Demonstrate knowledge and critical understanding of the fundamental concepts, principles, theories, practices, and legislative frameworks underlying international business
2025-03-17 00:40:17
Global Strategy Development and Implementation
Module Code: BMG872 (63829)
Please be aware the information provided within the module handbook is subject to change.
Module Code: BMG872 (63828)
Table of Contents
1. Module Overview and Communication
2. Sustainable Development Goals (SDGs) and Graduate Attributes (GAs) in your module
3. Aim and Learning Outcomes
4. Assessment and Feedback
5. Learning Resources
6. Organisation and Management
7. Student Voice and Support Services
1. Module Overview and Communication
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Module Details
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Module Title
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Global Strategy Development and Implementation
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Module Code
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BMG872
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Module Level
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7
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Credit points
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15
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Module Status
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Core
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Semester
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1
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Location
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QA – London & Birmingham
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Delivery Mode
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Face-to-face
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Contact Details and Communication Methods
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Module Coordinator
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Teaching Staff Contact Details
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General Information, Queries and Consultations
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If you require advice on any aspect of the module, please read the guidance provided here, in the Module Handbook.
For General Queries, please utilise the class Discussion Board. For Specific Queries or studies advice, you can avail of the ‘Virtual Office Hours’. Please contact your module tutor if you have questions relating to the module or wish to schedule an appointment. Please note, we aim to respond to emails within 48 hours during the working week.
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Module Announcements
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Key announcements will be presented during tutor-led activities.
Out of class communication including notifications, reminders, etc will be distributed via the Blackboard Announcement tool. You will receive a duplication of the announcement direct to your student email inbox. It is essential that you check your emails regularly.
It also advisable that you download the ‘Blackboard’ App as an alternative to access these announcements, notifications, and reminders as well as content.
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2. Sustainable Development Goals (SDGs) and Graduate Attributes (GAs) in your module
Sustainable Development Goals (SDGs)
The UN SDGs are a comprehensive set of global goals to end poverty, protect our planet, and improve living conditions of the Global Population. You are encouraged to think critically and reflect on SDGs in the context of this module.
The following SDGs are relevant in the context of this module:
Graduate Attributes (GAs)
Ulster University’s Graduate Attributes are a high-level set of competencies, developing universal understandings, skills, qualities, and values.
As a result of engaging with this module you will have opportunities to develop and practise the following selected attributes:
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Thriving Individual
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D
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A
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Engaged Learner
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D
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A
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Enhancing Potential
Confidence and Resilience
Well-being
Growth Mindset
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Subject Specialist
Creative Problem Solver
Researcher
Critical Thinker
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Collaborative Professional
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D
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A
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Active Citizen
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D
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A
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Responsible Team Player
Effective Communicator
Enterprising Innovator
Digital Fluent Professional
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Citizen with Integrity
Inclusive Citizen
Sustainable Citizen
Future Thinker
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KEY:
D = Developed
A = Assessed
3. Aim and Learning Outcomes
Module Rationale
The strategic management process helps organisations identify what they intend to achieve and how they will accomplish valued outcomes. The magnitude of this challenge is greater today than ever before. A new competitive landscape is developing as a result of the increasing globalisation. This module analyses how organisations can use the strategic management process to understand international competitive forces and develop competitive advantage systematically and consistently.
Overall Aim of the Module
The primary aim of this module is to develop an understanding of the strategic management of an enterprise engaged in international business. This includes understanding how the competitive position of a firm is devised based on analysing structure, country-based sources of advantage and their distinctive competencies. Further, translating strategy into organisational action requires understanding of the advantages and disadvantages of the many organisational forms and processes that may be used to attain the desired competitive position. Many inner-organisational and outer-organisational factors affect the implementation of the global strategy; therefore it is vital for graduates to understand global strategy implementation success factors.
Learning Outcomes
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What you should be able to do by the end of this module?
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Successful participants will be able to:
1)Demonstrate knowledge and critical understanding of the fundamental concepts, principles, theories, practices, and legislative frameworks underlying international business as an academic discipline and as a tool for improved management of international businesses.
2)Apply critical evaluation to complex arguments and evidence in the field of international business.
3)Formulate strategies to support successful international operations in diverse contexts.
4)Assess the implications, risks, security, integrity, and confidentiality aspects of applying innovative solutions for today`s dynamic international organisations.
4.Assessment and Feedback
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What you need to do to demonstrate achievement of learning?
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Summary Assessment Information
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This module will be assessed via one item of assessment
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Type
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Assessment method and submission date:
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Percentage (%) and word count equivalent
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Feedback due date
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Individual Assignment
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3000-word individual assignment
Monday 12th May 2025
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100%
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+3 weeks post submission date
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Assessment Guidance
1)Word count includes the title page, contents page, in-text references and citations but excludes tables, reference list and appendices.
2)Your work should include references to relevant journal articles and other good quality information sources and should be properly laid out using the Harvard system of referencing. More detailed guidance is available in the ‘Guide to Referencing in the Harvard Style’. We encourage you to make good use of all the support services offered by your Faculty Subject Librarian, further details are in the Learning Support Services Section.
3)You should refer to the assessment criteria to provide fuller details of the marking criteria for each classification band.
4)In addition, you should refer to the standard assessment guidelines as presented in your Course Handbook/Support Area, this includes guidance and policies on referencing style, plagiarism, etc.
5)We recommend the use of Studiosity which offers constructive feedback on draft written submissions within 24 hrs.
6)Coursework must be submitted by the dates specified. Coursework submitted after the deadline, without prior approval, is not normally accepted. For further guidance on the late submission of coursework, please see the course handbook.
7)Non-compliance with the word limit will result in a penalty being applied in accordance with the University Word Limit Policy which can be found on your Course Support Area in Blackboard.
Coursework
INDIVIDUAL ASSIGNMENT
Students are required to complete an individual assignment of 3000 words.
Coursework – BRIEF
Taking a case study approach, critically assess the global strategy of a multinational corporation (MNC) of your choice. Using theoretical models studied in this module, analyse the MNC’s competitive positioning and international expansion strategies. Evaluate the MNC’s success in different global markets, considering its adaptation to local contexts. Additionally, discuss how emerging trends in technology and sustainability impact the MNC’s global strategy. Finally, propose recommendations for enhancing the MNC’s competitive advantage and global performance, using insights from the theoretical models.
a)Detailed assessment guidance will be given in the Week 2 Seminar and aims to provide advice on the use of media/technologies for this assessment exercise.
b)Completed assignments must be submitted in Word format via the Turnitin Dropbox in your Blackboard Course Area by the specified date and time outlined in the Key Assessment Information Table above.
c)All submitted assignments should have the file name:
i)"SurnameFirstNameBNumber"
ii)e.g. BrownJohnB00001234_AssignmentOne.
Coursework 1 – FEEDBACK
Written feedback on the assessment will be provided via Blackboard with 21 days.
Coursework 1 – ASSESSMENT RUBRIC/MARKING PROFORMA
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Excellent 70 – 100
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Very Good 60 – 69
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Good 50 – 59
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Poor (fail) 45-49
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Fail 0-44
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Knowledge
Knowledge and understanding
20%
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Exceptional knowledge and understanding of relevant, complex principles and concepts and the development and advancement of ideas and practice
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Wide knowledge and depth of understanding of importance principles and concepts and the development of ideas and practice.
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Appropriate knowledge and depth of understanding of key principles and concepts with some understanding of their relevance to and development in practice.
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Basic knowledge and depth of understanding of key principles and concepts with only a very basic understanding of their relevance to and/or development in practice.
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Very limited/superficial knowledge and depth of understanding of key principles and concepts with very basic understanding of their relevance to and/or development in practice displayed
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Application
Evidence of application of theoretical models/concepts
30%
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Excellent identification and advanced application of theoretical concepts or models informed and critically analysed extensively by current research and practice in this area.
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Very good identification and application of theoretical concepts or models informed and analysed by current research and practice in this area.
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Good identification and application of theoretical concepts or models with some link to research in this area.
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Occasional identification and application of theoretical concepts or models.
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Limited identification and application of theoretical concepts or models
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Analysis
Analysis and interpretation
25%
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Critical insightful evaluation and synthesis of a wide range of views, issues and complex information which demonstrates a highly original and reflective approach.
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Critical evaluation and synthesis of a wide range of views, issues and complex information which demonstrates an original and reflective approach.
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Some critical evaluation and synthesis of key issues and material.
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Some basic evaluation and synthesis of pertinent issues and information. Lacks originality and/or reflection.
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Very limited evaluation. Mainly description of key issues and information. Lacks originality and reflection.
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Reading
Reading, referencing, bibliography/reference list
15%
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Extensive evidence of integrating high quality and relevant supplementary sources. Outstanding citations, referencing and bibliography in accordance with Harvard guidelines.
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Evidence of extensive reading of supplementary sources. Comprehensive citations, referencing and bibliography in adherence to the Harvard guidelines.
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Evidence of reading of supplementary sources. Adequate citations, referencing and bibliography mainly in accordance with the Harvard guidelines
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Limited evidence of supplementary reading. Citations, referencing and bibliography limited and not in adherence to the Harvard guidelines.
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Minimal/limited evidence of additional reading. Inadequate citation, referencing and bibliography.
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Structure
Presentation, structure, grammar, and spelling
10%
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Outstanding well-directed presentation, logically and coherently structured, sophisticated style adopted. Correct grammar and spelling throughout.
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Excellent presentation, logically structured and a coherent style adopted. Mainly correct grammar and spelling.
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Acceptable presentation, clear orderly structure and coherent style used. Acceptable grammar and spelling.
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Adequate presentation and structure, very basic style. Errors in grammar and spelling.
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Poor/inadequate presentation and structure. Basic approach adopted. Errors in grammar and spelling.
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5. Learning Resources
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A list of current learning resources specifically chosen to build your knowledge and understanding for this module
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Reading List
Also available online via Key Links: https://ulster.keylinks.org/#/
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Books/Journal Article/Publications Required Reading (Must read)
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Hill, C.W.L and Hult, G.T.M (2021) International Business, Competing in the Global Marketplace. 13th ed. New York: McGraw Hill Education
Wheelen, T. L., Hunger, J. D., Hoffman, A. N., and Bamford, C. E. (2018) Strategic Management and Business Policy: Globalization, Innovation and Sustainability, 15th Global ed. Harlow, UK: Pearson Education Limited
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Books/Journal Article/Publications Recommended Reading (Should read/Could read)
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Collinson, S., Narula, R., and Rugman, A. M. and Qamar, A. (2020) International Business, 8th ed., Harlow, UK: Pearson Education Limited
Daniels, J. D., Radebaugh, L. H. and Sullivan, D. (2021) International Business, Global Edition, 17th ed. Harlow, UK: Pearson Education Limited
Hamilton, L and Webster, P (2015) The International Business Environment, 3rd ed., Oxford, UK: Oxford University Press
Hill, C. W. L., and Hult, G. T. M (2018) Global Business Today, 10th ed. New York: McGraw- Hill Education
Hunger, J.D. and Wheelen, T.L. (2014) Essentials of Strategic Management: New International Edition. 5th ed., Harlow, UK: Pearson Education Limited
Johnson, G., Schholes, D., Whittington, R., Regner, P., and Angwin, D., (2020) Fundamentals of Strategy. 5th ed., Harlow, UK: Pearson Education Limited
Johnson, G., Scholes, D., and Whittington, R., (2017) Exploring Corporate Strategy. 11th ed. UK: Prentice Hall
Lynch, R. (2018) Strategic Management. 8th ed., Harlow, UK: Pearson Education Limited
Porter, M.E., (1998), Competitive Advantages of Nations, MacMillan Business
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Books/Journal Article/Publications Recommended Reading (Should read/Could read)
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Radebaugh, L. H., Sullivan, D., and Daniels, J. D. (2021) International Business, Environments and Operations, 17th ed. Harlow, UK: Pearson Education Limited
Vietor R.H.K., (2007), How Countries Compete Strategy, Structure, and Government in the Global Economy, Harvard Business School Press
Wall, S and Minocha, S. (2015) International Business, 4th ed., Harlow, UK: Pearson Education Limited
Wild, J.J., and Wild, K.L., (2020) International Business. The Challenges of Globalization. 9th ed. Harlow, UK: Pearson
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Useful Journals, Library Databases and Websites
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Academy of Management Journal
Business Week
The Economist
The Financial Times
Global Fortune Magazine
Forbes
Harvard Business Review
International Management
Journal of Business Strategy
Journal of International Business Studies
Journal of Management Studies
Management International Review
Strategic Management Journal
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6. Organisation and Management
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Types of learning activities that will make up your weekly timetable
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BMG872 Global Strategy Development and Implementation, is a 15-credit point module, this requires approximately 150 hours of your commitment, distributed through the following learning and teaching activities over the 15-week semester. For a description of the nature of the learning activities please refer to your course handbook.
Summary of Learning Activities
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Learning Activities: Week 1-12
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Indicative Weekly Hours
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Total Hours (150 hours)
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Lecture and Class Activities
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2 hours
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24
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Seminar or Seminar Activities
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1 hour
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12
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Other, Directed Learning Activities
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3 hours
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36
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Independent Study: Week 1-15
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Indicative Guide
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Assigned Reading and Note-taking
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2 hours
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30
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Assessment Activities and Seminar Preparation
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3.5 hours
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52
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The teaching and learning plan provides a more detailed overview of content on a weekly basis.
Module delivery will typically consist of a two-hour lecture and a one-hour Seminar although format may vary slightly between weeks/sessions.
Seminars – please refer to the teaching and learning plan below for the seminar topic. Attendance at seminars is most important and therefore will be monitored.
Teaching and Learning Plan
The teaching plan/order of weekly topics is subject to change. The list below provides an outline summary of weekly activities and further information is available on BBL in the relevant week’s folder. Students will be expected to engage in all prescribed activities that contribute towards final assessment.
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Week/L&T Methods
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Curriculum Content/Topic Title
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Week 1 Lecture
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Introduction to Global Strategy, Development and Implementation – Module Overview
- Introduction to students, staff and module
- Understand the teaching and assessment requirements to successfully complete the Global Strategy, Development and Implementation Module over the next 12 weeks
- Reflect on your previous knowledge of business strategy
- Consider what business strategy means in an international context
- Identify a multinational corporation and review its corporate plan
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Week 2 Lecture
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Globalisation
- Explain the concept of globalisation
- Describe the changes which have taken place in the global business environment in the last century
- Describe the effects of globalisation on markets and production
- Describe the institutions that support globalisation
- Explain how technology and innovation in transportation support globalisation
- Discuss pros and cons of globalisation and its effects on developing nations
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Week 3 Lecture
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The Global Environment
Explain the different political, economic and legal systems
- Illustrate the implications of these systems for international business
- Outline the determinants of economic development
- Discuss the relationship between democracy and development
- Explain the significance of national cultures and subcultures within nations
- Evaluate the cultural role of religion and its influence on the practice of business
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Week 4 Lecture
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Global Strategy and Sources of Competitive Advantage
- Define the components of new trade theory
- Describe the implication of new trade theory for business and government
- Discuss and apply the theory of National competitive advantage
- Explain the basis for strategic trade policy
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Week 5 Lecture
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International Strategy Formulation
- Understand the meaning of strategy for firms within an international context.
- Suggest the reasons why firms may decide to enter international business.
- Discuss the important of value creation within an international context.
- Identify the benefits from international strategies
- Outline the basic strategies undertaken by MNEs, and specifically focus on how they relate to the needs for local responsiveness and cost minimization
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Week 6 Lecture
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Strategic Initiatives for Global Growth
- Evaluate the criteria that firms use to select foreign markets for international growth.
- Outline the importance of timing of entry and scale of entry for the firm.
- Define and list the advantages and disadvantages of the six market entry modes.
- Define and describe the benefits and challenges associated with acquisitions versus Greenfield ventures
- Analyse the benefits and challenges of strategic alliances
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Week 7 Lecture
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International Strategy Implementation
- Discuss the complexity and identify the challenges associated with strategy implementation;
- Understand the importance of staff communications in strategy implementation;
- Identify the linkages between strategy implementation and organisational structure;
- Evaluate four stages of corporate development;
- Explain the role of business re-engineering in strategy implementation;
- Analyse the implications for international business when implementing strategy.
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Week 8 Lecture
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International Strategy for MNCs
- Discuss the selection of an optimal manufacturing location based on country factors, technological factors and product factors
- Illustrate the advantages, disadvantages, and problems associated with coordinating a tightly linked global manufacturing system
- Examine how some market segments transcend national borders, while in other situations the structure of market segments differs significantly across countries.
- Understand the factors that cause firms to alter the marketing mix across countries.
- Discuss issues related to the location of R&D facilities and linking marketing and R&D in new product development
- Identify the issues and problems with expatriate staffing and highlight guidelines relating to the performance appraisal of expatriates
- Suggest some actions for managerial training and development for international firms
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Week 9 Lecture
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Strategic Integration and Management of MNCs
- Identify the different kinds of organisational structures and internal control mechanisms that international businesses can use to manage global operations
- Discuss the advantages and disadvantages of centralised and decentralised decision systems.
- Present the basic types of organisational forms that multinational firms use.
- Describe the control systems and integrating mechanisms available to multinational firms
- Evaluate organisational architecture, control systems, integrating systems, and decision-making choices multinational firms and their linkages with their strategy and industry environment
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Week 10 Lecture
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International Strategy: evaluation, control, monitoring and control in MNCs
- Discuss the importance of evaluation and control within an MNC
- Illustrate and describe the evaluation and control process
- Identify at least eight methods employed to measure performance of firms
- Discuss how non quantifiable measures can lead to organisational success
- Highlight how firms can overcome international challenges of control
- Recommend guidelines on how firms should ensure proper control within their organisations.
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Week 11 &
Week 12
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Assignment Preparation and Module Reflection and Revision
- Reflect and review on the module content and delivery.
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ASSIGNMENT DEADLINE DATE
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Monday 12th May 2025
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7. Student Voice and Support Services
Student Voice
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Advice Bureau Service
If you are experiencing difficulties that are impacting your studies, you can contact the Advice Bureau in the Students’ Union (UUSU). You can get advice and guidance on issues such as - complaints, appeals, housing problems, disciplinaries, and info on various support providers available. To have a chat with the team,
Student Wellbeing Service
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Student Wellbeing support is free and confidential, and you can make contact via email
08:45-17:00 Monday to Thursday and 8:45-16:00 Friday
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