Postgraduate Course: Global Strategic Management: Issues and Perspectives (CMSE11128)
Course Outline
| School | Business School |
College | College of Humanities and Social Science |
| Credit level (Normal year taken) | SCQF Level 11 (Postgraduate) |
Availability | Available to all students |
| SCQF Credits | 15 |
ECTS Credits | 7.5 |
| Summary | We will be addressing broadly the issues in the textbook mentioned below on Global Strategy and Management; elucidating the implications of current IB theories for Strategy, providing detailed coverage of a number of highly international company case studies. |
| Course description |
Aims, Nature, Context
We will be looking at the question of when companies need more aggressive international strategies; the issue of global vs regional vs national strategies; and at how these issues differ for a range of sectors. We will be exploring literature and readings on global / regional / semi-global strategy; on international configurations currently pursued by companies. We will examine the main international modes of entry: green-field site, international joint ventures and strategic alliances and international mergers and acquisitions. The option is research-based, drawing on the lecturer's worldwide research and also several sector studies of the strategies of top world wide players in several sectors. In addition to exploring cases, the course will make use of globally orientated databases such as Thomson One Banker (subject to budgets) and applying such approaches in group projects, each focusing on particular sectors. Current option courses in international business would also be complementary, but the main aim is to home in on the strategic implications for large companies.
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Entry Requirements (not applicable to Visiting Students)
| Pre-requisites |
Students MUST have passed:
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Co-requisites | |
| Prohibited Combinations | |
Other requirements | It will be assumed that you have a foundation in strategy-related and / or international business-related courses and/or other relevant experience.
For Business School PG students only, or by special permission of the School. Please contact the course secretary. |
Information for Visiting Students
| Pre-requisites | None |
| High Demand Course? |
Yes |
Course Delivery Information
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| Academic year 2017/18, Not available to visiting students (SS1)
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Quota: None |
| Course Start |
Semester 2 |
Timetable |
Timetable |
| Learning and Teaching activities (Further Info) |
Total Hours:
150
(
Lecture Hours 20,
Programme Level Learning and Teaching Hours 3,
Directed Learning and Independent Learning Hours
127 )
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| Assessment (Further Info) |
Written Exam
0 %,
Coursework
70 %,
Practical Exam
30 %
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| Additional Information (Assessment) |
The assessment components are broken down as follows:
1. A group presentation and report which consists of an analysis of a case study: 30% of the overall course mark.
2. A group project which consists of a global sector study: 30% of the overall course mark
3. An individual analysis of the international strategic implications of this same global sector study for one key company in the sector, including specific international strategy recommendations: 40% of the overall course mark.
For participants on the 20 credit programme, the individual analysis assignment extends to two companies, one of which needs to be from an advanced country and the other of which needs to be from an emerging market.
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| Feedback |
Group and Individual assignment feedback will be provided on a feedback form in the appropriate format. Group projects and individual assignment marks will be made available by 1 May.
Presentation marks and feedback will be made available on 20thApril.
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| No Exam Information |
Learning Outcomes
On completion of this course, the student will be able to:
- Appraise the diversity of contexts which multinationals span and their conflicting implications for firms' behaviour.
- Understand how today's multinationals create competitive advantage through the pursuit of 'transnational' strategies, and regional strategies; how they implement those strategies by adopting innovative organizational forms; the issues they face in managing the change process.
- Evaluate the challenges posed by players from emerging markets for Western multinationals, through an identification of distinctive features of their strategies, and by analysing Western firms' responses internationally and in emerging markets.
- Understand how multinationals manage innovation globally as well as the problems they face.
- Assess the issues multinationals face in developing and implementing sustainable development policies & Understand the critical issues and success factors in the post-acquisition phase of cross-border mergers and acquisitions.
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Reading List
Global Strategic Management, Philippe Lasserre, Palgrave Macmillan; 3rd edition (2012). ISBN-13: 978-0230293816. Please note this may not be necessary if you have already acquired one of the recommended texts for your earlier International Strategy.
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Additional Information
| Graduate Attributes and Skills |
1. In-depth knowledge on complex strategic and organisational problems that multinational firms face in today's global markets.
2. Ability to critically appraise the multiple facets of issues dealt with in the course.
3. Ability to research and apply concepts and arguments in the field of global strategy and management to analyse empirical problems.
4. Problem-solving and decision-making skills.
5. Written communication skills.
6. Team-working skills. |
| Keywords | IBEM-GSM |
Contacts
| Course organiser | Prof Chris Carr
Tel: (0131 6)50 6307
Email: |
Course secretary | Mr Peter Newcombe
Tel: (0131 6)51 3013
Email: |
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