Module Details

Module Code: MGMT9041
Title: Global Competitive Strategies
Long Title: Global Competitive Strategies
NFQ Level: Expert
Valid From: Semester 1 - 2018/19 ( September 2018 )
Duration: 1 Semester
Credits: 5
Field of Study: 3450 - Business & Management
Module Delivered in: 2 programme(s)
Module Description: This module will cover an analysis of how competitive advantage can be leveraged more effectively on a global playing field. The extent to which the company should be globally diversified in its businesses and markets and an assessment of which strategic activities to own and which to execute through alliances or outsourcing will also be covered.
 
Learning Outcomes
On successful completion of this module the learner will be able to:
# Learning Outcome Description
LO1 Critically assess the different strategic challenges business face when they operate in an international environment.
LO2 Examine the nature of industry competitiveness, the nature of resources and capabilities at a global strategic level.
LO3 Critically evaluate the influence of international institutions, cultures and ethics on global competitive strategies.
LO4 Recommend business-level strategies with respect to foreign market entry such as exporting, franchising, licensing, joint ventures, strategic alliances and networks for internationally trading organisations.
LO5 Assess corporate level strategies at a global level in regard to mergers and acquisitions, diversification, corporate governance and corporate social responsibility.
Dependencies
Module Recommendations

This is prior learning (or a practical skill) that is strongly recommended before enrolment in this module. You may enrol in this module if you have not acquired the recommended learning but you will have considerable difficulty in passing (i.e. achieving the learning outcomes of) the module. While the prior learning is expressed as named MTU module(s) it also allows for learning (in another module or modules) which is equivalent to the learning specified in the named module(s).
Incompatible Modules
These are modules which have learning outcomes that are too similar to the learning outcomes of this module. You may not earn additional credit for the same learning and therefore you may not enrol in this module if you have successfully completed any modules in the incompatible list.
No incompatible modules listed
Co-requisite Modules
No Co-requisite modules listed
Requirements

This is prior learning (or a practical skill) that is mandatory before enrolment in this module is allowed. You may not enrol on this module if you have not acquired the learning specified in this section.
No requirements listed
 
Indicative Content
Foundations of Global Strategy
Strategising Around the Globe. Managing Industry Competition. Leverage Resources and Capabilities. Emphasising Institutions, Cultures, and Ethics.
Business-Level Strategies
Entering Foreign Markets. Making Strategic Alliances and Networks Work. Managing Global Competitive Dynamics.
Corporate-Level Strategies
Diversifying, Acquiring, and Restructuring. Strategizing, Structuring, and Learning Around the World.
Global Corporate Governance
Governing the Corporation Around the World. Strategizing With Corporate Social Responsibility.
Module Content & Assessment
Assessment Breakdown%
Coursework100.00%

Assessments

Coursework
Assessment Type Other % of Total Mark 50
Timing Week 8 Learning Outcomes 1,2,3,4,5
Assessment Description
Group case study analysis and presentation
Assessment Type Presentation % of Total Mark 25
Timing Every Week Learning Outcomes 1,2,3,4,5
Assessment Description
Weekly individual presentations & short report on a strategic management journal article.
Assessment Type Reflective Journal % of Total Mark 25
Timing Week 13 Learning Outcomes 1,2,3,4,5
Assessment Description
The student will reflect on the learning event and exercise their judgment about the content and the processes of learning.
No End of Module Formal Examination
Reassessment Requirement
Coursework Only
This module is reassessed solely on the basis of re-submitted coursework. There is no repeat written examination.

The University reserves the right to alter the nature and timings of assessment

 

Module Workload

Workload: Full Time
Workload Type Contact Type Workload Description Frequency Average Weekly Learner Workload Hours
Lecture Contact Class based lecture Every Week 2.00 2
Independent & Directed Learning (Non-contact) Non Contact Case studies, articles, independent research Every Week 5.00 5
Total Hours 7.00
Total Weekly Learner Workload 7.00
Total Weekly Contact Hours 2.00
Workload: Part Time
Workload Type Contact Type Workload Description Frequency Average Weekly Learner Workload Hours
Independent & Directed Learning (Non-contact) Non Contact Case studies, articles, independent research Every Week 5.00 5
Lecture Contact Class based lecture Every Week 2.00 2
Total Hours 7.00
Total Weekly Learner Workload 7.00
Total Weekly Contact Hours 2.00
 
Module Resources
Recommended Book Resources
  • Mike W. Peng. (2013), Global Strategy, 3rd edition. South-Western College, [ISBN: 978-113396461].
Supplementary Book Resources
  • Spulber, Daniel. (2011), Global Competitive Strategies, Cambridge University Press, London, [ISBN: 9780521367981].
  • Pearse, John and Robinson, Richard. (2014), Strategic Management, 14th edition. McGraw-Hill, [ISBN: 0077862511].
  • Gregory G. Dess, G. T. Lumpkin, Alarne, Gerry McNamara. (2015), Strategic Management: Text and Cases, 8th edition. McGraw Hill Higher Education, [ISBN: 1259278212].
  • Charles W. L. Hill, Gareth Jones. (2012), Theory of Strategic Management, 10th edition. Cengage Learning, Mason, OH, [ISBN: 9781133584650].
  • Thompson, J. Scott, J. & Martin, F.. (2014), Strategic Management, Awareness & Change, 7th Edition. Cengage Learning, [ISBN: 978-140806499].
Recommended Article/Paper Resources
  • Gary A. Knight, Peter W. Liesch. (2016), Internationalization: From incremental to born global, Journal of World Business, Volume 51, Issue 1, p.93.
  • Michael A. Hitta, Dan Lic, Kai Xud. (2016), International strategy: From local to global and beyond, Journal of World Business, Volume 51, Issue 1, p.58, [ISSN: 1090-9516].
  • Meyer, Klaus and Estrin, Saul. (2014), Local Context and Global Strategy: Extending the Integration Responsiveness Framework to Subsidiary Strategy., Global Stategy Journal, Vol. 4 Issue 1, p.1.
  • Yaprak, Attila, Shichun Xu and Cavusgil, Erin. (2011), Effective Global Strategy Implementation, Management International Review (MIR), Vol. 51 Issue 2, p.179.
  • Colman, Helene Loe and Grøgaard, Birgitte. (2013), Integration Vacuum: Creating Action Space for Global Strategy Implementation in International Acquisitions, Thunderbird International Business Review, Volume 55, Issue 4, p.405.
Other Resources
  • Journal, Journal of World Business.
  • Journal, Global Strategy Journal.
  • Journal, Journal of International Business Studies.
  • Journal, International Journal of Corporate Strategy and Social Responsibility.
  • Journal, Journal of Business Strategy.
  • Journal, Academy of Management Review.
  • Journal, Harvard Business Review.
  • Journal, Strategic Management Journal.
  • Publication, Forbes Magazine,
    http://www.forbes.com/
  • Publication, The Economist,
    http://www.economist.com/
  • Website, McKinsey and Company,
    http://www.mckinsey.com/insights
 
Module Delivered in
Programme Code Programme Semester Delivery
CR_BGLBP_9 Master of Arts in Global Business Practice 1 Mandatory
CR_BGLOB_9 Postgraduate Diploma in Arts in Global Business 1 Mandatory