Global Strategic management involves a high level of integration of a number of business functions and policies to give overall coherence to organisational activities. This module provides a general grounding in the tools and processes of strategic analysis, evaluation and selection and introduces ideas about the path dependency of strategy. The module also develops and applies ideas of strategic management to multi-national organisations (MNEs). The nature of MNEs and the pattern and structure of global business is examined. It acts as a core integrative module, bringing together material from a number of disciplines as well as introducing students to new concepts from the subject areas of international business and operations management.

The following topics may be covered:
Corporate and business strategy design frameworks in different contexts.

The external environments of organisations, including the international/global business environment.

Key issues in strategic management and international strategic management, including the
globalisation of business and the impact of ICT and CSR on the formulation and implementation of
strategy.

Strategic positioning and the pursuit of competitive advantage, including the role of the corporate
parent in adding value and managing synergies.

Key aspects of national and international Operations Management including its relationship with
organisational strategy.

Culture, both organisation culture and international cultures and their impact on strategic choices and
strategy implementation.

Strategic choice and implementation under different circumstances, including international strategic
choices for multi-national enterprise.

An assignment length 5000 WORDS weighted at 75%. A group presentation weighted at 25%.
Details:-
1. A 30 minute group presentation, weighted at 25% (assesses learning outcomes 1&2).
2. An individual written assignment of 5,000 words, at the end of the module, weighted at 75%
(assesses learning outcomes 1, 2, 3 & 4).

The learning strategy requires the student to commit 300 learning hours (including assessment). Of this there will be 72 hours of class or workshop support and 228 hours of independent and self-directed study for students working alone or as part of a learning group.

The tutor led sessions will tend to follow a general pattern of introduction of a topic and provision of
frameworks and models for student learning, followed by application to appropriate data or case study
materials. Classes will include group presentations. Students will be expected to obtain supplementary information from a number of paper and/or electronic sources as part of their preparation. Students are also required to form themselves into self-learning groups, which will be encouraged to meet both physically and via internet message boards.

Johnson, G., Whittington, R. and Scholes, K. (2011) Exploring Corporate Strategy: Text and Cases, 9th edition, Prentice Hall Europe.

Rugman, A. M. and Collinson, S. (2009) International Business, 5th edition, F T Prentice Hall.

Slack, N., Chambers, S., Johnston, R. (2009). Operations Management. 6th edition. FT Prentice Hall,
Harlow.

Stonehouse, G., Campbell, D., Hamill, J. and Purdie, T. (2004) Global and Transnational Business, 2nd edition, Wiley.

Case study materials from recommended textbooks and other sources, including journals and
newspapers.
Specified reading from recommended texts and journal articles.
Materials for delivering presentations.
Online resources.

CRITICALLY UNDERSTAND STRATEGIC MANAGEMENT CONCEPTS, THEIR
CONTRIBUTION TO ORGANISATIONAL PURPOSE AND DEVELOPMENT, AND HOW TO
APPLY SUCH CONCEPTS IN AN INTERNATIONAL/GLOBAL CONTEXT.
Application.
Knowledge and Understanding

APPLY APPROPRIATE TECHNIQUES FOR STRATEGIC APPRAISAL AND EVALUATION
OF STRATEGY OPTIONS FOR BOTH DOMESTIC AND GLOBAL BUSINESS. WILL ALSO
BE ABLE TO DEMONSTRATE AN UNDERSTANDING OF THE PROBLEMS OF MAKING
STRATEGIC CHOICES FROM LIMITED DATA AND THE LIMITATIONS OF MODEL DRIVEN
ANALYSIS.
Analysis.
Enquiry.

APPLY AND CRITICALLY ANALYSE KEY OPERATIONS MANAGEMENT PRINCIPLES,
CONCEPTS, THEORIES AND MODELS IN BOTH SERVICE AND MANUFACTURING
CONTEXTS AND SETTINGS.
Analysis.
Application.

RECOGNISE THE DIFFICULTIES ASSOCIATED WITH THE PLANNING AND
IMPLEMENTATION OF STRATEGIES, AND THE PROBLEMS FOR ORGANISATIONS IN
CHANGING INTERNAL BELIEFS AND PERCEPTIONS TO MAINTAIN A VIABLE FIT WITH A
CHANGING, OFTEN GLOBAL, ENVIRONMENT.
Communication.
Knowledge & Understanding.
Problem Solving.