Long Title:Global Competitiveness and the MNE
Language of Instruction:English
Module Code:H7GMNE
Credits: 5
NFQ Level:LEVEL 7
Field of Study: Management and administration
Module Delivered in 1 programme(s)
Module Coordinator: FABIAN ARMENDARIZ- CORDOVA
Module editor: FABIAN ARMENDARIZ- CORDOVA
Teaching and Learning Strategy: The delivery of this module incorporates elements of problem based learning (PBL), for the purpose of student motivation, and is mostly based on active learning and the case study methodology to promote analysis and synthesis of the course content. This is reflected in a series of assignments and learning activities which constitute the 100% continuous assessment structure of the module; starting on week 2, at the very latest, and taking place throughout the term to assure continuous feedback to the students. Distribution of the course work allocates 50% of the weight towards in-class activities to promote engagement with the course materials and attendance to tutorials; the remaining 50% is allocated towards writing assignments based on the analysis of a comprehensive case study which depicts the international trajectory of a given company overtime. For this purpose, a number of readings are curated, together with the case study, to provide students with contextual information and partial analysis of some of the issues exemplified in the narrative. Contact hours are conducted in the form of lectures, practical sessions (workshops) and tutorials. At the outset, students are presented with the problem of analysing the case study from a variety of viewpoints each one based on a particular analytical framework which is synthesised from the subtopics in the course content.
Learning Environment: This module presents a blended learning design with a purpose-specific configuration of, on-line and off-line, activities and tasks which could include any combination of the following, to the discretion of the lecturer: • Face-to-face instruction (lecturing). • Lecturer-guided group discussions. • Academic writing workshops. • Research skills workshops. • Individual reading and reviewing of content materials (on-line and off-line). • Individual and group research. • On-line discussions and collaborative writing assignments. • Individual writing assignments. • Student presentations. Provision of feedback (including marks), distribution of content materials, structuring of course activities, asynchronous communications to students and monitoring of student engagement are done centrally through the virtual learning environment (VLE). All results from activities which involve a deliverable are fed to the VLE gradebook where student get marks and qualitative feedback, both for formative and summative assessments. Access to selected activities and/or content is conditioned upon completion of other activities and/or the review of certain content, to help students structure their independent learning. To promote student engagement, asynchronous on-line collaborative spaces are set up on the VLE for students to interact with each other outside contact hours. This also provides a channel for the lecturer to monitor student involvement.
Module Description: This module aims to provide learners with insights into the complex challenges of managing an organisation in a changing global environment. In turn, learners will develop a framework from which to determine the sources of competitive advantage MNEs have at their reach, and how to apply them to provide value to international and global markets.
Learning Outcomes
On successful completion of this module the learner will be able to:
LO1 Visualise the cross-border interrelationships between the various functional areas of multinational enterprises (MNE) business activity.
LO2 Investigate the motives behind MNEs internationalisation efforts.
LO3 Assess the logic behind strategic avenues followed by MNEs in pursue of International or global expansion.
LO4 Determine how MNEs provide value to international markets to gain competitive advantage.
Pre-requisite learning
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
Requirements

This is prior learning (or a practical skill) that is mandatory before enrolment in this module is allowed. You may not enrol on this module if you have not acquired the learning specified in this section.
No requirements listed
 

Module Content & Assessment

Indicative Content
The Internationalisation Process
Internationalisation methods (foreign markets entry modes). Eclectic Theory (Ownership specific advantage, Location specific advantage, Internalisation). Sequential Theory (Uppsala Model) Simultaneous Theory. Network Theory. International Product Life Cycle. National sources of competitive advantage.
The Multinational Enterprise (MNE)
The role of the MNE in the global economy. Resources, Competitive advantage and Growth. Organisational Structures. Knowledge Management.
International Strategy
Generic business-level international strategies. Generic corporate-level international strategies. Regional strategies for global leadership. Strategic Renewal. Cooperative strategy.
Assessment Breakdown%
Coursework100.00%

Full Time

Coursework
Assessment Type Assessment Description Outcome addressed % of total Assessment Date
Practical For the purpose of continuous feedback, and to promote engagement with the course content, a number of short assignments based on in-class activities are set throughout the term. This could include quizzes, on-line collaborative work, on-line research, infographic/poster design, map annotation, short presentations, etc. Students will be marked and feedback will be provided for each one such activity. 1,2,3,4 50.00 n/a
Essays (0120) The purpose of these assignments is that students analyse a real life situation of a given organisation (case study) in terms of the international context surrounding it. Students must review, critically analyse and synthesise at least all the readings suggested in the reading list. Ideally, students should go beyond such reading list and source complementary materials. Students must ensure that their arguments integrate the theoretical framework from the readings and lectures with the evidence from the case study. They should source additional up-to-date secondary data about the company and/or the event in question, where possible, to support the analysis. 1,2,3,4 50.00 n/a
No End of Module Assessment
No Workplace 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
Any student, who is unsuccessful in their attempt to pass the module by completing the above series of assignments, is required to sit an open-notebook repeat exam in August. Students are allowed to bring into the exam a notebook with hand written material only, to prepare their answers. The exam is based on a new case study which is provided to students in advance, so they are expected to have read and fully analysed it, prior to the exam, using their own choice of theoretical framework synthesised from the course content. Also, students are required to make that theoretical framework explicit in all their answers. Preparation for this exam implies the same kind, and amount, of work as expected for the essay assignments.

NCIRL reserves the right to alter the nature and timings of assessment

 

Module Workload

Workload: Full Time
Workload Type Workload Description Hours Frequency Average Weekly Learner Workload
Lecture No Description 2 Every Week 2.00
Tutorial No Description 1 Every Week 1.00
Independent Learning No Description 7.5 Every Week 7.50
Total Hours 10.50
Total Weekly Learner Workload 10.50
Total Weekly Contact Hours 3.00
This module has no Part Time workload.
 

Module Resources

Recommended Book Resources
  • Mike W. Peng and Klaus E. Meyer., International business, ; Cengage Learning [ISBN: 9781408019566]
  • Henk Volberda, Robert Morgan, Patrick Reinmoeller, Michael A. Hitt, R. Duane Ireland, Strategic Management: Competitiveness & Globalisation, Cengage Learning Business Press [ISBN: 9781408019184]
Recommended Article/Paper Resources
  • Levitt, T 1983, 'The globalization of markets', Harvard Business Review, 61
  • Morgan, R.E. Katsikeas, C.S. 1997, Theories of international trade, foreign direct investment and firm internationalization: a critique, Management Decision, 35
  • Porter, M. E. 1990, The competitive advantage of nations, Harvard Business Review, 68 (2)
  • Kaplan, R. S. Norton, D. P. and Rugelsjoen, B. 2010, Managing alliances with balanced scorecards, Harvard Business Review, 88 (January)
  • Ghemawat, P. 2005, Regional strategies for global leadership, Harvard Business Review, 83 (12)
Other Resources
  • website: Investors relations and/or corporate websites
  • Periodicals: Practitioners oriented publications such as: Harvard Business Review, AOM Perspectives, California Management Review, McKinsey Quarterly, etc.
  • Video: TED talks, iTunes U
  • Data bases: Sources of secondary data, industry reports, demographics, market research, etc.
 

Module Delivered in

Programme Code Programme Semester Delivery
BAHBMD BA (Hons) in Business 4 Optional