International Business Strategy and Strategic Alliances
Multinational firms leverage their capabilities and competencies to create competitive advantage in international and global markets. This course analyses how, and also studies equity and non-equity strategic alliances as forms of global competition. A key purpose is to understand how managers design and implement international business strategies. Topics include assessing foreign market attractiveness; understanding how culture and political, legal and economic systems pose risks to the operation of foreign firms; building and operating global networks; and formation and operation of collaborative alliances. Informed by an integrated knowledge of international business, political and cultural interaction, students develop the valued attributes of inquiry, team processes and communication.
- Semester 1 - 2015
1. Identify the key business, political and social issues raised by international business cases
2. Think critically about underlying theories, concepts, assumptions and arguments in international business strategic management
3. Demonstrate strategic thinking and conduct strategic analysis of business opportunities in an international context
4. Comprehend how national and international economic, political, legal and commercial organisations and institutions impact upon multinational enterprises and strategic alliances
5. Work independently and collaboratively to analyse international business strategies, reflect upon, and communicate the outcomes of each project stage
6. Engage in inquiry processes to understand the integration of planning and implementation of international business strategies
7. Develop the essential international perspectives, which inform professional standards and ethical practice in global business environments
This course includes, but is not limited to, the following topics
- Globalisation, International Trade and International Business Strategy
- International Location Decisions: government policies towards multinational enterprises (MNEs), differences in political economy, ethics, culture and risk-assessment.
- Competitive Advantage: resource and capability-based models of building competencies in international business.
- Forms of International Market Involvement: market entry, intermediate arrangements and wholly owned market entry strategies.
- Strategic Alliances and Networks: motivations, cooperation, learning and conflict within alliances.
- Competitive Dynamics: Competition, cooperation and industry attractiveness
- Implementing International Business Strategies: organisational structure and control in MNEs, HQ and subsidiary relationships, international management functions and knowledge management in MNEs.
Case Study / Problem Based Learning: Individual Case Study Analysis
Project: Group Research Project
Formal Examination: Final Exam
Face to Face On Campus 2 hour(s) per Week for Full Term
Face to Face On Campus 1 hour(s) per Week for 12 Weeks