Strategy for International Managers
In this module we explore different aspects of strategy and strategic management within a global context. It is critical for anyone aspiring to manage their own business, become a senior executive or consultant to have a clear understanding of the concepts and ideas needed to effectively craft and execute strategy. We cover classical and current theory but also provide a practical focus with a simulation and a number of international case studies.
Full module specification
|Module title:||Strategy for International Managers|
|Duration of module:||
Duration (weeks) - term 2: |
The aims of this module are to:
- enable you to explore the role of strategy at different organisational levels
- enable you to characterise and conceptualise different perspectives of strategy
- give you practical experience of working on strategic issues in a team using a simulated international business environment
ILO: Module-specific skills
- 1. diagnose an international organisations situation by critically analysing its external and internal environments, taking into account context in the choice of tools and frameworks used;
- 2. apply a range of module theories and frameworks for describing and setting an organisations direction;
- 3. evaluate a range of strategic options using objective criteria to support and justify recommended decisions and use these skills in case study discussions and simulations;
- 4. actively and critically use module concepts to manage the delivery of an organisations strategy;
- 5. critically assess a range of strategic theories and models in terms of their validity and usefulness for international managers;
- 6. explain how dynamism and complexity are changing the field of strategy for international managers
ILO: Discipline-specific skills
- 7. identify, evaluate and use appropriate theory expounded in learned academic works;
- 8. enhance the conceptual location of international management theory and practice;
- 9. synthesise and construct conceptual frameworks from multiple managerial perspectives;
- 10. reflect on practical case experiences from the international business arena.
ILO: Personal and key skills
- 11. explain the difference between complex but tractable problems and truly wicked or soft problems;
- 12. assess solutions to strategic problems in multi-layered as opposed to binary terms;
- 13. demonstrate team working skills;
- 14. reflect on their own and their teams performance in a strategy simulation;
- 15. demonstrate written communications skills.
Learning activities and teaching methods (given in hours of study time)
|Scheduled Learning and Teaching Activities||Guided independent study||Placement / study abroad|
Details of learning activities and teaching methods
|Category||Hours of study time||Description|
|Scheduled learning and teaching activities||22||Consisting of 1 hour lectures and 2 hour workshops/case classes|
|Scheduled learning and teaching activity||2||Simulation coaching: Each team of 3 or 4 students will be able to meet with the module lead for at least two hours during the course of the Simulation.|
|Guided independent study||126||Reading, preparation for classes and assessments|
|Form of assessment||Size of the assessment (eg length / duration)||ILOs assessed||Feedback method|
|Strategy Simulation Practice rounds||There will be 2 practice decision making rounds during which the teams of students (3 or 4 per team) will need to make strategic decisions within the simulation this will take about 2 hours per round. Each team will receive a report after each round (within 30 minutes of the decision round closing) which shows their performance relative to the other simulation companies run by their peers.||1, 3, 4, 5, 6, 9, 10, 12, 13||Performance comparison with other groups within the cohort and from over 5,000 other global users of the Business Strategy Game (BSG) simulation. Verbal feedback from module team in de-brief session during lecture|
|Strategy Simulation Decision Round reports||Once the simulation starts groups will receive a report after each of the rounds and will be able to change their strategy in order to change the performance of their company on 5 metrics these will then be used to at the end of the final round (8) to calculate the group mark as detailed below.||1,3,4,5,6,9,10,12,13||Performance comparison with other groups within the cohort Coaching from module lead|
Summative assessment (% of credit)
|Coursework||Written exams||Practical exams|
Details of summative assessment
|Form of assessment||% of credit||Size of the assessment (eg length / duration)||ILOs assessed||Feedback method|
|Simulation includes individual grades for two MCQ open book quizzes and a peer evaluation element as well as a team grade for the performance of each company in the simulation (run by teams of 3 or 4 students over 8 decision making rounds during the term)||30||MCQ1: 45 minutes (20 questions) MCQ2: 90 minutes (20 questions) Peer Evaluation: 30 minutes (12 questions) Simulation rounds: There will be 8 decision making rounds during which the teams of students (3 or 4 per team) will need to make strategic decisions within the simulation this will take about 2 hours per round. Each team will receive a report after each round (within 30 minutes of the decision round closing) which shows their performance relative to the other simulation companies run by their peers||1,3,4,5,6,9,10,12,13,14||A mix of automated feedback via the Simulation website (e.g. for the MCQ quiz questions and at the end of each decision round) along with written feedback for each industry at the end of each decision round and verbal feedback from the module convenor to each team during the consultancy meetings.|
|Individual reflective report on Simulation Experience||20||1000 words||7,8,5,9,10,13, 14,15||Written feedback to individual from module team via Bart|
|Individual Case Analysis: Candidates will receive a 6-7,000 word case study and series of questions with at least three weeks to analyse the case and prepare answers before submission via eBart||50||2000 words||1,2,3,4,6,7,8,9, 10,11,15||Generic feedback on cohort strengths and weaknesses and commentary on questions published on ELE after the assessment. Individual written feedback on each paper from module team on Bart.|
Details of re-assessment (where required by referral or deferral)
|Original form of assessment||Form of re-assessment||ILOs re-assessed||Timescale for re-assessment|
|Simulation (30%)||Short answer questions (30%)||1,3,4,5,6,9,10, 12,13,14||August|
|Reflective Report (20%)||Reflective Report (20%, 1000 words)||5,7,8,9,10,13,14,15||August|
|Individual Case Analysis (50%)||Report (50%, 2000 words)||1,2,3,4,6,7,8,9,10, 11,15||August|
Due to the group work nature of the simulation assessment it will be impossible to recreate this for an individual student so the re-assessment will be an essay reflecting their learning from the module equivalent to 50% of the marks.
- What is Strategy and why is it important for International Managers?
- Unifying module framework – the 6Ds of Strategic Management
- Wicked problems and endless solutions – why strategy requires a different way of thinking.
- Analysing the global macro-environment
- Assessing global and local industries and competition
- Evaluating an international organisation’s internal environment
- Summarising the organisation’s situation – identifying critical issues and assessing their impact.
- Developing the mission, vision, values and strategic objectives for international organisations
- Managing stakeholders in a globalised context
- Leadership and culture and their influence on the organisation’s overall direction
- Deciding where to compete internationally
- Deciding how to compete
- Deciding who to work with
- Evaluating and choosing between different options
- Decision making processes – from deliberate to emergent strategy
- Configuring global and international organisations to execute strategy effectively
- Control systems and measurement of delivery
Dynamism and Disorder:
- The importance of context in strategic management
- Coping with different levels of volatility, uncertainty, complexity and ambiguity in the global environment
- The rise of high-velocity/hypercompetitive environments
Indicative learning resources - Basic reading
Core Text for the Module:
Thompson, A. Strickland, L., Janes, A., Sutton, C. Gamble, J., and Peteraf, M., (2017) Crafting and Executing Strategy: The quest for Competitive Advantage , 2nd International edition, McGraw-Hill, Maidenhead. – you will have access to this as an e-book/Smartbook as well resources on McGraw-Hill’s Connect platform – such as end of chapter quizzes and exercises as well as short video cases and additional examples and illustrations.
A range of articles from Strategic Management Journal, McKinsey Quarterly, Harvard Business Review, Long Range Planning and other relevant journals will be set as reading to help deepen your knowledge of various topics – links will be posted to ELE to access these via the e-library system.
Module has an active ELE page?
Indicative learning resources - Web based and electronic resources
A range of materials will be posted to the ELE page for the module – links to websites/news stories and other sources of interest to international managers studying strategy. There will also be discussion forums on ELE for the module and also an optional group on LinkedIn.
The module will make use of a web-based global strategy simulation BSG in order to give students experience of making strategic decisions for a global enterprise.
Last revision date