MSc Business Analysis and Strategic Management

Year of entry: 2022

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Course unit details:
Institutions and Firms Internationalization Strategies

Unit code BMAN73172
Credit rating 15
Unit level FHEQ level 7 – master's degree or fourth year of an integrated master's degree
Teaching period(s) Semester 2
Offered by Alliance Manchester Business School
Available as a free choice unit? No

Overview

The course unit has a particular focus on the dynamic interaction between institutions, firms and firm behaviours. The unit aims to show the variations in the different institutional contexts and aims to understand how these variations shape the structures, capabilities and internationalization behaviours/strategies of firms. It also aims to create an understanding on how different multinational companies manage various activities around the world, in other words in different institutional environments.

Pre/co-requisites

BMAN73172 Programme Req: BMAN73172 is only available as an elective to students on MSc BASM

Aims

The objectives of this course are:

  1. to show students how firms, alliances and markets are organized differently around the world,
  2. to examine the ways that this variation leads to the development of distinctive capabilities in firms in different parts of the world,
  3. to analyse the ways in which firms from different countries internationalize, and to assess how different multinational companies manage various activities around the world.

Learning outcomes

 

At the end of the course, students should be able:

  1. to compare the institutions of different countries,
  2. to analyse the preferred strategies and capabilities of firms from different countries and sub-national regions,
  3. to understand how companies form different locations internationalize in distinctive ways, and to understand how managers seek to overcome the managerial and organizational challenges that are associated with multinational companies.

Assessment methods

•             Group presentation - 25%

•             Group project report (max 5 students per group, 1000 words per student) - 25%

•             Individual coursework equivalent to 2000 word assignment - 50%

Feedback methods

  • Informal advice and discussion during a lecture, seminar, workshop or lab.

  • Responses to student emails and questions from a member of staff including feedback provided to a group via an online discussion forum.

  • Written and/or verbal comments on assessed or non-assessed coursework.

Recommended reading

Allen, M. M. C. and Whitley, R. (2012), ‘Internationalization and Sectoral Diversity: The Roles of Organizational Capabilities and Dominant Institutions in Structuring Firms’ Responses to Semiglobalization.’ In C. Lane and G. T. Wood (eds) Capitalist Diversity and Diversity within Capitalism, Abingdon: Routledge, pp. 97-120.

Casper, S. (2009), ‘The Marketplace for Ideas: Can Los Angeles Build a Successful Biotechnology Cluster?’, A Report to the John Randolph Haynes Foundation

Goyer, M. (2006), ‘Varieties of Institutional Investors and National Models of Capitalism: The Transformation of Corporate Governance in France and Germany’, Politics & Society, 34(3): 399-430.

Ghemawat, P. (2007), ‘Managing Differences: The Central Challenge of Global Strategy’, Harvard Business Review, 85 (3), 58-68.

Ghemawat, P. (2011), ‘The Cosmopolitan Corporation’, Harvard Business Review, 89 (5), 92-99.

Hall and Soskice (2001), ‘Introduction’, in Hall and Soskice (eds), Varieties of Capitalism: The   Institutional    Foundations of Comparative Advantage

Immelt, J. R., Govindarajan, V. and Trimble, C. (2009), How GE Is Disrupting Itself’, Harvard Business Review, 87 (10), 56-65.

Jackson and Deeg (2008), Comparing capitalisms: understanding institutional diversity and its implications   for international business’, Journal of International Business Studies, 39: 540–561

Khanna, T., Palepu, K. G. and Sinha, J. (2005), ‘Strategies That Fit Emerging Markets’, Harvard Business Review, 83 (6), 63-76.

Khanna, T., Palepu, K.G. and Bullock, R. (2010), Winning in Emerging Markets: A Road Map for Strategy and Execution, Cambridge, MA: Harvard Business Press

Kao, J. (2009), ‘Tapping the World's Innovation Hot Spots’, Harvard Business Review, 87 (3), 109-114.

Lam, A. (2003), ‘Organizational Learning in Multinationals: R&D Networks of Japanese and US MNEs in the        UK’, Journal of Management Studies 40(3): 673-703.

Meyer, K. E., Estrin, S., Bhaumik, S. K., & Peng, M. W. (2009). Institutions, resources, and entry strategies in emerging economies. Strategic management journal30(1), 61-80.

Morgan, G. and Kristensen, P. H. (2006), ‘The Contested Space of Multinationals: Varieties of Institutionalism, Varieties of Capitalism’, Human Relations, 59 (11), 1467–1490

Morgan, G. and Whitley, R. (eds) (2012), Capitalisms and Capitalism in the Twenty-First Century, Oxford: Oxford University Press.

Morgan, G., Kelly, W., Sharpe, D. and Whitley, R. (2003), ‘Global Managers and Japanese Multinationals: Internationalization and Management in Japanese Financial Institutions’, International Journal of Human Resource Management,  14(3): 389–407.

Peng, M. and Meyer, K. (2011), International Business. Cengage Learning. London   ISBN: 978-1-4080-1956-6.

Peng, M. W., Wang, D. Y., & Jiang, Y. (2008). An institution-based view of inte

Study hours

Scheduled activity hours
Lectures 20
Seminars 10
Independent study hours
Independent study 120

Teaching staff

Staff member Role
Pei Sun Unit coordinator

Additional notes

Informal Contact Method

Office Hours

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