s
MODULE SPECIFICATION TEMPLATE
MODULE DETAILS
Module title
Developing International Strategic Capability
Module code
MNM35 / MNM42
Level
Level 4
Level 5
Level 6
Level 7
Credit rating
40
Pre-requisites for
registration on this module
120 credits on the MBA course, including management environment &
economics; International strategy, entrepreneurship and marketing.
eventually it is anticipated that these
will be specified in terms of learning
outcomes; in the interim they should
be specified in terms of other
module codes, or equivalent
Type of module
Various – for part-time and full-time MBA
Period of time over which it is
delivered and mode of delivery
Brief description of
module content and/ or
aims
Overview (max 80 words)
This module is designed to prepare managers on exit from the MBA to
deal effectively with new and challenging situations at the strategic
level within organisations in an international context. It will allow them
to analyse and evaluate current practice in the light of academic
research. They will be well place to initiate and lead new
developments; improve current practice; and be capable of
comprehending and integrating issues which have cross-functional,
sectoral and international dimensions.
Module team/ author/
coordinator(s)
Joanna Johnson/Jim McLoughlin/Peter Bell/Catherine Matthews/ Mark
Hughes/Sian Eggert/ Graham Clifford
Semester 1 or 2
Various
Site/ campus where
delivered
Moulsecoomb
Field(s) for which module is appropriate and status in that field
Field
Status (mandatory/ compulsory/ optional)
Course(s) for which module is appropriate and status on that course
Course
Status (mandatory/ compulsory/ optional)
MBA full time
Mandatory
MBA part time
Mandatory
Template updated: June 2011
MODULE AIMS, ASSESSMENT AND SUPPORT
Aims
• To develop a systematic and holistic understanding of how corporations might use
corporate strategic, financial and management disciplines in an international context to
position themselves to greatest advantage.
•
To develop students' ability to make informed recommendations regarding
international strategic development, including implications for financial strategies,
implementation and managing change between cultures.
•
To provide students with a critical understanding of different approaches to
understanding International corporate strategy and the relevant analytical models
and to enable students to apply theory appropriately and effectively to real
international business problems.
To provide students with an understanding of the driving issues facing strategic
leaders with particular reference to the issues of globalisation, ethics, governance &
sustainability.
•
To develop the student's capability to appreciate the pro-active financial strategies
available to an organisation that could enhance its value and to develop
understanding of the nature of change and how the characteristics of organisations
facilitate or hinder change processes in an international context.
•
To develop students' ability to evaluate and apply theories and models in order to
cope with or manage change effectively in international business.
•
Develop insight into how cultural issues influence international business practice
•
Learning
outcomes/
objectives
Develop process skills and understanding of how relationships with stakeholders can
be most effectively managed by the organisational analyst or consultant
By the end of this module participants should be able to demonstrate:
•
Ability to critically evaluate current research and established theories within the fields
of corporate strategy, financial strategy and change management in an international
context and demonstrate an ability to apply these concepts in an integrated and
holistic manner.
•
Understanding of global strategies and managing multinational corporations.
•
Understanding of alliance, mergers and acquisitions in national & international
contexts.
•
Critical understanding of ethical, governance and sustainability issues in international
strategic management and the implications for corporate social responsibility and
performance.
•
Ability to apply appropriate models, concepts and procedures, in order to:
-
analyse a firm's international strategic situation;
-
evaluate the situation in a holistic (integrative) and creative manner;
-
propose and evaluate some options for development and implementation.
Template updated: June 2011
• Critical understanding of corporate strategic implementation.
Content
•
Ability to discuss how the topics studied are capable of affecting the valuation of a
company.
•
Ability to demonstrate how the organisation interacts and is affected by the financial
markets.
•
Ability to apply the content of the module to the organisation selected for the
assessment, evaluate and criticise the organisation's chosen financial strategies and
its communication of those strategies to the external stakeholders of the organisation.
•
Understanding of the nature of change and how the characteristics of organisations
facilitate or hinder change processes in an international context
•
Ability to evaluate and apply theories and models in order to cope with or manage
change in international business
•
Ability to initiate, plan and carry out a substantial individual project, which should show
a balance between academic objectives and genuine engagement with live problems.
•
Critical understanding, based on research and current debates, of the pervasive
influence of culture on management and behaviour
•
Ability to conduct an analysis of the business environment of a new cultural context
•
Ability to undertake cultural analysis of negotiation behaviour
•
Demonstrate ability to observe and analyse cross-cultural behaviour
•
Ability to continue personal and professional development.
Developing international strategic capability module has three subject components:
 Strategic management, ethics & sustainability
 Financial strategy
 Managing change between cultures
The links between subjects will be made on an ongoing basis as core elements of the
teaching and learning approach. The formative assessment mechanism will also be a
vehicle for integration of knowledge.
Strategic management, ethics & sustainability
Definition of corporate level strategy and its role in the development of an enterprise.
Analysis of the global business environment and implications for strategic management
-
dimensions & trends ( the rise of FDI and TNCs)
globalisation debate & drivers
developing international competitiveness (theories of internationalisation)
Diversification, organisational growth and developing new international strategic directions
-
vertical integration and the scope of the firm
internal versus external strategic development options
mergers and acquisitions. Integration of organisations nationally and
internationally
international strategic alliances, networks, outsourcing and “virtual” organisations
Template updated: June 2011
-
divestment and restructuring.
-
market entry strategies and international location of production
global versus local strategic perspectives ( cultural dimensions in strategy)
Corporate parenting, portfolio analysis and understanding corporate level value creation.
-
The concept of synergy and its application to corporate strategy.
Implementing strategies and strategy development processes
-
Strategic planning systems, processes & structures
integrating corporate strategies with SBU & functional strategies (procurement,
marketing, operations, knowledge, structure, people & culture)
Ethics, sustainability & governance and strategic leadership
- Systemic issues, debates, theories and ethics/sustainability
- Linkages between mission, values and ethical/sustainability dimensions including
stakeholder perspectives
- Governance and ethics & sustainability – and risk analysis
- Corporate social responsibility in practice and performance measurement triple
and quadruple bottom lines)
International financial strategy
Further financial analysis and investment appraisal revisited
Techniques for failure prediction
The role of the finance function
Share prices and informational efficiency
Sources of finance
Derivatives
Cost of Capital and Capital Structure
Risk and diversification
Dividend policy
Foreign direct investment and foreign exchange
Mergers and acquisitions
Share and company valuation
Managing change between cultures
In this subject component strategic aspects of managing change are studied and applied
generically and from an international cultural perspective.
Template updated: June 2011
Managing Change Conundrums and Classifications
-
Change conundrums
Change classifications
Leading Change - Theories, Models and Concepts
-
Challenges of leading change
Competing theories of leadership
Communicating Change – Theories, Models and Concepts
-
Communication content
Communication processes
Communication barriers
Managing Cultural Change
-
Understanding organisational cultures
Challenges of cultural change
Understanding Resistance to Change
-
Understanding why employees resist change
Strategies for managing resistance
Organisational Learning and Change
-
Organisational learning
Learning organisations
Change Agents and Agency
-
Change agency at different levels
Making change happen
Evaluating the Outcomes of Change Initiatives
Teaching
and
learning
strategy
Allocation of
study hours to
activities
(including premodule
activities,
contact time,
private study
time and
Understanding change success and failure
Models for evaluating change
Activity
Hours
Taught hours
84
Guided study, research, group
54
work, and guided reading
Self study & assessment
262
Total Hours
400
The theories, models and concepts of each subject area will be introduced, and students
will be required to apply these in order to consolidate learning. They will be encouraged to
make conceptual links between subjects. Short lectures to introduce theories, followed by
individual or small group work and plenary discussions will typically be used. However
sessions may take a variety of forms including management simulations, case studies,
Template updated: June 2011
assessment)
Learning
support
Including
indicative
reading,
computer
packages, field
trips etc
videos, debates etc. Students will undertake comparative analyses of different business
units in order to broaden perspectives. Students will also present their work in progress
and exchange constructive feedback.
Formative assessment to support the summative project assessment:
1. Oral presentation on project
2. Draft report submitted for supervisory advice
Studies will supported by:
 The university “studentcentral “ intranet
 Assignment guidance notes
 Cases
 Support from module tutors
 Global Management Forum – guest speaker programme –providing a strategic
leadership perspective
Indicative reading
Strategic management, ethics & sustainability
The latest editions of:
Boatright, J. Ethics and the conduct of Business, Prentice Hall
De Wit, B. & Meyer. R.L., Strategy - Process, Content, Context, ITB
Dicken, P. Global Shift, Sage
Elkington ,J. The Chrysalis Economy: How Citizen CEOs and Corporations Can Fuse
Values and Value Creation , Capstone
Epstein, M., Making Sustainability Work: Best Practices in Managing and Measuring
Corporate Social, Environmental and Economic Impacts, Berrett-Koehler
Publishers.
Grant, R., Contemporary Strategic Analysis, Wiley
Hartman, L and DesJardins, J. Business Ethics: Decision-Making for Personal Integrity &
Social Responsibility, McGraw Hill.
Johnson, J. Whittington, R. & Scholes, K., Exploring Strategy, FT Prentice Hall
Lynch, R., Strategic Management, Ft Prentice Hall
Mintzberg, Ahlstrand and Lampel, Strategy Safari, FT Prentice Hall
Prahalad, C. The Fortune as the Bottom of the Pyramid, Wharton School Publishing
Porritt, J., Capitalism as if the World Matters , Earthscan Porter,M Competitive Advantage
of Nations, New York,Free Press.
Porter,M & Kramer, M. Creating Shared Value, HBR, 2011.
Roddick, A., Business as Unusual: My Entrepreneurial Journey, Profits and Principles,
Roddick Books
Savitz, A. The triple Bottom Line: How Today's Best-Run Companies Are Achieving
Economic, Social and Environmental Success -- and How You Can Too, Josey
Bass publishers
Stiglitz, J. , Globalization and its Discontents, W. W. Norton & Company
Template updated: June 2011
Thompson, J., Strategic Management, International Thompson Press
International financial strategy
The latest editions of:
Arnold, G. Corporate Financial Management. Harlow: FT Prentice Hall
Pike, R. and Neale, B. Corporate Finance and Investment. Harlow: FT Prentice Hall
Watson, D. and Head, A. Corporate Finance. Harlow: FT Prentice Hall
Eiteman, D.K. , Stonehill, A.I. and Moffett, M.H Multinational Business Finance.
Pearson
Madura, J. International Financial Management. International Thomson Publishing
Eun, C.S. and Resnick, B.G. International Financial Management. McGraw Hill
Managing change between cultures
The latest editions of:
Balogun, J. and Hope Hailey, V. Exploring Strategic Change. Harlow: FT Prentice Hall.
Burke, W.W. Organization Change: Theory and Practice. Thousand Oaks: Sage
Publications Ltd.
Burnes, B. Managing Change. Harlow: FT Prentice Hall.
Carnall, C. Managing Change in Organizations. Harlow, FT Prentice Hall.
Hayes, J. The Theory and Practice of Change Management. Houndmills: Palgrave
Macmillan.
Hughes, M. Managing Change: A Critical Perspective, Wimbledon, CIPD Publishing.
Senior, B. and Swailes, S. Organizational Change. Harlow: FT Prentice Hall.
Paton, R.A. and McCalman, J. Change Management: A Guide to Effective Implementation.
London: Sage Publications Ltd.
Additional sources - Journals
Academy of Management Journal
California Management Review
Harvard Business Review
Journal of Business Finance
Journal of Business Strategy
Journal of Change Management
Template updated: June 2011
Journal of Finance
Journal of General Management
Journal of International Business Studies
Journal of World Business
Journal of Managerial Psychology
European Business Review
European Journal of Innovation Management
Executive Development
Human Resource Management International Digest
International Journal of Career Management
Leadership and Organization Development Journal
Long Range Planning
Management Development Review
Personnel Review
The Learning Organization: An International Journal
Sloan Management Review
Strategic Management Review
Additional sources – Newspapers
Financial Times
Websites
http://intranet.bus.bton.ac.uk/
http://www.ihrim.org
http://www.hrba.org/
http://www.cipd.co.uk/
http://www.euromonitor.com
http://proquest.umi.com/
http://www.oecd.org/
http://earthone.com/international-list.html
http://www.offshorebaking.barclays.com/
http://www.sourceoecd.org/
http://italchambers.net/businessreports.html
http://www.state.gov/www/issues/economic/trade_reports/index.html
http://www.doingbusinessin.com/
http://www6,americanexpress.com/smallbusiness/segments/expand_intl.asp_nav+sbs_hp_id3
http://strategis.ic.gc.ca/sc_mkti/ibin/compare.html
http://www.tradenz.govt.nz/intelligence/profiles/
Template updated: June 2011
Assessment
tasks
Assessment will be in two parts:
Including
weighting of
individual tasks
Summative assessment:
Part 1: Integrated Management Project
This 40 credit point module will be assessed through a substantial integrated project
(normally 10,000- 15000 words) requiring advanced study and independent research
skills.
Students will be required to apply appropriate models, concepts and procedures to a real
international corporation in order to analyse its strategic and financial situation plus
indicators of need and capability for change; evaluate the situation taking an holistic
approach; propose and evaluate some options for development and change,
recommending one or more for action. Recommendations should show understanding of
change management models and issues in an international context, taking an
ethical/sustainability approach.
Part 2. Reflection (Pass/refer)
Participants will write a reflection of their learning from the module and from doing the
module assignments. This will identify the significance of the module to the individual's
personal and professional development, its significance to their current and future
roles/careers and, if appropriate, its significance to their organisation.
Reflection word length: 1000-1500
EXAMINATION INFORMATION
Area examination board
MBA PAB
External examiners
Name
Date appointed
As approved by SCEEN
QUALITY ASSURANCE
Date of first approval
2002
Only complete where this is not the
first version
Date of last revision
2007
Only complete where this is not the
first version
Date of approval for this
version
2012
Version number
3rd
Modules replaced
MNM42 replaced on part-time MBA by MNM35 3rd version
Specify codes of modules for which
Template updated: June 2011
this is a replacement
Template updated: June 2011