International Strategy Eng+Rus

This course provides the student with an understanding of how international business strategy fits into the organisation and running of a company or multi-company corporation. The aim of the module is to introduce the student to the way in which a firm can achieve sustainable competitive advantage through strategy.

The present module is created in full accordance with national educational standards in the field of the higher and postgraduate education, requirements of QAA UK (Quality Assurance Agency). Professors, famous in the academic world of Great Britain, the USA and Europe, took part in development of the program. The original version of the module is developed in English.

Developers of the module assume that the student already has the basic higher finished or incomplete education, is able to work independently with printing and online materials, has access to libraries, including online libraries, and also has the high level of self-discipline and motivation. Experience on the chosen subject matter is not obligatory. Knowledge of English at the level of ability to read literature is not obligatory, but it is desirable.

Module is developed for completely independent studying.

It is supposed that for successful assimilation of a training material of the module the student has to spend about 30 hours.

For a successful completion of the module the student has to execute and protect ONE written work or ONE task (usually it is work of 1,500-2,000 words +/-10%. Work shall be performed in English or in Russian.

Upon successful completion of this modules the student will receive the following type of certificate:

- Certificate on Completion of the Module.

Topics you are going to learn

1. What is Strategy?

This first session outlines the structure of the course. It then introduces the basic concepts of strategy. We are interested in what makes strategy different from operations, how strategies are formed in organisations, and the language of strategy. We ask what is strategy for? How do companies and other organisations begin to think about strategy? How is strategic thinking institutionalised in management processes?

2. The Market Positioning Approach

Here we introduce the search for competitive advantage as a search for distinctiveness and for superior profitability. Basic concepts introduced include the famous Porter 5 forces model of competitive intensity, and sustainability of advantage and of profitability, and the concept of generic types of strategy. We examine the problems of retaining profitability as industry structure deteriorates and the problems of conformity with or divergence from industry standards. 

3. The Resource Based View of Strategy

This session looks at the resources, capabilities, and other organisational assets that underpin competitive advantage. This is the resource-based view, which places the firm rather than the industry at the centre of strategy formulation. In this view strategic decisions are about the creation of capabilities or core competences that lead to positional advantage in markets.  

4. Corporate Strategy

This session introduces the multi-business portfolio and the nature and logic of diversification. It emphasises the four key roles of the centre, promoting, selecting, resourcing and controlling. It examines the implications of portfolio choices for the structures, systems, and procedures for managing a multi-business company and introduces the notions of “financial control” and “strategic control”. The case shows how the role of the centre changed as Grand Met evolved over time even as managers continued to operate a conglomerate corporation. 

5. International Strategy

This session focuses on the nature of international business. The differences between domestic strategy and international strategy are identified, and their implications assessed. The theory of comparative costs is outlined, and its applicability in the modern world discussed. Economic models of trade are described and their relevance to the real world of globalised exchange considered. Porter’s diamond in explained. It also discusses Ghoshal’s organising matrix. 

6. Alliances, Mergers and Acquisitions

This week’s session explores situations in which strategic alliances are appropriate corporate strategies, and considers how they can be run successfully. This is a form of ‘resourcing’. It identifies the different types of alliances and proposes situations in which each is most appropriately adopted. It then highlights bonding, partner relationships, evolution, and learning as key areas to pay attention to when managing an alliance. 

7. Globalisation and MNC Organisation Structures

This session considers the case for globalisation and the organisation of MNCs. The session describes the key MNC organisational forms, in particular the global corporation, the multi-domestic and the transnationals. It emphasises the fact that there is no one ’right’ way to organise MNCs. The session focuses on why MNCs come about, and the global integration/ national responsiveness matrix. 

8. Strategies for Managing Cultural Diversity

This session will begin by exploring the concept of cultural diversity and assess its implication for strategic management theory. We will review various models, which provide a framework to analyse organisational culture at the national level and consider cultural diversity in the context of an internationalisation strategy to identify the extent to which strategic thinking benefits from cultural diversity. We will then develop an understanding of the relationship between corporate strategies, structures and country of origin values, looking in particular at the differences in cultural values and modes of thought in a number of countries. 

9. Strategic Change 

This session considers some of the problems and difficulties in managing strategic change in organisations. The initiating factors brought about by the firm's existing cultural paradigm are highlighted, and some of the key conditions necessary to bring about strategic change are identified. Some approaches are suggested for overcoming these barriers to change. This session also considers the implications of selling access international cultures to markets where different tastes and perceived use value prevail.

10. Revision

Students are advised to revise all the previous activities on the course.

Learning outcomes

By the end of the course students should be able to:

• - Evaluate the factors that need to be considered in analysing a firm’s external environment.
• - Evaluate the internal core competences of a firm.
• - Formulate strategy for a firm.
• - Understand the nature of corporate strategy.
• - Understand the nature of international strategy.
• - Appreciate the difficulties in achieving strategic change.

Progression

Upon completion or in the first instance you can take more MBA level modules. Check courses in "other products in the same category" block just below this article.

If within the year you will complete 1-2, 3 or 5 or 8 of them you can be awarded by UK Online Academy:

- 1-2 modules - Certificate on Completion of the Module.

- 3 modules - Advanced Certificate in Business Studies.

- 5 modules - Diploma in Mini MBA programme.

- 8 modules - Advanced Diploma in Executive MBA programme.

Read more about our Mini MBA and Executive MBA programme.

Additional Services

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