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MODULE SPECIFICATION TEMPLATE
MODULE DETAILS
Module title
Strategy for International Business
Module code
ST371
Level
Level 4
Level 5
Level 6
Level 7
Credit rating
20
Pre-requisites for
registration on this module
Completion of level 5 modules of a business degree.
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
One academic year, weekly delivery through semester 1 and 2.
Period of time over which it is
delivered and mode of delivery
Brief description of
module content and/ or
aims
Overview (max 80 words)
The content of the Strategy for International Business module will
begin with a focus on competitive strategy within the global context. It
will build on this to deepen and widen the students' understanding of
corporate strategy in an international context. This will to enable them
to take a broader perspective of the business into which they may
integrate their specialised learning. The focus throughout is explicitly
international and the emphasis is on critical thinking.
Module team/ author/
coordinator(s)
Original Authors: B. McQueen and H. Berry. Amended by Lew Perren
and Andrew Grantham
Semester 1 or 2
Semester 1 and 2
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)
UG Business Programme
Compulsory
Template updated: June 2011
MODULE AIMS, ASSESSMENT AND SUPPORT
Aims
Starting from the perspective of the single business in an international
context, this course aims to introduce students to the central concepts,
theories and tools of strategic analysis. These are applied to the
formulation, evaluation and selection of the strategic choices faced by
the individual business in deciding its competitive strategy. It will build
further using and developing the tools of strategic analysis and
evaluation to explore more deeply the corporate strategies of
diversified companies operating in an increasingly international
environment. Particular attention is also given to the critical issues of
implementing international strategies in the context of intensifying
international competition. Students will also be sensitised to the wider
implications social and environmental issues of such global level
competition.
Learning outcomes/
objectives
On completion of this module students should be able to:
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Subject Specific:
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Identify the causes and consequences of globalisation and
their implications for international business
Identify the definitions and role of competitive strategy
Recognise the linkages between internal resources and
capabilities and the external environment of the firm.
Analyse international business performance at the business
unit level.
Integrate the knowledge of the various business functions and
disciplines learned in other modules into a strategic and
international framework.
Explain how strategic decision-making is embedded in the
values and culture of the organisation.
Use theories to analyse and critically evaluate current
international business issues and case studies.
Explain the alternative approaches to developing an
international strategy.
Recognise the importance of corporate level strategy in a
diversified international firm.
Identify the role of the centre and its possible relationships to
the management and control of its divisions and subsidiaries
Explain the differences in the structure of international
organisations and their management styles.
Identify and explain growth and non-growth strategies
Recognise the functional implications of international and
global strategies.
Explore the social and environmental implications of global
business
Demonstrate a sophisticated insight into the problems, issues
and dilemmas of developing corporate and global strategies in
a rapidly changing world.
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Cognitive:
Template updated: June 2011
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Link academic and abstract thinking with practical problem
solving, and to recognise where their individual knowledge
and skills may be relevant to solving a new problem.
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Analyse and draw reasoned conclusions concerning
structured and, to a more limited extent, unstructured
problems from a given set of data which must be acquired by
the student.
Content
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Develop the capacity for independent and self-managed
learning.
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Develop communication skills, including the ability to present
quantitative and qualitative information, together with analysis
and commentary, including oral as well as written presentation
skills.
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Demonstrate the ability to critically evaluate concepts.
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Demonstrate the ability to synthesise information and ideas
through the analysis of articles and international case studies.
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Display critical analysis and problem-solving skills appropriate
to level 6.
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Develop other inter-personal skills, including group work.
Introduction and overview to global business strategy:
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What is strategy?
Strategy, change and value.
Strategy, objectives and missions.
Phases of global strategy.
Drivers for a global strategic perspective.
Global strategic analysis: external environment
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The Globalisation debate: trade, FDI, TNCs, NGOs.
Pest analysis at local, national, regional and international
levels.
Porter’s five forces model and its critiques.
Porter’s diamond and its critiques.
Global supply chains and e-business.
Internal analysis and resource-based approaches to strategy
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Resources, competences and their critiques.
Experience curve and its critiques.
Global coordination and reconfiguration of the value chain and
value systems.
Structure and organisational design
Competitive strategies and their evaluation:
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Resource-based and market-based approaches compared.
The choice of means: in-house, buying-in and networking
Porter’s Generic Strategy: sustainable competitive advantage
and focus
Swot analysis.
Shareholders vs. Stakeholders
Ethics and Corporate Social Responsibility
International corporate strategy: the organisational focus
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Template updated: June 2011
From competitive to corporate strategy
Managing corporate relations: HQ and the role of subsidiaries
Portfolio, linkages and core competence approaches to
corporate strategy
Alternative strategic directions: growth, consolidation,
retrenchment and turnaround strategies
International development strategies and methods
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Scale and scope.
International mergers and acquisitions
Strategic alliances and joint ventures.
Diversification and divestment.
Internationalisation process.
Implementing global strategies
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Teaching and learning
strategy
Allocation of study hours to activities
(including pre-module activities,
contact time, private study time and
assessment)
Designing an international organisation: alternative structures
and systems
Global integration v local responsiveness.
Management styles, national and corporate cultures and
international organisations.
The ICT revolution, strategic control and change
The course will be delivered through lectures, on-line activities and
seminars in which students will evaluate readings and case studies in
class discussions.
Lectures:
20
Open Learning:
Seminars:
20
Self Study:
Workshops:
0
160
Assessment:
Total:
Learning support
Indicative reading:
Including indicative reading,
computer packages, field trips etc
The latest editions of:
0
60
260
Dicken, P., Global Shift: Mapping the Changing Contours of the
World Economy, Oxford University Press.
Frynas, J.G. and Mellahi, K. Global Strategic Management, Oxford
University press.
Grant, R. M., Contemporary Strategy Analysis, Blackwell
Hill, C.W.L., Global Business, McGraw-Hill.
Holden, N.J., Cross-Cultural Management: A Knowledge
Management Perspective, Prentice Hall
Johnson, G., Scholes, K. and Whittington, R., Exploring Corporate
Strategy, Prentice Hall
Koen, C., Comparative International Management, McGraw-Hill
Mintzberg, H., Ahlstrand, B. and Lampel, J. Strategic Safari: Your
complete guide through the wilds of strategic management,
Prentice Hall.
Rugman, A. M. and Collinson, S., International Business, Prentice
Template updated: June 2011
Hall
Schneider, S.C. and Barsoux, J.L., Managing Across Cultures,
Prentice Hall
Tayeb, M., International Management: Theories & Practices,
Prentice Hall
Wall, S. and Rees, B., International Business, Prentice Hall
Journals and News
Business Strategy Review
Economist
Financial Times
Harvard Business Review
Long Range Planning
Strategic Management Journal
Assessment tasks
Coursework (40%): Individual 1000 word report
Including weighting of individual
tasks
Examination (60%): a two hour written examination
EXAMINATION INFORMATION
Area examination board
External examiners
Name
Date appointed
QUALITY ASSURANCE
Date of first approval
2002
Only complete where this is not the
first version
Date of last revision
May 2007
Only complete where this is not the
first version
Date of approval for this
version
TBA
Version number
2 (23rd April 2012)
Modules replaced
ST371
Specify codes of modules for which
this is a replacement
Template updated: June 2011