensive evidence of
integrating high quality
and relevant
supplementary
sources. Outstanding
citations, referencing
Very good
identification and
application of
theoretical concepts
or models informed
and analysed by
current research and
practice in this area.
Good identification
and application of
theoretical concepts
or models with some
link to research in this
area.
Basic knowledge and
depth of
understanding of key
principles and
concepts with only a
very basic
understanding of their
relevance to and/or
development in
practice.
Occasional
identification and
application of
theoretical concepts
or models.
Critical evaluation and
synthesis of a wide
range of views, issues
and complex
information which
demonstrates an
original and reflective
approach.
Some critical
evaluation and
synthesis of key
issues and material.
Some basic
evaluation and
synthesis of pertinent
issues and
information. Lacks
originality and/or
reflection.
Very limited
evaluation. Mainly
description of key
issues and
information. Lacks
originality and
reflection.
Evidence of extensive
reading of
supplementary
sources.
Comprehensive
citations, referencing
Evidence of reading of
supplementary
sources. Adequate
citations, referencing
and bibliography
mainly in accordance
Limited evidence of
supplementary
reading. Citations,
referencing and
bibliography limited
and not in adherence
Minimal/limited
evidence of additional
reading. Inadequate
citation, referencing
and bibliography.
Limited identification
and application of
theoretical concepts
or models
Global Strategy, Development and Implementation [BMG872] 35527
Structure
Presentation,
structure, grammar,
and spelling
10%
and bibliography in
accordance with
Harvard guidelines.
Outstanding welldirected presentation,
logically and
coherently structured,
sophisticated style
adopted. Correct
grammar and spelling
throughout.
TP Semester 3, 2022-2023
and bibliography in
adherence to the
Harvard guidelines.
Excellent
presentation, logically
structured and a
coherent style
adopted. Mainly
correct grammar and
spelling.
with the Harvard
guidelines
to the Harvard
guidelines.
Acceptable
presentation, clear
orderly structure and
coherent style used.
Acceptable grammar
and spelling.
Adequate
presentation and
structure, very basic
style. Errors in
grammar and spelling.
Poor/inadequate
presentation and
structure. Basic
approach adopted.
Errors in grammar and
spelling.
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