BUSINESS STRATEGY AS AN INSTRUMENT FOR ECONOMIC, SOCIAL AND ENVIRONMENTAL SUSTAINABILITY

SHE Level 5
SCQF Credit Points 4.00
ECTS Credit Points 2.00
Module Code MMNY24882
Module Leader n/a
School School of Computing, Engineering and Built Environment
Subject GCU New York
Trimesters
  • A (September start)-B (January start)
  • B (January start)-A (September start)
  • S-B (January start)-A (September start)
  • A (September start)
  • B (January start)
  • C (May start)

Pre-Requisite Knowledge

None

Summary of Content

This module aims to provide students with academic knowledge and analytical tools with which to discuss and practice strategic management in a world characterised by rapid change and increasing concerns for economic, social and environmental sustainability. Putting strategy in its wider context will contribute to the programme's overall aim of developing graduates with a global, enterprising mindset, aware of economic, social and environmental sustainability issues. The module seeks to address the what, why, where and how of strategic decisions, with an emphasis on generating sustainable growth across national boundaries. Students will develop the knowledge and skills required to undertake the necessary research and analysis to advise a firm on the issues organisations face, and the choices they have to make, to develop strategies for sustainable growth. -2784 The module starts with an overview of 'globalisation' and the many challenges this poses for companies looking to pursue sustainable growth strategies. 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 places particular emphasis on the issues that companies encounter when they initiate and/or deepen involvement in international markets. The module draws on selected aspects of strategy, international business and international marketing literature to inform the 'why', 'what', 'where' and 'how' decisions of strategy.

Syllabus

-142 The global context: 'Globalisation' - definitions, origins, changing patterns in world trade and investment, global economic shift from West to East, the rise of emerging markets and the concept of an interdependent world. Leadership challenges: economic, social, environmental, and the emergence of 'rules for business leaders' e.g. United Nations Global Compact (UNGC) - Principles of Responsible Management Education PRME - the implications for strategy design and assessing organisational performance. Origin, process, content and drivers of strategy - rational strategic management models, and frameworks for developing business in international markets. Types of risk organisations face when doing business across national borders (commercial, country, financial, cross-cultural), and implications for assessing the attractiveness of markets, industries and countries. Vision, mission, stakeholder analysis, corporate social responsibility and connection to business model design and creation of business value. Tools and frameworks for undertaking strategic analysis (assessing internal sources of innovation and competitive advantage - identifying and assessing implications of changes in the global environment). Analysing competitive strategy, competitive positioning and the creation of organizational value. Tools and frameworks for evaluating an organisation's strategy and strategic performance using financial and non-financial measures: key performance indicators, financial ratios, the 'triple bottom line'. Strategic options and choice: Strategic directions (e.g. Ansoff) and methods (exporting, contractual methods, equity methods]. Designing strategies for growth, typologies of strategy: local, regional, international, multinational, transnational Evaluating implementation challenges using financial and non-financial tools .

Learning Outcomes

On successful completion of this module, the student should be able to: 1.Critically assess the implications for businesses of recent and future changes in the global business environment.2.Understand the ethical dilemmas facing organisations operating across national boundaries. 3.Apply a range of analytical tools and frameworks for assessment and development of a firm's strategic capability, competences and competitive position in a variety of global settings.4.Use analytical methods and techniques to evaluate the financial performance and sustainability of a firm's strategy.5.Evaluate the challenges and choices that firms face when formulating and implementing innovative strategies to create sustainable business value.6.Plan, implement, report and present findings of a group-based international business strategy project

Teaching / Learning Strategy

The teaching and learning strategy uses a combination of lectures and workshops, some of which are led by academic staff and others by the students. To contextualise and provide currency to specific issues guest speakers will be invited, as well as using media from a variety of sources (e.g use of the bob box of broadcasts, TED.com). Emphasis is placed on bridging the gap between theory and practice, where students are introduced to a range of concepts, analytical tools and frameworks, and given the opportunity to discuss and apply them using case studies. The use of case studies is designed to give students responsibility for learning through their joint efforts, with the teaching team acting as facilitators. The case method is a form of experiential learning, and its use on the module is designed to encourage students to acquire knowledge through research, develop skills in evaluating a problem using analytical tools and frameworks from the strategy 'toolbox', practice how to make strategic decisions, and present and justify a particular course of action. The use of cases set in different contexts is intended to promote 'situated learning' and allows students to put themselves in the position of managers and companies confronted with strategic challenges, choices and decisions. GCU Learn will support the learning experience in a number of ways, notably as a source of relevant reading and teaching material, but also as a portal for research resources, video clips and related audio-visual sources. This platform allows student to engage in discussion boards as a means of identifying and discussing issues of common interest relating to the module. -360 GSBS will continue to use the advancement of GCU Learn as a blended learning tool through its teaching and learning as well as through engagement with students. 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. -360

Indicative Reading

Cavusgil, T., Knight, G., and Risenberger, J.R (2012), International Business: Strategy, Management and the New Realities, Pearson International, 2 nd Edition, ISBN: 10-0-13-245327-4 or ISBN: 13-978-0-13-245327-1 Clegg, S., Carter, C., Kornberger, M., Schweitzer, J. (2011), Strategy: Theory & Practice, Sage ISBN: 978-1-84920-152-0 Crane, A., & Matten, D. (2010), Business Ethics: Managing Corporate Citizenship and Sustainability in an Age of Globalisation, Oxford University Press, 3 rd Edition, ISBN: 978-0-19-956433-0 Hill, C.W. ( 2013 ), I i nternational Business: Competing in the Global Marketplace, South-Western/Cengage Learning ISBN: 978077140656 Kelly, P. (2009) , International Business and Management, South-Western/Cengage Learning ISBN: 978144807840 Lasserre, P. (2012), Global Strategic Management, Palgrave, 3 rd Edition, ISBN 978-0-230-29381-6 Lynch, R. (2012) , Strategic Management, 6 th edition, Pearson 978-0-273-75092-5 Peng, M.W. (2013), Global Strategy, South-Western/Cengage Learning, 3rd Edition, ISBN: 9781133964612 Peng,M. & Meyer, K. (2011) , International Business, South-Western/Cengage Learning ISBN: 9781408019566 S om, A. (2009), International Management: Managing the Global Corporation, McGraw-Hill, ISBN: 13-978-007711737 Thompson, A.A., Janes, A., Peteraf, A, Sutton, C., Strickland, A.J., and Gamble, J.E., (201 3), 2) , Crafting and Executing Strategy : The Quest for Competitive Advantage , McGraw-Hill, 18 th Edition, ISBN: 9780077137236 Verbeke, A., (2013), International Business Strategy, Cambridge University Press, 2 nd Edition, ISBN: 978-1-107-68309-9 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: -360b7 Analytical skills - through case study analysis in seminars b7 Communication and interpersonal skills - through presenting individual findings in seminars and through group 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 courseworks) 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
Assessment (FT) 40.00
Lectures (FT) 22.00
Seminars (FT) 22.00
Independent Learning (FT) 116.00

Assessment Methods

Component Duration Weighting Threshold Description
Exam (Exams Office) 2.00 40.00 45% Individual examination (integrated case study: Strategy/Finance. Trimester 1
Coursework 1 n/a 40.00 n/a Group "live" case study (report and presenation) Trimester 2. 4000 word report amd 15 minute presentation
Coursework 2 n/a 20.00 n/a Active participation in discussion of class readings and case studies