Postgraduate Course: Global Strategy (MBA) (CMSE11248)
Course Outline
| School | Business School |
College | College of Humanities and Social Science |
| Credit level (Normal year taken) | SCQF Level 11 (Postgraduate) |
Availability | Not available to visiting students |
| SCQF Credits | 10 |
ECTS Credits | 5 |
| Summary | The main aim of the course is to focus on the strategic implications of international expansion for large companies, using a case-study approach based in research.
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| Course description |
We will be addressing broadly the issues in the core textbook on Global Strategy; elucidating the implications of current IB theories for Strategy and engaging in detailed exploration of a number of highly international company case studies. 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; and on international configurations currently pursued by companies.
Syllabus
International Market Entry, Trade and Foreign Direct Investment.
Global concentration. Regional vs Global?
Thomson One Banker.
Global strategy options International configurations. Global Winners.
National Comparative Advantage. Global niche strategies.
International Cultural Differences.
Emerging Market Champions.
Cross-border acquisitions
Cross-border strategic alliances
A review and example of a project report.
Student Learning Experience
The course is research-based, drawing on the Course Organiser'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 and applying such databases in group projects, each focusing on particular sectors.
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Entry Requirements (not applicable to Visiting Students)
| Pre-requisites |
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Co-requisites | |
| Prohibited Combinations | |
Other requirements | For Business School PG students only, or by special permission of the School. Please contact the course secretary. |
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 |
Block 5 (sem 2) |
Timetable |
Timetable |
| Learning and Teaching activities (Further Info) |
Total Hours:
100
(
Lecture Hours 20,
Summative Assessment Hours 30,
Programme Level Learning and Teaching Hours 2,
Directed Learning and Independent Learning Hours
48 )
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| Assessment (Further Info) |
Written Exam
0 %,
Coursework
100 %,
Practical Exam
0 %
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| Additional Information (Assessment) |
Global Strategy Sector Project (60%)
Case Studies (presentations/reports) (30%)
Individual Contributions (10%)
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| Feedback |
All students will be given at least one formative feedback or feedforward event for every course they undertake, provided during the semester in which the course is taken and in time to be useful in the completion of summative work on the course.
Feedback on formative assessed work will be provided within 15 working days of submission, or in time to be of use in subsequent assessments within the course, whichever is sooner. Summative marks will be returned on a published timetable, which has been made clear to students at the start of the academic year.
Students will be provided with electronic written feedback for all coursework. |
| No Exam Information |
Learning Outcomes
On completion of this course, the student will be able to:
- Understand and critically discuss conceptual frameworks for examining key global international strategic management issues.
- Understand and critically discuss current academic debates on topical strategic international matters.
- Critically discuss readings on global / regional / semi-global strategy; on international configurations currently pursued by companies.
- Use case studies to critically evaluate the question of when companies need more aggressive international strategies; the issue of global vs regional vs national strategies; and how these issues differ for a range of sectors.
- Use globally orientated databases, such as Thomson One Banker, in group projects.
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Reading List
Core text:
Mike W. Peng (2006) Global Strategy. (International Student Edition) Thomson / South-Western. |
Additional Information
| Graduate Attributes and Skills |
Cognitive and Subject Specific Skills:
Be aware of current trends and issues in advanced aspects of strategic multinational management.
Understand the practical implications of the issues studied.
Transferable Skills:
Develop communication skills in respect of complex problems, both individually and in teams.
Undertake research and demonstrate effective report-writing skills.
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| Keywords | Global Strategy International Expansion Cross-Border |
Contacts
| Course organiser | Prof Chris Carr
Tel: (0131 6)50 6307
Email: |
Course secretary | Miss Carole Gibson
Tel: (0131 6)51 3854
Email: |
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