Module Details

Module Code: MGMT8046
Title: Internationalisation Strategy
Long Title: Internationalisation Strategy
NFQ Level: Advanced
Valid From: Semester 1 - 2017/18 ( September 2017 )
Duration: 1 Semester
Credits: 5
Field of Study: 3450 - Business & Management
Module Delivered in: 1 programme(s)
Module Description: This module examines the internationalisation strategies that companies adopt when they seek to expand production or marketing overseas. The motivations for internationalisation, entry modes available to international business and the operational strategies they employ to fulfill these plans are examined. The internationalisation strategies of Irish firms will also be critically assessed.
 
Learning Outcomes
On successful completion of this module the learner will be able to:
# Learning Outcome Description
LO1 Discern the patterns of internationalisation and foreign direct investment that are evident in today's global economy.
LO2 Differentiate between alternative internationalisation strategy options.
LO3 Evaluate a country's attractiveness as a location for foreign direct investment.
LO4 Critically assess the suitability of various modes of entry into foreign markets.
LO5 Assess the complexity involved in managing manufacturing, marketing and supply chain activities in an international context.
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
Introduction to Internationalisation Strategy
Internationalisation models. Patterns of international expansion. The experience of Irish firms internationalising. Trends in foreign direct investment.
Strategic Options in Internationalisation
International, transnational, localisation and global standardization strategies.
Country Evaluation and Selection
Researching international markets, screening opportunities, analysing foreign markets.
Selecting and Managing Entry Modes
Exporting, turnkey projects, joint ventures licensing, franchising, strategic alliances and wholly owned subsidiaries.
Managing International Operations
Global manufacturing, marketing and supply chain management.
Module Content & Assessment
Assessment Breakdown%
Coursework50.00%
End of Module Formal Examination50.00%

Assessments

Coursework
Assessment Type Project % of Total Mark 50
Timing Week 8 Learning Outcomes 1,3
Assessment Description
Project on internationalisation strategy choice.
End of Module Formal Examination
Assessment Type Formal Exam % of Total Mark 50
Timing End-of-Semester Learning Outcomes 2,4,5
Assessment Description
End-of-Semester Final Examination
Reassessment Requirement
Repeat examination
Reassessment of this module will consist of a repeat examination. It is possible that there will also be a requirement to be reassessed in a coursework element.

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 3.00 3
Independent & Directed Learning (Non-contact) Non Contact Casestudies, report etc Every Week 4.00 4
Total Hours 7.00
Total Weekly Learner Workload 7.00
Total Weekly Contact Hours 3.00
Workload: Part 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 Casestudies, reports etc. Every Week 5.00 5
Total Hours 7.00
Total Weekly Learner Workload 7.00
Total Weekly Contact Hours 2.00
 
Module Resources
Recommended Book Resources
  • Charles W.L. Hill,. (2014), International Business, 9th. McGraw-Hill, US, [ISBN: 978007716358].
Supplementary Book Resources
  • David Collins. (2014), International Strategy: Context, Concepts and Implications, 1st. Wiley, [ISBN: 978140513968].
  • John Daniel, Lee Radebaugh, Daniel Sullivan. (2014), International Business, 15th. Pearson, [ISBN: 0133457230].
  • Wild, Kenneth L and Wild, John J. (2016), International Business, 8th. Pearson, [ISBN: 9780133866247].
Recommended Article/Paper Resources
  • Donnelly, Noelle. (2013), The Emergence and Internationalization of Irish MNEs., International Studies of Management & Organization, Vol. 43 Issue 1, p.26, [ISSN: 0020-8825].
  • Kenichi Ohmae. (1989), The Global Logic of Strategic Alliances, Harvard Business Review, March–April,
    https://hbr.org/1989/03/the-global-logic -of-strategic-alliances
  • Ryan Trudgen and Susan Freeman. (2014), Measuring the Performance of Born-Global Firms Throughout Their Development Process: The Roles of Initial Market Selection and Internationalisation Speed, Management International Review (MIR), Vol. 54 Issue 4, p.551, [ISSN: 0938-8249].
  • Sharon Loane, Jim Bell. (2006), Rapid internationalisation among entrepreneurial firms in Australia, Canada, Ireland and New Zealand: An extension to the network approach, International Marketing Review, Volume 23, Issue 5, p.467, [ISSN: 0265-1335].
Supplementary Article/Paper Resources
  • Dave Crick and James Crick. (2014), The internationalization strategies of rapidly internationalizing high-tech UK SMEs, European Business Review, Vol. 26 Iss 5, p.421, [ISSN: 0955-534X].
  • Shiri D., Vivek , R. Glenn Richey. Understanding performance of joint ventures: Modeling the interactional strength of fit between partners, Publication Cover The International Journal of Logistics Management, Vol. 24 Iss: 3, p.356, [ISSN: 0957-4093].
Other Resources
  • Journal, European Journal of International Management.
  • Journal, Global Strategy Journal.
  • Journal, Journal of International Business Studies.
  • Journal, Journal of International Management.
  • Journal, Journal of World Business.
  • Journal, Journal of International Marketing.
  • Journal, International Business Review.
  • Website, World Trade Oganisation,
    https://wto.org
  • Website, International Trade Magazine,
    http://intrademagazine.com/
  • Website, United Nations Industrial Development Organisation,
    http://www.unido.org/
  • Website, The World Bank,
    http://www.worldbank.org/
 
Module Delivered in
Programme Code Programme Semester Delivery
CR_BMRKT_8 Bachelor of Business (Honours) in Marketing 8 Elective