To provide conceptual frameworks within which to formulate and analyse global strategy;

To provide practical experience of formulating strategy;

To analyse theory and evidence regarding the configuration and governance of international operations;

To analyse conceptual frameworks within which to frame ethical conduct in international business.

(LO1) Students will be able to explain resource-based and institutional approaches to international strategy

(LO2) Students will be able to explain generic forms of growth and diversification

(LO3) Students will be able to explain the principal forms of internal organisation and governance of multinational enterprises

(LO4) Students will be able to explain the main forms of international entry and growth and when each is likely to be the preferred approach

(LO5) Students will be able to explain how the nature of global production, logistics and distribution have changed and why and how firms can evaluate their preferred configuration

(LO6) Students will be able to explain how competition evolves in international business and how multinational enterprises can maintain and upgrade their competitive strengths

(LO7) Students will be able to explain the nature and form of strategic alliances and when these will be preferred to international mergers and acquisitions

(LO8) Students will be able to explain the key ethical issues facing international businesses and apply appropriate frameworks for framing ethical behaviour.

(S1) Adaptability

(S2) Problem-solving skills

(S3) Numeracy

(S4) Commercial awareness

(S5) Teamwork

(S6) Organisational skills

(S7) Communication skills

(S8) IT skills

(S9) International awareness

(S10) Lifelong learning skills

(S11) Ethical awareness

Teaching Method: Lecture
Scheduled Directed Student Hours: 24
Attendance Recorded: No

Teaching Method: Seminar
Scheduled Directed Student Hours: 6
Attendance Recorded: Yes
Notes: Seminars will consider a variety of case studies and discussion questions in order for students to consolidate understanding and explore areas of ambiguity inherent in the module content.

Self-Directed Learning Hours: 120
Description: Students are expected to read and prepare for classes. Please see module handbook for further information.

Non-modular Requirements
MKIB225 or MKIB253

Skills/Other Attributes Mapping

Skills / attributes: Lifelong learning skills
How this is developed: Critical reflection, as in the coursework appendix, is a key way in which lifelong learning is done
Mode of assessment (if applicable): Examination and Individual coursework

Skills / attributes: International awareness
How this is developed: Centra l to the course
Mode of assessment (if applicable): Examination and Individual coursework

Skills / attributes: IT skills
How this is developed: Required for effective participation in game and production of report
Mode of assessment (if applicable): Individual coursework

Skills / attributes: Communication skills
How this is developed:
Mode of assessment (if applicable): Examination and Individual coursework

Skills / attributes: Organisational skills
How this is developed: Required for effective participation in the game
Mode of assessment (if applicable)

Skills / attributes: Teamwork
How this is developed: Game gives experience of participating in a multicultural team. Not assessed but to be included in the reflective appendix to the report
Mode of assessment (if applicable)

Skills / attributes: Commercial awareness
How this is developed:
Mode of assessment (if applicable): Examination and Individual coursework

Skills / attributes: Numeracy
How this is developed: Simple analysis of financial information
Mode of assessment (if applicable): Individual coursework

Skills / attributes: Problem-solving skills
How this is developed:
Mode of assessment (if applicable): Individual coursework

Skills / attributes: Adaptability
How this is developed: Developed through playing the game and might be reflected on in your reflective appendix to the report
Mode of assessment (if applicable)

The concept of the MNE, differences between global and local markets

The industry-based view of the MNE: The macro environment & Pestel model and Porter's five forces

The resource-based view of the MNE: RBV, VRIO, dynamic capabilities and the value chain and SWOT analysis

The strategic view of the MNE: Institutional view and Strategic view

MNE strategies in the global environment : Liability of foreignness and entry modes; The local/global dilemma and 6 ways of entering a market

Working for an MNE

The boundaries of the MNE: MNE organizational structures; Knowledge management & innovation; Strategic alliances; M&A and restructuring

The boundaries of the MNE II: managing activities on firm boundaries:

The MNE and its stakeholders: CSR & stakeholder theory and Global HR