Corprate Global Strategy

Final socio-economic class Core Unit Corporate & Global outline Hemis Code 5J3060 building block HANDBOOK 2011/2012 Tutors female horse Allen Room 901d 0161 247 6527 m. emailprotected ac. uk Ca character reference Forbes Room 901a 0161 247 3830 c. emailprotected ac. uk Dr. Panagiotis Kokkalis Room 808a 0161 247 6641 p. emailprotected ac. uk Rationale strategicalal management has become an integral mechanism for firms operating in the spherical economy, which is characterised by its high level of integration and cross-national surgical procedure. strategical management issues advert to each aspects of an boldness, including its relationship with the environs and its internal processes. Accordingly, a vast pith of look has been conducted and published in the academic battlefield of strategic management. Yet, faraway from showing a consensus, this literature is populated by a kind of approaches, civilises of thoughts, and paradigms. Understanding strategic management e ntails studying traditional and orthodox approaches to achieving and sustaining agonistic advantage, as well as evaluating new and nnovative ways of organising and strategising in a ball-shaped environs. Aims * To provide insights into the concepts relating to embodied and global dodging in the condition of multinational, world-wide and diminished to medium enterprises * To identify the impact of micro and macro instruction influences on make-upal strategising * To understand variables involved in strategic decision-making processes Unit training Outcomes On completing this unit, you should be able to 1. Identify the key corporate and global level strategic management concepts. 2.Critique the concepts relating to the corporate and global levels of schema in relation to a range of multinational and small to medium business enterprises. 3. Abstract from the global environment the key factors cause strategic salmagundi. 4. Critically evaluate the strategies of a range of e nterprises involved in both manufacturing and service areas of business. 5. Measure the impact of global drivers on the operation and development of multinational enterprises. 6. Think creatively and develop the talent to espy different strategic theories and practices in organisations.Assessment Coursework 40% comprising one divisor an individual strategic depth psychology base assessing learning outcomes 2, 4, 5, 6. (See the brief beneath) psychometric test 60% assessing learning outcomes 1, 2, 3, and 6 Assessment BA (HONS) BUSINESS counseling BA (HONS) BUSINESS STUDIES COMBINED HONOURS CORPORATE AND GLOBAL dodge You are unavoidable to conduct a strategic analysis of an international company of your choice. You should choose a company in which you sacrifice worked collect close to cognition, 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 pore for your analysis a topic taken from the le cture plan and return this to your chosen organisation to look at the particular aspects of the dodge in spite of appearance 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 frameworks to the empirical in make foration (data) you have gathered in order to analyse, and not merely describe the organisations outline.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 allow for. This analytical report should be no to a greater extent than 3,500 words in length, should demonstrate your ability to identify and employ relevant academic concepts, theories and models, and should be fully reference victimisation the Harvard referencing system (refer to examples in handbook). Please attend the assignment cookery tutorials (see schedule below) where you provide be provided with further information about the required content and scope of the work.In the event of a late submission, university regulations will restrain. Submission date Week commencing 1sixth January 2012 An assessment pro-forma is attached below for guidance. MANCHESTER METROPOLITAN UNIVERSITY BUSINESS SCHOOL Course BA (Hons) task, BA feature Honors BA (Hons) assembly line Studies Year FinalSubject Corporate & Global schema subsidization strategic AnalysisStudentTutor Mark maiden(as 2. i +) creative, innovative, intellectual depth, frightful quality of work 2. competent, complete, insight & observation, analytical and critical, total clarity 2. ii commensurate, good hidingage, some sound analysis, allowable flaws thirdjust sufficient, some conjecture, some observation, flawed but not failing Fail only if incomplete OR totally uncritical OR no analysis OR inadequate material THE INTRODUCTION sets the scene and it indicates the areas to be covered, and in what orde r. foremost 2. i 2. ii 3rd Fail THE LITERATURE/SOURCES/ surveyed is adequate in amount and quality, & is relevant to the selected topic. 1st 2. i 2. ii 3rd Fail The DEPTH OF ANALYSIS is sufficient, with a critical approach fundamental concepts are investigated. No unsupported 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 specific company. 1st 2. i 2. ii 3rd Fail THE CONCLUSIONS, drawn from the analysis are realistic and quick 1st 2. i 2. i 3rd Fail As an pedantic 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 encyclopaedism system Learning will be through a admixture of lectures, seminars, words, interlingual rendition and video material. Students will be encouraged to debate concepts and apply them to practical business situations and their give birth 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 chemical group work, student presentations and give-and-takes (focused on textbook material and journal conditions) shell 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 perplex every week and usually consist of group word and group presentations where appropriate. Students will be expected to prepare for the tutorials by undertaking their own research and carrying out the designated reading. Where students are allocated a specific article/ musical composition/chapter to pr epare, they should summarise it, present the main points and then comment on/ evaluate it. To effectively critique the piece, students should research 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 go after de Wit & Ron Meyer dodging outgrowth, Content, Context, an International billet 4th Edition, Thomson. rough 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 passwords.The pursual programme is indicative only the order, specific content, activities and allocated readings are subject to change and amendments. Week/C Lectures Tutorials propaedeutic reading Term 126 Sept 1. introduction to course aims and objectives, con tent review teaching/learning arrangements, assignment and assessmentCarole Forbes/Maria Allen/Panagiotis Kokkalis No Tutorial Practice accessing journal articles from the library electronic re stemmas and Google scholar. ensure for gatekeeper, M. E. (1996)Whittington, R. 2004) 3 Oct 2. Origins and nature of schema. Panagiotis Kokkalis Groups forming. Introduction to critical analysis. Read Porter (1996) Whittington (2004) 10 Oct 3. possible action 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 descentide 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 RED WEEK Week/C Lectures Tutorials Preparatory reading 7 Nov 6. Competences and CapabilitiesCarole Forbes Str ategy FormationReadings discussion Strategy FormationReadingsHodgkinson and Clarke (2007) 14 Nov 7. KnowledgePanagiotis Kokkalis vision Based 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 unravelshop Draft report 12 Dec No Lectures on this course mold 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. strategic AlliancesCarole Forbes ASSIGNMENT DUE LeadershipReadings discussion LeadershipReadingsCyert (1990) 23 Jan 13. expression of industries and markets and the gen eral government and business contextMaria Allen LeadershipReadings discussion LeadershipReadings scale Study strategic 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, CoPPanagiotis Kokkalis GlobalisationReadings discussion GlobalisationReadingsDouglas and Wind (1987) 13 17 FEB RED WEEK Week/C Lectures Tutorials Preparatory reading 20 Feb 16. Visiting 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 structure of industries and marketsReadings discussion Structure of industries and marketsReadingMiller and Friesen (1983) 19 March 19. Exam RevisionCarole Forbes St ructure 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. daybooks Harvard logical argument Review honorary society of counsel Journal academy of prudence Review enormous orbital cavity Planning Strategic counseling Journal Recommended ReadingOrigins and Nature of Strategy Porter, M. E. (1996) What is strategy? , Harvard patronage Review, November/December 61-78. Whittington, R. (2004) Strategy after modernism acquire practice, European precaution Review, 1 62-68. Clegg, S. , Carter, C. and Kornberger, M. (2004) Get up, I feel like being a strategy machine, European Management Review, 1 (1), 21. Andre ws, 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? , Long campaign 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) Three 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, Human Relations, 54 (1), 123-130. Barry, D. and Elmes, M. (1997) Strategy retold towards a narrative view of strategic discourse, A cademy of Management Review, 22 (2), 429-452. speculation 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) organizational noesis, learning and memory three concepts in search of theory , Journal of Organizational Change, 9 (1), 63-78.Grant, R. M. (1996) Toward a knowledge-based theory of the firm, Strategic Management Journal, 17 (Winter Special 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 Issue), 11-23. Hodgkinson, G. P. and Clarke, I. 2007) abstract note Exploring the cognitive signifi gougece of organizational strategizing A dual-process framework and research agenda, Human 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 learning Quarterly, 30 (2), 160-197. Grant, R. M. (2003) Strategic planning in a turbulent 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, Harvard Business Review, 72 (1), 107. Ansoff, I. H. (1965) Corporate strategy, revised edition, McGraw-Hill, New York Ansoff, I.H. (1991) Critique of heat content 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 cog nitive 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 competitory 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) Dynamic capabilities and strategic management, Strategic Management Journal, 18 (7), 509-533. Campbell-Hunt, C. (2000) What have we larn about generic 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 what are t hey? , 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 shaping 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 Transfer of trump out 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 uncertainty how role ambiguity affects the relationship between leader group prototypicality and leadership forcefulness, 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 write up fiction on the disc ursive legitimisation of global industrial restructuring, Organization Studies. Douglas, S. P. and Wind, Y. (1987) The myth of globalization, Columbia Journal of World Business, 22 (4), 19-29.Tong, T. W. , Alessandri, T. M. , Reuer, J. J. and Chintakananda, A. (2008) How much(prenominal) 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. (200 4) Globalisation, 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 Collaborate The Theory and Practice of Collaborative Advantage, Organization Studies, 27 (4), 605. Steven White, S. S. -Y. L. (2005) Distinguishing costs of cooperation and control in alliances, Strategic Management Journal, 26 (10), 913-932. Kanter, R. M. (1994) Collaborative Advantage The 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 th ird link, Strategic Management Journal, 4 (3), 221-235. Selsky, J. W. , Goes, J. and Baburoglu, O. N. (2007) Contrasting Perspectives of Strategy do 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 cattle ranch 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. Organisa tional Purpose and Stakeholders Augier, M. and March, j. g. (2001) booking 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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