International Business Strategy

International Business Strategy draws together and applies ideas from many of the disciplines and fields of study which contribute to a broad understanding of business. Some of the ideas may already be familiar to students who have previously studied courses in marketing, economics, management theory or organizational behaviour.

Crucially though, through an understanding of strategy and strategic management, we can gain an insight into how these individual disciplines interact. The course is designed for all those intending a business career and for those with an interest in how contemporary organisations operate. Business strategy is not simply the province and responsibility of senior level management decision makers.

The ideas which underpin International Business Strategy can be applied at many levels in the business organisation to help ensure that individual business units or departments maintain an effective contribution to the overall success of the business.

Unit 1: Internal Analysis - An Integrated Approach

Introduction

Objectives

• Section 1: Activity-based Analysis

Introduction

1.1 Problems of ambiguity and uncertainty

1.2 An introduction to the activity-based view

1.3 Using activity-based analysis

1.4 Business process re-engineering

Summary

• Section 2: New Product Development Analysis

Introduction

2.1 New product development process

2.2 Organisation of research and development

2.3 First mover advantages

Summary

• Section 3: SWOT Analysis

Introduction

3.1 Traditional SWOT analysis

3.2 Revised SWOT analysis

Summary

• Section 4: Integration through Strategic Architecture

Introduction

4.1 The purpose and value of strategic architecture

4.2 Generating strategic architecture

Summary

Unit Summary

Unit Review Activities

Commentaries on review activities

References

Further Reading

Unit 2: Organisational Structure and Strategic Control Systems

Introduction

Objectives

• Section 1: Organisational Structure

Introduction

1.1 The role of structure

1.2 Implications of structural factors

1.3 Choices of organisational structures

Summary

• Section 2: Strategic Control Systems

Introduction

2.1 Role of control systems

2.2 Agency theory

2.3 Governance mechanisms

Summary

Unit Summary

Unit Review Activities

Commentaries on review activities

References

Further Reading

Unit 3: Corporate Strategies

Introduction

Objectives

• Section 1: Strategies of Integration

Introduction

1.1 Integration, costs and governance

1.2 Vertical integration

1.3 Horizontal integration

1.4 Virtual integration: licensing and franchising

Summary

• Section 2: Strategies of Merger, Acquisition and Diversification

Introduction

2.1 Mergers and acquisitions

2.2 Diversification

2.3 Diversification and performance

Summary

• Section 3: Strategies of Collaboration

Introduction

3.1 The foundations of collaboration

3.2 Forms of collaborative strategy

3.3 The development and management of collaboration

Summary

Unit Summary

Unit Review Activities

Commentaries on review activities

References

Further Reading

Unit 4: The Global Dimension of Strategic Management

Introduction

Objectives

• Section 1: Internationalisation of the World Economy

Introduction

1.1 Modern international trade

1.2 Implications of global shift

1.3 National context and competitive advantage

Summary

• Section 2: Global Business Strategies

Introduction

2.1 Global expansion

2.2 Choosing a globalisation strategy

2.3 Choice of foreign entry mode

Summary

• Section 3: Globalisation and Culture

Introduction

3.1 The concept of culture

3.2 Cultural forms

Summary

Unit Summary

Unit Review Activities

Commentaries on review activities

References

Further Reading

What's Included

• All study materials
• Study Guide
• Full Tutor and Admin support