Globalisation and Strategy is a holistic capstone module that seeks to integrate cumulative learning in the MBA programme, so that students have a deepened competence to think analytically and to think in creative, transcendental modes that lead to positional superiority for the firm. The module is largely driven by case study work. It builds on the Strategic Management module of the previous semester and introduces students to the broader challenge of doing business internationally, and considers a range of approaches to strategy formulation and implementation under international complexity.
Combining both a critical appreciation of contemporary strategic management issues and a strategy as praxis approach, this module aims to provide an understanding of the complexities of designing, implementing and evaluating strategies in organisations and the key issues to be considered in organisational leadership. It develops and extends the participant’s ability to effectively utilise the main analytical techniques and conceptual frameworks provided by contemporary strategic and leadership management. The practical application of strategic management concepts and theories through case work develops the learner’s analytical and leadership skills, decision making ability and his / her understanding of the business issues involved in managing and leading organisations.
Rationale for international expansion. Global integration, local responsiveness paradigm. Country specific competitive advantage. Assessing country attractiveness. Global and multi-domestic industries. Entry Strategies. International mergers and acquisitions. Integration and consolidation. Implementation of headquarters’ Strategy. Strategic Alliances. Cultural differences. Political risk. Global value chains. Social equity in value chain provision. Challenges of globalisation. Digitalisation and technology. Marketing in a ‘flat world’. Organisation structure, purpose and culture. Multinational corporations (MNC). Matrix models. Managing headquarters and subsidiary relationships. Subsidiary level strategy. Strategic control. Knowledge transfer and leveraging within MNC’s. Exploiting local knowledge for innovation. Creating a knowledge sharing culture. Outsourcing. Offshoring. Contracting. Emerging markets and emerging market multinationals. Harnessing local infrastructure. Assessing market potential. Diversification patterns. Competitive advantage of emerging market firms. Strategy implementation by emerging market firms
The teaching style on this course is highly interactive, and learner participation is a critical requirement. Students are encouraged to engage with theory, understand it, and then consider its relevance in the real world. This is achieved through illustrative example of theory, instructor and class discussion of links with the real world, and detailed case study work. This is further underpinned by relevant video and internet material and by visiting managers/lecturers. The students also engage in an online simulated competitive decision making environment. This group dynamic encourages analysis and decision making under time pressure. The students are then supported to reflect on their decision making practices both as a group and individually.
| Module Content & Assessment | |
|---|---|
| Assessment Breakdown | % |
| Other Assessment(s) | 100 |