Module Code: |
H7GMNE |
Long Title
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Global Competitiveness and the MNE
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Title
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Global Competitiveness and the MNE
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Module Level: |
LEVEL 7 |
EQF Level: |
6 |
EHEA Level: |
First Cycle |
Module Coordinator: |
FABIAN ARMENDARIZ- CORDOVA |
Module Author: |
FABIAN ARMENDARIZ- CORDOVA |
Departments: |
School of Business
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Specifications of the qualifications and experience required of staff |
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Learning Outcomes |
On successful completion of this module the learner will be able to: |
# |
Learning Outcome Description |
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. |
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).
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No recommendations listed |
Co-requisite Modules
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No Co-requisite modules 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.
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The Multinational Enterprise (MNE)
The role of the MNE in the global economy. Resources, Competitive advantage and Growth. Organisational Structures. Knowledge Management.
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International Strategy
Generic business-level international strategies. Generic corporate-level international strategies. Regional strategies for global leadership. Strategic Renewal. Cooperative strategy.
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Assessment Breakdown | % |
Coursework | 100.00% |
AssessmentsFull Time
Coursework |
Assessment Type: |
Practical |
% of total: |
50 |
Assessment Date: |
n/a |
Outcome addressed: |
1,2,3,4 |
Non-Marked: |
No |
Assessment Description: 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. |
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Assessment Type: |
Essays (0120) |
% of total: |
50 |
Assessment Date: |
n/a |
Outcome addressed: |
1,2,3,4 |
Non-Marked: |
No |
Assessment Description: 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. |
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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.
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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 |
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 Weekly Contact Hours |
3.00 |
Module Resources
Recommended Book Resources |
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Mike W. Peng and Klaus E. Meyer.. International business, ; Cengage Learning, [ISBN: 9781408019566].
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Henk Volberda, Robert Morgan, Patrick Reinmoeller, Michael A. Hitt, R. Duane Ireland. Strategic Management: Competitiveness & Globalisation, Cengage Learning Business Press, p.816, [ISBN: 9781408019184].
| Recommended Article/Paper Resources |
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Levitt, T. (1983), 'The globalization of markets', Harvard Business Review, 61.
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Morgan, R.E. Katsikeas, C.S.. (1997), Theories of international trade, foreign
direct investment and firm
internationalization: a critique, Management Decision, 35.
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Porter, M. E.. (1990), The competitive advantage of nations, Harvard Business Review, 68 (2).
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Kaplan, R. S. Norton, D. P. and
Rugelsjoen, B.. (2010), Managing alliances with balanced
scorecards, Harvard Business Review, 88 (January).
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Ghemawat, P.. (2005), Regional strategies for global
leadership, Harvard Business Review, 83 (12).
| Other Resources |
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[website], Investors relations and/or corporate
websites.
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[Periodicals], Practitioners oriented publications such
as: Harvard Business Review, AOM
Perspectives, California Management
Review, McKinsey Quarterly, etc..
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[Video], TED talks, iTunes U.
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[Data bases], Sources of secondary data, industry
reports, demographics, market research,
etc..
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