INTERNATIONAL BUSINESS STRATEGY

SHE Level 3
SCQF Credit Points 20.00
ECTS Credit Points 10.00
Module Code M3N225568
Module Leader Keith Halcro
School Glasgow School for Business and Society
Subject Management
Trimester
  • A (September start)

Pre-Requisite Knowledge

None

Summary of Content

This module provides students with the knowledge and skills to analyse, develop and implement business strategies within a variety of organisational and geographical settings. It is repeatedly stated that organisations are operating in a complex, fast-moving environment in which they are constantly seeking to discover ways that will help them survive and succeed. This module explains how managers can use a variety of tools to analyse situations and craft a strategy that can help the organisation gain and maintain its competitive advantage/achieve its objectives. The syllabus examines strategy in the commercial, public and not-for profit sectors, as well as considering the reason for organisations operating beyond their national boundaries. The syllabus examines the evolution of strategy and its development from a financial tool to one designed to encourage innovation. The module replicates the organisation through the use of team working to analyse, select and implement a strategy that will provide sustainable, competitive advantage. Students are introduced to the language, analytical tools, frameworks and normative models of strategic management that provide the basis for assignments which test students' abilities to apply knowledge. Content considers strategy from various organisational settings, including public and not-for-profit, ones often ignored in many textbooks, yet frequently comprising half an economy's GDP. The module aims to inform the student on the 'why', 'what', 'where' and 'how' strategy is made. Summary of how PRME-related issues / topics are covered in this module: within this module, students will critically evaluate strategies across a range of organisational contexts including consideration of opportunities aimed towards the 'Bottom of the Pyramid'. This approach will seek to align the strategic process to ideas related to the 'triple bottom line' (profit, people, planet)

Syllabus

The Syllabus will explore: Strategy definition, its origin, process, content and drivers. Consider strategic management models and frameworks for various organisational settings. Examine the concept of competitive advantage The strategic management process: deliberate versus emergent strategy in terms of design and assessing organisational performance. Strategic purpose and the organisation's stakeholders in terms of vision, mission and values Corporate Strategic Responsibility. The Triple Bottom Line, the changing face of ethics . UnitedNations Global Compact (UNGC) - Principles of Responsible Management Education PRME the implications The macro environment and its trends: globalisation, demographic changes and technology advances applying relevant tools PESTEL/SPENT. Analyse the meso environment, applying relevant tools to evaluate an organisation's industry, for example 5 Forces, Mapping a strategic Industry to assess a firm's competitors An organisation's strengths and weaknesses, skills, capabilities and competences, applying relevant tools: Porter's value chain and VRIO An organisation's strategy and strategic performance using financial and non-financial measures: key performance indicators, financial ratios, balanced scorecard, the 'triple bottom line'. The Business strategies available to a firm in terms of choices, competitive positioning and the creation of competitive advantage. Assess Corporate strategy through Ansoff's matrix, strategic options and choice: strategic directions (e.g. market development) ; Mergers & Acquisitions and methods (e.g. acquisition]. The rationale for entering foreign markets; implications: culture, demographic and market. Quest for competitive advantage in foreign markets, exporting, joint ventures Various organisational structures and control systems required to implement a strategy The role of leadership in managing and leading strategic implementation Organisational culture as an enabler and barrier in implementing strategy Corporate Governance's role in implementing strategy The relationship between learning and innovation in creating sustainable competitive advantage

Learning Outcomes

On successful completion of this module, the student should be able: 1. Critically assess past, present and future developments within strategic management and their implications for organisational strategy.2. Understand and apply core concepts and analytical tools necessary to analyse the environment in which the organisation operates.3. Evaluate the various strategies available to an organisation in its quest for competitive advantage within national and international markets.4. Formulate and implement innovative strategies necessary to create sustainable competitive advantage within national and international markets.5. Assess the success of the strategy implemented using various performance indicators.6. Develop and evaluate a team seeking organisational strategic competitive advantage

Teaching / Learning Strategy

The teaching and learning strategy uses a combination of lectures, seminars and workshops, some of which are led by academic staff and others by the students. The teaching programme draws on case studies, guest speakers and archived media material to contextualise and analyse various strategic issues. Emphasis is placed on bridging the gap between theory and practice using a simulation game. Working in teams students will develop their strategic knowledge and skills within a realistic environment. This platform gives students the opportunity to apply and evaluate a range of concepts, analytical tools and frameworks; and ultimately examine the consequences of their strategic decisions. Simulation games have been shown to be excellent mechanisms for developing subject knowledge and employability skills. Learning will be supported with the use of technology and the GCU Managed Learning Environment (MLE) in a number of ways: 1. As a repository for all course materials (module handbook, assignment details, mini-lecture podcasts, etc.). 2. Provision of links to useful research resources, readings, video clips (e.g.bob-box of broadcasts, ted.com). Feedback strategy: Marks and feedback will normally be provided within 3 working weeks of submission. If required, students may also make an appointment with the seminar tutor and subsequently the module leader for clarification and/or further feedback. GSBS will ensure that all modules are GCU Learn enabled and with the support of the Learning Technologists at the cutting edge of development of online materials. Academic staff and the Learning Technologists will continue to work together to develop and operate all modules on GCULearn to ensure student support and information sharing. Students are provided with formative and summative feedback via a variety of mechanisms. Feedback on coursework is provided within 3 working weeks of submission.

Indicative Reading

DESS, G.G., MCNAMARA, G.&EISNER, A.B (2016) Strategic management: text and cases. . eds., 8th ed. ed. New York, NY: McGraw-Hill Education. GAMBLE, J.E., THOMPSON, A.A.&PETERAF, M.A (2015) Essentials of strategic management: the quest for competitive advantage, 4th ed. ed.McGraw-Hill Irwin. GRANT, R.M., (2016) Contemporary strategy analysis : text and cases. 9th ed. ed. Chichester, West Sussex, United Kingdom: John Wiley & Sons Inc. JOHNSON, G., (2015) Fundamentals of strategy, 3rd ed. ed. Harlow: Pearson. LYNCH, R.L., (2018) Strategic management. Eighth edition. ed. Harlow, United Kingdom ;: Pearson Education. MORAN, A., 2015. Managing Agile Strategy, Implementation, Organisation and People. Cham: Springer International Publishing. RAGHUNAafTHA, S.& ROSE, E.L. (2017) International Business Strategy Perspectives on Implementation in Emerging Markets, London: Palgrave Macmillan UK. STEAD, J.G., (2014) Sustainable strategic management. STEAD, W.E. ed., 2nd ed. ed.Greenleaf Publishing. STEENKAMP, J., (2017) Global Brand Strategy World-wise Marketing in the Age of Branding. London: Palgrave Macmillan UK. STROH, P.J., (2014) Business strategy : plan, execute, win. Hoboken, NJ: Wiley. THOMPSON, J.L., SCOTT, J.M.&MARTIN, F. (2014) Strategic management awareness and change., 7th ed. ed.Cengage Learning. VIARDOT, E., (2017) The Timeless Principles of Successful Business Strategy Corporate Sustainability as the New Driving Force. 2nd ed. 2017. ed. Berlin, Heidelberg: Springer Berlin Heidelberg. Academic Journals: California Management Review European Management Journal European Management Review Journal of International Business Studies International Business Review International Marketing Review Management International Review Additional reading materials will be drawn from online resources.

Transferrable Skills

Students following this module will further develop the following personal transferable skills: b7 Analytical skills - through case study analysis in seminars b7 Communication and interpersonal skills - through presenting individual findings in seminars and through team discussions b7 Problem-solving skills - through the application and integration of knowledge gained (from this and other disciplines) to making recommendations on the validity of various tools and techniques b7 Self-management/independent learning skills (reflected in management of coursework and directed learning activities) b7 Writing skills (through the written formative and summative coursework) b7 Research skills - through directed investigative work b7 ICT Skills - through the use of the Internet, Blackboard and Web 2.0 technologies

Module Structure

Activity Total Hours
Lectures (FT) 24.00
Assessment (FT) 50.00
Tutorials (FT) 12.00
Independent Learning (FT) 114.00

Assessment Methods

Component Duration Weighting Threshold Description
Course Work 01 n/a 50.00 35% 3,000 word team report - Wk 14
Course Work 02 n/a 50.00 35% 2,000 word individual report - Wk 14