Postgraduate Course: Global Strategic Management: Issues and Perspectives (CMSE11128)
Course Outline
| School | Business School |
College | College of Humanities and Social Science |
| Course type | Standard |
Availability | Available to all students |
| Credit level (Normal year taken) | SCQF Level 11 (Postgraduate) |
Credits | 15 |
| Home subject area | Common Courses (Management School) |
Other subject area | None |
| Course website |
None |
Taught in Gaelic? | No |
| Course description | 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. 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-requisites | None |
| Displayed in Visiting Students Prospectus? | No |
Course Delivery Information
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| Delivery period: 2013/14 Semester 2, Not available to visiting students (SS1)
|
Learn enabled: Yes |
Quota: None |
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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 )
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| Additional Notes |
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| 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.
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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 |
| Keywords | IBEM-GSM |
Contacts
| Course organiser | Prof Chris Carr
Tel: (0131 6)50 6307
Email: Chris.Carr@ed.ac.uk |
Course secretary | Miss Rachel Allan
Tel: (0131 6)51 3757
Email: Rachel.Allan@ed.ac.uk |
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