Corprate Global Strategy

Final Year Core Unit Corporate & adenineere Global system Hemis Code 5J3060 UNIT HANDBOOK 2011/2012 Tutors Maria Allen populate 901d 0161 247 6527 m. email&160protected ac. uk Carole Forbes Room 901a 0161 247 3830 c. email&160protected ac. uk Dr. Panagiotis Kokkalis Room 808a 0161 247 6641 p. email&160protected ac. uk Rationale strategical trouble has become an integral mechanism for truehearteds operating in the orbiculate economy, which is characte tog upd by its high direct of integration and cross-national consummation. strategical management issues push to all eyeshots of an system of rules, including its relationship with the environment and its internal processes. Accordingly, a vast union of investigate has been conducted and published in the academic field of strategic management. Yet, off the beaten track(predicate) from showing a consensus, this literature is populated by a variety of approaches, schools of thoughts, and paradigms. Understanding strategic m anagement entails studying traditional and orthodox approaches to achieving and sustaining rivalrous advantage, as well as evaluating new and nnovative ways of organising and strategising in a orbicular environment. Aims * To give insights into the concepts relating to incarnate and world(a) scheme in the mount of use of multinational, outside(a) and excellent to medium enterprises * To identify the impact of micro and big influences on placemental strategising * To understand variables involved in strategic close-making processes Unit encyclopedism Outcomes On completing this unit, you should be able to 1. Identify the key corporate and global level strategic management concepts. 2. reassessment the concepts relating to the corporate and global levels of system in relation to a range of multinational and small to medium caper enterprises. 3. Abstract from the global environment the key factors thrust strategic change. 4. Critically evaluate the strategies of a range of enterprises involved in both manufacturing and service atomic emergence 18as of business. 5. Measure the impact of global drivers on the operation and development of multinational enterprises. 6. Think creatively and develop the force to take a crap a go at it different strategic theories and practices in organisations.Assessment Coursework 40% comprising one factor an single strategic abridgment cross assessing learning outcomes 2, 4, 5, 6. (See the brief under) mental test 60% assessing learning outcomes 1, 2, 3, and 6 Assessment BA (HONS) BUSINESS management BA (HONS) BUSINESS STUDIES COMBINED HONOURS CORPORATE AND GLOBAL dodge You are involve to conduct a strategic analysis of an international company of your choice. You should choose a company in which you deliver worked come some knowledge, or one that has a high media profile.If you are in doubt about your choice of company, consult your tutor. You should use as the centralise for your analysis a depicte d object taken from the lecture jut out and carry this to your chosen organisation to look at the particular aspects of the outline within that organisation. However, this should be set in the context of the broader environment in which the organisation operates. It is important that you relate relevant theoretical models to the empirical information (data) you have ga in that locationd in order to analyse, and not merely describe the organisations strategy.You should aim to evaluate the viability of the firms current strategy and make any recommendations for changes to the strategy that you consider to be appropriate. This analytical report should be no more than 3,500 words in length, should demonstrate your ability to identify and employ relevant academic concepts, theories and models, and should be fully pen using the Harvard referencing system (refer to ex international ampereereles in handbook). Please attend the assignment dressing tutorials ( converge schedule be un hopeful) where you exit be provided with further information about the required bailiwick and scope of the work.In the event of a late submission, university regulations give impart. Submission date Week commencing 16th January 2012 An assessment pro-forma is attached below for guidance. MANCHESTER METROPOLITAN UNIVERSITY BUSINESS SCHOOL Course BA (Hons) cable, BA combine Honors BA (Hons) Business Studies Year FinalSubject Corporate & Global schema Assignment strategic AnalysisStudentTutor Mark initiatory(as 2. i +) creative, innovative, gifted depth, extraordinary quality of work 2. competent, complete, insight & observation, analytical and critical, core clarity 2. iiadequate, good coverage, some sound analysis, allowable flaws thirdjust sufficient, some theory, some observation, flawed but not helplessness run outSimply incomplete OR totally uncritical OR no analysis OR inadequate material THE INTRODUCTION sets the moving picture and it indicates the areas to be covered, and in what order. 1st 2. i 2. ii third pass out THE LITERATURE/SOURCES/ surveyed is adequate in amount and quality, & is relevant to the selected topic. 1st 2. i 2. ii third Fail The DEPTH OF ANALYSIS is sufficient, with a critical approach underlying concepts are investigated. No un choke offed statements there is evidence for substantial arguments. 1st 2. i 2. ii 3rd Fail THE APPLICATION OF RELEVANT MODELS has an appropriate focus in the analysis of the specialised company. 1st 2. i 2. ii 3rd Fail THE CONCLUSIONS, drawn from the analysis are realistic and intelligent 1st 2. i 2. i 3rd Fail As an ACADEMIC REPORT, the language is appropriate, the structure is clear and manifest, & correct forms of academic referencing are used. 1st 2. i 2. ii 3rd Fail Other comments Teaching and Learning outline Learning depart be through a mixture of lectures, seminars, tidingss, variant and video material. Students will be encouraged to debate concepts and gua rd them to practical business situations and their aver business experiences. Lectures will be complemented by seminars in which students have the pportunity to apply the theoretical frameworks that are covered in the lectures and gain an in-depth understanding of individual publications in this area. Seminars will take the form of group work, student presentations and reciprocations (focused on textbook material and journal words) case studies and feedback. tutorials The tutorials are intended to provide students with the opportunity to gain a more in-depth understanding of academic studies and apply theoretical frameworks to the analysis of real-world organisations.Tutorials take place every week and normally consist of group discussion and group presentations where appropriate. Students will be expect to direct for the tutorials by undertaking their own rehunt and carrying out the designated reading. Where students are allocated a specific article/paper/chapter to prepare, th ey should summarise it, present the important points and then comment on/critique it. To effectively critique the piece, students should re pursuit and read around the topic.It is expected that all students will read and prepare for these tutorials and contribute actively to them. The recommended textbook is Bob de Wit & Ron Meyer schema cognitive process, Content, Context, an global Perspective 4th Edition, Thomson. Some of the designated preparatory reading chapters will be from this text. However, the recommended textbook does not cover every aspect of the unit and additional reading from books and journal articles are indicated for the relevant topics, to support the content of each lecture and the tutorial discussions.The following programme is suggestive only the order, specific content, activities and allocated readings are subject to change and amendments. Week/C Lectures Tutorials preparative reading Term 126 Sept 1. Introduction to data track aims and objectives, content review teaching/learning arrangements, assignment and assessmentCarole Forbes/Maria Allen/Panagiotis Kokkalis No Tutorial Practice accessing journal articles from the library electronic reextractions and Google scholar. Look forPorter, M. E. (1996)Whittington, R. 2004) 3 Oct 2. Origins and temperament of system. Panagiotis Kokkalis Groups forming. Introduction to critical analysis. Read Porter (1996) Whittington (2004) 10 Oct 3. hypothesis of the firm and entrepreneurship theory Panagiotis Kokkalis Origins of strategy Readings discussion Origins of strategy ReadingsPorter (1996) Whittington (2004) 17 Oct 4. Strategy formationPanagiotis Kokkalis Assignment workshop 1 Decide on a topic and a companyCHANGE IS EXCLUDED. 24 Oct 5.RBVPanagiotis Kokkalis Strategy formationReadings discussion Strategy formation. ReadingsMintzberg and McHugh, (1985) 31 OCT 4 NOV exit WEEK Week/C Lectures Tutorials Preparatory reading 7 Nov 6. Competences and CapabilitiesCarole Forbes Strate gy FormationReadings discussion Strategy FormationReadingsHodgkinson and Clarke (2007) 14 Nov 7. experiencePanagiotis Kokkalis Resource found ViewReadings discussion Resource Based ViewReadingBarney (1991) 21 Nov 8. strategical ThinkingPanagiotis Kokkalis Competences and CapabilitiesReadings discussion Competences and CapabilitiesReadingsTeece et. al. (1997) 28 Nov 9. LeadershipMaria Allen Knowledge Based ViewReadings discussion Kowledge Based ViewReadingsNonaka (1994) 5 Dec 10. The International ContextMaria Allen shop class Draft report 12 Dec No Lectures on this course hold In 16 DEC 9 JAN 2012 CHRISTMAS BREAK Lectures Tutorials Preparatory reading Term2201209 Jan 11.Drivers of globalisation and FDIMaria Allen Knowledge Based ViewReadings discussion Knowledge Based ViewReadingsSzulanski (1996) 16 Jan 12. strategical AlliancesCarole Forbes ASSIGNMENT DUE LeadershipReadings discussion LeadershipReadingsCyert (1990) 23 Jan 13. social system of industries and markets and the general government and business contextMaria Allen LeadershipReadings discussion LeadershipReadingsCase Study strategical Leadership and innovation at Apple Inc. Heracleous and Papachroni (2009)Page 681 DeWit and Meyer 30 Jan 14. strategical ChangeCarole Forbes GlobalisationReadings discussion GlobalisationReadingsLevitt (1983) 06 Feb 15. Strategy as practice, ANT, fuzzPanagiotis Kokkalis GlobalisationReadings discussion GlobalisationReadingsDouglas and Wind (1987) 13 17 FEB RED WEEK Week/C Lectures Tutorials Preparatory reading 20 Feb 16. see Lecturer or Corporate Strategy AlliancesReadings discussion AlliancesReadingKoza and Lewin (1998) 05March 17.Organisational purpose & StakeholdersCarole Forbes AlliancesReadings discussion AlliancesReadingGulati et al (2000) 12March 18. Corporate Strategy or Q& ACarole Forbes organise of industries and marketsReadings discussion social structure of industries and marketsReadingMiller and Friesen (1983) 19 March 19. Exam Revis ionCarole Forbes Structure of industries and marketsReadings discussion Structure of industries and marketsReadingSelsky et al (2007) 26 March 20.Exam RevisionCarole Forbes Drop in 26 MARCH 09 APRIL EASTER VACATION (The references for the authors shown in the programme are listed at the end of this handbook) The Recommended Textbook Bob de Wit & Ron Meyer, Strategy, Process Content Context an International Perspective, Cengage Learning, 4th Ed. journals Harvard Business refreshen Academy of caution Journal Academy of counsel Review vast Range Planning Strategic prudence Journal Recommended ReadingOrigins and character of Strategy Porter, M. E. (1996) What is strategy? , Harvard Business Review, November/December 61-78. Whittington, R. (2004) Strategy after modernness recovering practice, European counselling Review, 1 62-68. Clegg, S. , Carter, C. and Kornberger, M. (2004) Get up, I quality like being a strategy machine, European Management Review, 1 (1), 21. Andrews , K. (1998) The concept of corporate strategy. In Strategy Process, Content, Context (Eds, de Wit, B. and Meyer, R. ) Thomson Learning, London, pp. 86-93. Evered, R. (1983) So what is strategy? , vast Range Planning, 16 (3), 57.Cornelissen, J. A. (1977) Corporate Strategy in the Eighties, Long Range Planning, 10 Oct. , 2. Campbell, A. and Alexander, M. (1997) Whats wrong with strategy? , Harvard Business Review, November-December 39-52. Chaffee, E. E. (1985) triad models of strategy, Academy of Management Review, 10 (1), 89-98. Hambrick, D. C. and Fredrickson, J. W. (2001) Are you sure you have a strategy? , The Academy of Management Executive, 15 (4), 48-59. Prahalad, C. K. and Hamel, G. (1994) Strategy as a field of study why search for a new paradigm, Strategic Management Journal, 15 5-16.Huff, A. S. (2001) The continuing relevance of strategy, valet Relations, 54 (1), 123-130. Barry, D. and Elmes, M. (1997) Strategy retold towards a narrative view of strategic discourse, Acad emy of Management Review, 22 (2), 429-452. Theory of the firm and entrepreneurship theory Seth, A. and Thomas, H. (1994) Theories of the firm Implications for strategy research, The Journal of Management Studies, 31 (2), 165-193. Spender, J. C. (1996) governmental knowledge, learning and memory three concepts in search of theory , Journal of constitutional Change, 9 (1), 63-78.Grant, R. M. (1996) Toward a knowledge-based theory of the firm, Strategic Management Journal, 17 (Winter superfluous Issue), 109-131. Spender, J. C. and Grant, R. M. (1996) Knowledge and the firm Overview, Strategic Management Journal, 17 5. Lawrence, T. B. (1999) Institutional strategy, Journal of Management, 25 (2), 161-188. Tsoukas, H. (1996) The firm as a distributed knowledge system a constructionist approach, Strategic Management Journal, 17 (Winter special(a) Issue), 11-23. Hodgkinson, G. P. and Clarke, I. 2007) Conceptual flavor Exploring the cognitive significance of organizational strategizing A dual-process framework and research agenda, charitable Relations, 60 (1), 243-255. Denis, J. -L. , Langley, A. and Rouleau, L. (2007) Strategizing in pluralistic contexts Rethinking theoretical frames, Human Relations, 60 (1), 179-215. Strategy Formation Mintzberg, H. and McHugh, A. (1985) Strategy formation in an adhocracy, administrative Science Quarterly, 30 (2), 160-197. Grant, R. M. (2003) Strategic planning in a unquiet environment evidence from the oil majors, Strategic Management Journal, 24 491-517. Hart, S. L. nd Banbury, C. (1994) How strategy-making processes can make a difference, Strategic Management Journal, 15 (4), 251-269. Mintzberg, H. (1990a) The design school reconsidering the basic premises of strategic management, Strategic Management Journal, 11 (3), 171-195. Prahalad, C. K. and Hamel, G. (1994) Strategy as a field of study why search for a new paradigm, Strategic Management Journal, 15 5-16. Mintzberg, H. (1994) The fall and rise of strategic planning, H arvard Business Review, 72 (1), 107. Ansoff, I. H. (1965) Corporate strategy, revised edition, McGraw-Hill, New York Ansoff, I.H. (1991) Critique of Henry Mintzbergs the design school Reconsidering the basic premises of strategic management, Strategic Management Journal, 12 (6), 449-461. Bowman, C. , Ward, K. and Kakabadse, A. (2002) Congruent, divergent and incoherent corporate level strategies, European Management Journal, 20 Dec, 671-679. Mintzberg, H. and Waters, J. A. (1985) Of strategies, deliberate and emergent, Strategic Management Journal, 6 257-272. Mintzberg, H. (1990b) Strategy formation schools of thought. In Perspectives on strategic management (Ed, Fredrickson, J. W. JAI Press, Greenwich, CT, pp. 188-209. Mintzberg, H. (1987) Crafting strategy, Harvard Business Review, 65 (1), 66-75. Mintzberg, H. and Lampel, J. (1999) Reflecting on the strategy process, Sloan Management Review, 40 (3), 21-30. Hodgkinson, G. P. and Clarke, I. (2007) Conceptual note Exploring the cogni tive significance of organizational strategizing A dual-process framework and research agenda, Human Relations, 60 (1), 243-255. Resource Based View Barney, J. B. (1991) Firm resources and sustained hawkish advantage, Journal of Management, 17 (1), 99-120.Mahoney, J. T. (2001) A resource-based theory of sustainable rents, Journal of Management, 27 (6), 651-660. Wernerfelt, B. (1984) A resource-based view of the firm, Strategic Management Journal, 5 171-180. Teece, D. J. , Pisano, G. and Shuen, A. (1997) participating capabilities and strategic management, Strategic Management Journal, 18 (7), 509-533. Campbell-Hunt, C. (2000) What have we learned about generic wine competitive strategy? A meta-analysis, Strategic Management Journal, 21 (2), 127-154. Competences and Capabilities Teece, D. J. , Pisano, G. and Shuen, A. 1997) Dynamic capabilities and strategic management, Strategic Management Journal, 18 (7), 509-533. Eisenhardt, K. M. and Martin, J. A. (2000) Dynamic capabilities w hat are they? , Strategic Management Journal, 21 (10-11), 1105-1121. Knowledge Tsoukas, H. and Vladimirou, E. (2001) What is organizational knowledge? , Journal of Management Studies, 38 (7), 973-993. Wenger, E. (2004) Knowledge management as a doughnut formation you knowledge strategy through communities of practice, Ivey Business Journal, January/February 1-8. Nonaka, I. (1994) A Dynamic Theory of Organizational Knowledge Creation.Organisation Science, 5 (1), 14 37. Szulanski, G. (1996). Exploring Internal Stickiness Impediments to the depute of Best Practice Within the Firm. Strategic Management Journal, 17 (Winter Special Issue), 27-43. Strategic Thinking Hodgkinson, G. P. and Clarke, I. (2007) Conceptual note Exploring the cognitive significance of organizational strategizing A dual-process framework and research agenda, Human Relations, 60 (1), 243-255. Eisenhardt, K. M. and Zbaracki, M. J. (1992) Strategic decision making, Strategic Management Journal, 13 (Special Issue), 17-37. Leadership Cicero, L. Pierro, A. and van Knippenberg, D. , (2010) Leadership and incertitude how role ambiguity affects the relationship between leader group prototypicality and leadership effectiveness, British Journal of Management, 21 (2), 411-421. Cyert, R. M. (1990) Defining Leadership and Explicating the Process, Non-Profit Management and Leadership, 1 (1), 29-38. Hakimi, N. , van Knippenberg, D. , and Giessner, S. (2010) Leader Empowering Behaviour The Leaders Perspective, British Journal of Management, 21 (3), 701-716. The International Context and Drivers of Globalisation and FDI Maguire, S. nd Hardy, C. (2006) The Emergence of New Global Institutions A Discursive Perspective, Organization Studies, 27 (1), 7. Geppert, M. and Matten, D. (2006) Institutional Influences on Manufacturing Organization in Multinational Corporations The Cherrypicking Approach, Organization Studies, 27 (4), 491. Vaara, E. , Tienari, J. and Laurila, J. (2005) Pulp and paper fiction on the d iscursive legitimisation of global industrial restructuring, Organization Studies. Douglas, S. P. and Wind, Y. (1987) The myth of globalisation, Columbia Journal of World Business, 22 (4), 19-29.Tong, T. W. , Alessandri, T. M. , Reuer, J. J. and Chintakananda, A. (2008) How much does country matter? an analysis of firms growth options, Journal of International Business Studies, 39 387-405. Theodosiou, M. and Leonidou, L. C. (2003) Standardization versus adaptation of international marketing strategy an integrative assessment of the empirical research, International Business Review, 12 141171. Svensson, G. (2001) Glocalization of business activities a glocal strategy approach, Management Decision, 39 (1), 6-18. Schlie, E. and Yip, G. 2000) Regional follows global strategy mixes in the world automotive industry, European Management Journal, 18 (4), 343354. Levitt, T. (1983) The globalization of markets, Harvard Business Review, 61 (3), 92102. Leknes, H. M. and Carr, C. (2004) Globali sation, international configurations and strategic implications the case of retailing, Long Range Planning, 37 29-49. Strategic Alliances Gulati, R. (1998) Alliances and networks, Strategic Management Journal, 19 293-317. Gulati, R. , Nohria, N. and Zaheer, A. (2000) Strategic networks, Strategic Management Journal, 21 (3), 203-215. Koza, M.P. and Lewin, A. Y. (1998) The co-evolution of strategic alliances, Organization Science, 9 (3), 255-264. Sydow, J. (2006) Managing to work The Theory and Practice of Collaborative Advantage, Organization Studies, 27 (4), 605. Steven White, S. S. -Y. L. (2005) Distinguishing costs of cooperation and correspond in alliances, Strategic Management Journal, 26 (10), 913-932. Kanter, R. M. (1994) Collaborative Advantage The fine art of Alliances, Harvard Business Review, 72 (4), 96-108. Structure of industries and markets and the general government and business context Miller, D. and Friesen, P.H. (1983) Strategy-making and environment The third li nk, Strategic Management Journal, 4 (3), 221-235. Selsky, J. W. , Goes, J. and Baburoglu, O. N. (2007) Contrasting Perspectives of Strategy Making Applications in Hyper Environments, Organization Studies, 28 (1), 71-94. Bourgeois, L. J. (1980) Strategy and environment a conceptual integration, Academy of Management Review, 5 (1), 25-39. Strategy as practice, ANT, CoP Hendry, J. (2000) Strategic decision-making, discourse, and strategy as social practice, Journal of Management Studies, 37 (7), 955977. Moisander, J. and Stenfos, S. 2009) Exploring the edges of theory-practice gap epistemic cultures in strategy-tool development and use, Organization, 16 (2), 227-247. Hutzschenreuter, T. and Kleindienst, I. (2006) Strategy-process research what we have learned and what is still to be explored, Journal of Management 32 (5), 673-720. Hendry, J. (2000) Strategic decision-making, discourse, and strategy as social practice, Journal of Management Studies, 37 (7), 955977. Organisational settl e and Stakeholders Augier, M. and March, j. g. (2001) Conflict of interest in theories of the organization Herbert A. Simon and Oliver E.Williamson, Journal of Management and Governance, 5 (3/4), 223-230. Williamson, O. E. and Haas, W. A. (1999 ) Strategy research Governance and competence perspectives, Strategic Management Journal, 20 (12), 1087-1108. Huff, A. S. (2000) Changes in organizational knowledge production, Academy of Management Review, 25 (2), 288-293. Rocha, H. O. and Ghoshal, S. 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