MSc Business Analysis and Strategic Management
Year of entry: 2022
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Course unit details:
Institutions and Firms Internationalization Strategies
|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|
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.
The objectives of this course are:
- to show students how firms, alliances and markets are organized differently around the world,
- to examine the ways that this variation leads to the development of distinctive capabilities in firms in different parts of the world,
- to analyse the ways in which firms from different countries internationalize, and to assess how different multinational companies manage various activities around the world.
At the end of the course, students should be able:
- to compare the institutions of different countries,
- to analyse the preferred strategies and capabilities of firms from different countries and sub-national regions,
- 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.
• Group presentation - 25%
• Group project report (max 5 students per group, 1000 words per student) - 25%
• Individual coursework equivalent to 2000 word assignment - 50%
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.
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 journal, 30(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
|Scheduled activity hours|
|Independent study hours|
|Pei Sun||Unit coordinator|
Informal Contact Method