| Module Code: |
H9GB |
|
Long Title
|
Global Business
|
|
Title
|
Global Business
|
| Module Level: |
LEVEL 9 |
| EQF Level: |
7 |
| EHEA Level: |
Second Cycle |
| Module Coordinator: |
COLETTE DARCY |
| Module Author: |
Isabela Da Silva |
| Departments: |
School of Business
|
| Specifications of the qualifications and experience required of staff |
|
| Learning Outcomes |
| On successful completion of this module the learner will be able to: |
| # |
Learning Outcome Description |
| LO1 |
Synthesise contemporary International Business trends to appreciate the application of these in the current globalised context. |
| LO2 |
Assess the main implications of globalisation, as well as the role of international institutions, on countries, organisations and consumers. |
| LO3 |
Analyse the interconnections and interdependencies among the various functional areas of contemporary international business activity, such as international finance, international marketing, International HRM and international value chain management. |
| LO4 |
Develop high level analytical skills and a reflective approach to evaluate complex international business situations. |
| Dependencies |
Module Recommendations
This is prior learning (or a practical skill) that is required before enrolment on this module. While the prior learning is expressed as named NCI module(s) it also allows for learning (in another module or modules) which is equivalent to the learning specified in the named module(s).
|
| No recommendations listed |
Co-requisite Modules
|
| No Co-requisite modules listed |
| Entry requirements |
There are no additional entry requirements for this module. The programme entry requirements apply. No pre-requisites or co-requisites apply.
|
Module Content & Assessment
| Indicative Content |
|
Globalisation and the International Business Environment
Patterns and trends in international business
Globalisation and the Multinational Enterprise (MNE)
The role of Ireland within the European single market and the globalised economy.
|
|
Internationalisation process
Methods for internationalisation
Sequential theory of internationalisation
Simultaneous theory of internationalisation
Eclectic theory of Foreign Direct Investment
|
|
International Strategy
Business level vs. corporate level strategy
International corporate level strategy
Multi-domestic
Transnational
Global
Regional
|
|
Globally Dispersed Value Chains
Global Supply Chain
International logistics
Flexible Manufacturing
Mass Customisation
Strategic Flexibility
The role of Internet of Things
|
| Assessment Breakdown | % |
|---|
| Coursework | 100.00% |
AssessmentsFull Time
| Coursework |
| Assessment Type: |
Continuous Assessment |
% of total: |
70 |
| Assessment Date: |
n/a |
Outcome addressed: |
1,2,4 |
| Non-Marked: |
No |
Assessment Description:
The module is delivered through the case study methodology with a problem-based learning (PBL) approach. It is organised on a series of seminars and case study sessions. Case studies will be used as exemplars of contextual situations, and their effect on organisations and their decision-making process.
The analysis of the case study is broken down into different perspectives, each one related to a specific subtopic of the module content. Learners work on these partial analyses through groupwork and discussion, which facilitates the development of specific analytical skills.
For the purpose of formative assessment, students may hand in (a) drafts of (a) partial analyses(is) of the case study to get feedback on their writing.
It is up to the lecturer to break down continuous assessment into as many components as necessary (possible) to provide continuous feedback and promote student engagement.
Final deliverable is an individual essay with a full analysis of the case study synthesising all appropriate theoretical frameworks. |
|
| Assessment Type: |
Project |
% of total: |
30 |
| Assessment Date: |
n/a |
Outcome addressed: |
3,4 |
| Non-Marked: |
No |
Assessment Description:
This is a group project in which students will work on a video presentation (TED Talk style) addressing selected issues from anyone of the most common functional areas of any multinational corporation (Marketing, Finance, Value Chain Management, Human Resource Management, CSR, R&D, etc.). Each group will be provided with a general idea of themes to draw ideas from, but the onus is on the students to research their specific topic of choice to produce a focused presentation. |
|
| No End of Module Assessment |
| Reassessment Requirement |
Repeat examination
Reassessment of this module will consist of a repeat examination. It is possible that there will also be a requirement to be reassessed in a coursework element.
|
Reassessment Description
Learners must attempt all elements of the assessment strategy. Where a learner fails to achieve a combined weighted average of 40% or more, they will be offered the opportunity to complete a detailed analysis of a fresh case study which will tests each of the learning outcomes.
|
NCIRL reserves the right to alter the nature and timings of assessment
Module Workload
| Module Target Workload Hours 0 Hours |
| Workload: Full Time |
| Workload Type |
Workload Description |
Hours |
Frequency |
Average Weekly Learner Workload |
| Lecture |
Classroom and demonstrations |
30 |
Per Semester |
2.50 |
| Directed Learning |
Directed e-learning |
30 |
Per Semester |
2.50 |
| Independent Learning |
Independent learning |
190 |
Per Semester |
15.83 |
| Total Weekly Contact Hours |
5.00 |
Module Resources
| Recommended Book Resources |
|---|
-
Wall, S. & Minocha, S. (2015) International Business, 4th Ed, FT Press London, UK.
-
Peng, M.& Meyer, K. (2019) International Business, 3rd Ed, Cengage Learning.
-
Ghemawat, P. (2005), Regional Strategies for Global Leadership, Harvard Business Review, p.98-108.
-
Greenberg, E., Hirt, M. & Smit, S. (2017), The global forces inspiring a new narrative of progress, McKinsey Quarterly.
-
Nambisan S., Zahra, S. & Luo, Y. (2019), Global platforms and ecosystems: Implications for international business theories, Journal of International Business Studies, p.92-102.
| | Supplementary Book Resources |
|---|
-
Peng, M. (2014) Global Strategic Management, International Edition, 3rd Ed, Cengage Learning.
| | Recommended Article/Paper Resources |
|---|
-
Case Study (exemplar): Waehrens, B.
& Slepniov, D., 2011, ‘From
traditional manufacturing towards
virtual servi-manufacturing: Gabriel's
journey’, Emerald Emerging Markets Case
Studies..
| | Other Resources |
|---|
-
[Website], Proquest.
-
[Website], EBSCO Host.
-
[Website], Springer.
-
[Website], Emerald insight.
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[Website], SAGE Business Cases.
|
|
