Professional Documents
Culture Documents
Semester 2
2012/2013
1. Module Information
Name of module: International Business Strategy Module code: BNS8060 Credit value: 10 Semester: 2 Lecture schedule: This course comprises of 18 hours of lectures. The lectures are between 3:30-5:30pm and in NUBS 1.03 Lecture outline: Thursday 7 February Thursday 14 February Thursday 21 February Thursday 28 February Thursday 7 March Thursday 14 March Thursday 18 April Thursday 25 April Thursday 2 May
3. Module Aims
The module aims to provide students with an advanced appreciation of the concept and practice of business strategy within an international, global context. The objective, through students' independent study and reinforcement from the lecturer, will be to provide a sound understanding of the problems, approaches and techniques associated with strategy and competition within an increasingly globalised context. The module also aims to broaden and deepen students 2
knowledge and understanding of the key issues and activities involved in internationalization of business strategy.
Independent learning is a crucial part of the learning experience in Business Strategy. Students are responsible for their own learning. Lecture Notes: The lecture notes for the International Business Strategy course (NBS 8060) will be usually available on Black board before the lecture. To access the material you need to enter an identification number: your computer service number. The password is your student registration number. The help number is helpline@ncl.ac.uk or telephone extension 5999. The lecture notes and other materials on Blackboard are not a substitute for attendance at lectures or for personal study and reading. The notes provide a framework and guidance for your personal scholarship.
6. Assessment
Individual Essay: 100% Word Count: 3500 words Submission date: The essay must be submitted no later than 9am on MONDAY 29th April 2013 The essay must be submitted in two ways (all by 9am on the submission date): Submit one hard copy to the submission boxes in the Postgraduate Lounge (Room 5.07) Submit an electronic copy to Turnitin using the assignment link via Blackboard. In accordance with standard university procedures: Any work submitted after 9am on the day of the deadline will receive a capped mark of 50. Any work submitted over 7 days late will receive a mark of zero and no feedback will be provided. Marking criteria: Refer to the marking criteria in your degree programme Handbook.
Essay Question:
Using an organisation of your choice, critically evaluate [1] the way entry strategy for the launch of a product or service into a new international market is formulated and implemented in the organisation in dealing with its competitive environment; [2] the success of these actions; and [3] how strategic decision-making and strategies can be improved. NB! Wikipedia: Due to the unreliable nature of Wikipedia, please DO NOT use this website as a basis for reference in any piece of assessment a standard University deduction will be applied to students not adhering to this policy.
7. Lecture Programme1
University of Newcastle Business School adheres to the ideal of research led teaching. This means that our aim is not only to transmit standard information and textbook knowledge to you, but to try and equip you with the most recent insights and developments in the fields that we, your lecturers, study at the moment. The benefits of this approach are that you will get unmediated exposure to theories and studies, but also to trends and problems that occupy researchers in strategy, organisation studies, and management so that you can gain understanding of the role of research in this discipline. This also means, however, that any specific module cannot attempt to cover all aspects of the topic, but will instead try to pick a number of key themes and deal with those in detail, going beyond the general statements and summaries you tend to find in textbooks. In this module, the focus lies on the development of knowledge and understanding of multi-level processes involved in organisational and managerial practice, following the programme outlined below.
Week 23
7 February
AT
and
International
Strategies
Peng, M. and Meyer, K. (2011) International Business, Cengage Learning EMEA. Dicken, P. (2007) Global Shift: Mapping the Changing Contours of the th World Economy, 5 Ed., London: Sage. Hall, P.A. and Soskice, eds. (2001) Varieties of Capitalism, Oxford University Press. Brouthers KD, Brouthers LE. 2000. Acquisition or Greenfield Start-up? Institutional, Cultural and Transaction Cost Influences. Strategic Management Journal 21(1): 89-97 Erramilli MK, Rao CP. 1993. Service Firms' International Entry-Mode Choice: A Modified Transaction-Cost Analysis Approach. Journal of Marketing 57(3): 19-38 He X, Wei Y. 2010. Linking Market Orientation to International Market Selection and International Performance. International Business Review In Press Madhok A. 1997. Cost, Value and Foreign Market Entry Mode: The Transaction and the Firm. Strategic Management Journal 18(1): 39-61
Week 24
14 February
TM
Child J and Yan Y (2003) Predicting the performance of international joint ventures: an investigation in China, Journal of Management Studies, 40(2): 283-320. Hamel G (1991) Competition for competence and inter-partner learning within international strategic alliances, Strategic Management Journal, 12: 83-103. Week 25
21 February
Guest Lecture on Mergers and Acquisitions presented JW by NUBS Director, Prof. John Wilson
Recommended Reading:
Cartwright S and Cooper CL, Managing Mergers, Acquisitions and Strategic alliances: Integrating People and Cultures, Oxford: ButterworthHeinemann, 1996. Child J, Faulkner DO and Pitkethly R, The Management of International Acquisitions, Oxford: Oxford University press, 2003. Lubatkin M (1983) Mergers and the performance of the acquiring firm. Academy of Management Review, 8: 218-225. Kitching J (1974) Winning and losing with European acquisitions. Harvard Business Review, 52: 124-136. Barney JB (1990) Management objectives in mergers and acquisitions. Strategic Management Journal, 11: 79-86. Chatterjee S (2009) The keys to successful acquisition programmes. Long Range Planning, 42: 137-163. Hayward MLA and Shimizu K (2006) De-commitment to losing strategic action: Evidence from the divestiture of poorly performing acquisitions. Strategic Management Journal, 27(6): 541-557.
Week 26
28 February
Week 27
7 March
TM
Carter C, Clegg S, Kornberger M (2010) Re-framing Strategy: Power, Politics and Accounting. Accounting, Auditing and Accountability Journal , 23(5): 573-593. Clegg, S., Carter, C., Kornberger, M. and Schweitzer, J. (2011) Strategy Theory & Practice, London: Sage, Chapter 9.
Week 28
14 March
TM
Week 33
18 April
Holland, J. B. (2006). "Fund Management, Intellectual Capital, Intangibles and Private Disclosure. Managerial Finance 32(4): 277-316. Ingley, C. B. and N. T. v. d. Walt (2004). "Corporate Governance, Institutional Investors and Conflicts of Interest." Corporate Governance 12: 534-551.
Week 34
25 April
TM
Week 35
2 May
Concluding Session
AT/ TM
8. Electronic Resources
There is no formal requirement that students consult specialised journal articles in addition to the main reading list given. However, if you do wish to engage in more detailed and advanced reading it is recommended that you browse through recent and past journal articles held in the Library. The following are excellent journals designed in part to help bridge scholarly research and practice. They are accessible, relevant, less overtly theoretical but academically respected: Academy of Management Review Academy of Management Journal Administrative Science Quarterly British Journal of Management Human Relations Journal of Management Studies Management Learning Organisation Organizational Behaviour and Human Decision Processes Organization Studies Human Resource Management Journal 8
Strategic Management Journal Long Range Planning The following are excellent journals designed in part to help bridge scholarly research and practice. They are accessible, relevant, less overtly theoretical but academically respected Academy of Management Executive (now The Academy of Management Perspectives) Harvard Business Review Sloan Management Review California Management Review
Document last revised Name: Dr. Anna Tilba Date: 1 February 2013 Updates will be provided on Blackboard e.g., changes to the lecture programme or references to useful literature which has appeared since the Handbook