THE UNIVERSITY of EDINBURGH

DEGREE REGULATIONS & PROGRAMMES OF STUDY 2013/2014
Archive for reference only
THIS PAGE IS OUT OF DATE

University Homepage
DRPS Homepage
DRPS Search
DRPS Contact
DRPS : Course Catalogue : Business School : Common Courses (Management School)

Postgraduate Course: Global Strategic Management: Issues and Perspectives (CMSE11128)

Course Outline
SchoolBusiness School CollegeCollege of Humanities and Social Science
Course typeStandard AvailabilityAvailable to all students
Credit level (Normal year taken)SCQF Level 11 (Postgraduate) Credits15
Home subject areaCommon Courses (Management School) Other subject areaNone
Course website None Taught in Gaelic?No
Course descriptionWe 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. 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.
Entry Requirements (not applicable to Visiting Students)
Pre-requisites Students MUST have passed:
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.
Additional Costs None
Information for Visiting Students
Pre-requisitesNone
Displayed in Visiting Students Prospectus?No
Course Delivery Information
Delivery period: 2013/14 Semester 2, Not available to visiting students (SS1) Learn enabled:  Yes Quota:  None
Web Timetable Web Timetable
Course Start Date 13/01/2014
Breakdown of 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 )
Additional Notes
Breakdown of Assessment Methods (Further Info) Written Exam 0 %, Coursework 70 %, Practical Exam 30 %
No Exam Information
Learning Outcomes
On completion of this course, the student will be able to:
1. Knowledge and Understanding:

* Develop an understanding of important and advanced issues in current international strategic management research including:
- 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.

* Develop skills for analysing and solving complex empirical problems, primarily through the case study approach.


2. Key Skills:
* In-depth knowledge on complex strategic and organisational problems that multinational firms face in today¿s global markets.
* Ability to critically appraise the multiple facets of issues dealt with in the course.
* Ability to research and apply concepts and arguments in the field of global strategy and management to analyse empirical problems.
* Problem-solving and decision-making skills.
* Written communication skills.
* Team-working skills.
Assessment Information
A group presentation and report which consists of an analysis of a case study: 30% of the overall course mark.

A group project which consists of a global sector study: 30% of the overall course mark

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.
Special Arrangements
None
Additional Information
Academic description Not entered
Syllabus Not entered
Transferable skills Not entered
Reading list Global Strategic Management, Philippe Lasserre, 3rd Edition
Study Abroad Not entered
Study Pattern Not entered
KeywordsIBEM-GSM
Contacts
Course organiserProf Chris Carr
Tel: (0131 6)50 6307
Email: Chris.Carr@ed.ac.uk
Course secretaryMiss Rachel Allan
Tel: (0131 6)51 3757
Email: Rachel.Allan@ed.ac.uk
Navigation
Help & Information
Home
Introduction
Glossary
Search DPTs and Courses
Regulations
Regulations
Degree Programmes
Introduction
Browse DPTs
Courses
Introduction
Humanities and Social Science
Science and Engineering
Medicine and Veterinary Medicine
Other Information
Combined Course Timetable
Prospectuses
Important Information
 
© Copyright 2013 The University of Edinburgh - 13 January 2014 3:46 am