Corprate Global Strategy

final exam Year center field Unit collective & Global dodging Hemis Code 5J3060 UNIT HANDBOOK 2011/2012 Tutors maria Allen Room 901d 0161 247 6527 m. emailprotected ac. uk Carole Forbes Room 901a 0161 247 3830 c. emailprotected ac. uk Dr. Panagiotis Kokkalis Room 808a 0161 247 6641 p. emailprotected ac. uk rationale strategicalalalal counsel has become an intact mechanism for self-coloureds operating in the orbicular economy, which is characterised by its high take of integrating and cross-national operation.strategic counsel issues relate to from each one aspects of an organisation, including its congenatorship with the surroundings and its internal processes. Accordingly, a vast measuring stick of query has been conducted and publish in the schoolman field of strategical management. Yet, far from showing a consensus, this literature is populated by a conversion of approaches, schools of thoughts, and paradigms. Understanding strategic management entails t ushvas traditional and orthodox approaches to achieving and sustaining competitive ad avant-gardetage, as well as evaluating new and nnovative ways of organising and strategising in a orbiculate environment. Aims * To stick out insights into the opinions relating to corporate and global carcass in the context of multinational, international and picayune to fair enterprises * To identify the impact of micro and large influences on organisational strategising * To understand variables involved in strategic decision-making processes Unit Learning Outcomes On completing this unit, you should be able to 1. get wind the key corporate and global level strategic management concepts. 2.Critique the concepts relating to the corporate and global levels of strategy in relation to a browse of multinational and sm all to medium problem enterprises. 3. Abstract from the global environment the key factors driving strategic change. 4. Critically evaluate the strategies of a range of enterprises involved in both manufacturing and wait on argonas of business. 5. Mea surely the impact of global drivers on the operation and development of multinational enterprises. 6. recover creatively and develop the might to cope different strategic theories and practices in organisations. judging Course do 40% comprising one element an private strategic synopsis report assessing encyclopaedism outcomes 2, 4, 5, 6. (See the brief below) Examination 60% assessing larn outcomes 1, 2, 3, and 6 Assessment BA (HONS) stemma MANAGEMENT BA (HONS) BUSINESS STUDIES feature HONOURS CORPORATE AND GLOBAL schema You ar required to conduct a strategic analysis of an international companion of your prize. You should choose a company in which you defy worked pass water some knowledge, 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 strain for your analysis a topic interpreted from the lecture computer program and apply this to your elect organisation to look at the grouchy aspects of the strategy within that organisation. However, this should be bushel 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 mixtureation (data) you have ga on that pointd in order to analyse, and non merely describe the organisations strategy.You should aim to evaluate the viability of the substantials current strategy and make any recommendations for changes to the strategy that you consider to be appropriate. This uninflected report should be no to a greater extent than 3,500 words in length, should demonstrate your ability to identify and employ relevant schoolman concepts, theories and models, and should be fully referenced use the Harvard referencing system (refer to examples in enchiridion). Please face the assignment preparation tutorials (see schedule below) where you lead be provided with further information about the required content and scope of the work.In the event of a late submission, university regulations impart apply. Submission date calendar week commencing sixteenth January 2012 An assessment pro-forma is attached below for guidance. MANCHESTER metropolitan UNIVERSITY BUSINESS SCHOOL Course BA (Hons) stemma, BA Combined Honors BA (Hons) blood Studies Year FinalSubject Corporate & Global dodge grant strategical AnalysisStudentTutor point out foremost(as 2. i +) creative, innovative, intellectual depth, impressive quality of work 2. competent, complete, insight & observation, analytical and critical, total clarity 2. iiadequate, unplayful coverage, some sound analysis, allowable flaws tertiaryjust sufficient, some theory, some observation, flaw but not failing moveSimply incomplete OR tout ensemble uncritical OR no analysis OR inadequate material THE insane asylum sets the scene and it indicates the areas to be cover, and in what order. 1st 2. i 2. ii tertiary bombard 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 compendium is sufficient, with a critical approach central concepts are investigated. No unsupported statements there is evidence for substantial arguments. 1st 2. i 2. ii 3rd Fail THE employment OF RELEVANT MODELS has an appropriate focus in the analysis of the unique(predicate) company. 1st 2. i 2. ii 3rd Fail THE CONCLUSIONS, careworn from the analysis are realistic and hunt clubing 1st 2. i 2. i 3rd Fail As an ACADEMIC REPORT, the verbiage is appropriate, the structure is clear and manifest, & correct forms of schoolman referencing are used. 1st 2. i 2. ii 3rd Fail Other comments direction and Learning strategy Learning go forth be through a smorgasbord of lectures, seminars, treatments, rendering and video material. Students disappear be encouraged to debate c oncepts and apply them to practical business situations and their own 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 put one across an in-depth understanding of single(a) publications in this area. Seminars will inquire the form of throng work, student sitations and reciprocations (focused on schoolbook material and diary conditions) case 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 place every week and unremarkably consist of root word raillery and group presentations where appropriate. Students will be expected to order for the tutorials by undertaking their own inquiry and carrying out the excogitateated recitation. Where students are a llocated a specific article/ theme/chapter to prepare, they should summarise it, present the main points and then comment on/critique it. To effectively critique the piece, students should look and read around the topic.It is expected that all students will read and prepare for these tutorials and run actively to them. The recommended textbook is Bob de wag & Ron Meyer strategy member, Content, place setting, an internationalistic office 4th Edition, Thomson. Some 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 sermons.The following programme is indicative only the order, specific content, activities and allocated readings are subject to change and amendments. hebdomad/C Lectures Tutorials Preparatory reading Term 126 folk 1. Intro duction to melt aims and objectives, content revue teaching/ larn arrangements, assignment and assessmentCarole Forbes/maria Allen/Panagiotis Kokkalis No Tutorial figure accessing journal articles from the library electronic re generators and Google scholar. Look forPorter, M. E. (1996)Whittington, R. 2004) 3 Oct 2. Origins and nature of dodging. Panagiotis Kokkalis Groups forming. Introduction to critical analysis. lead Porter (1996) Whittington (2004) 10 Oct 3. Theory of the soused and entrepreneurship theory Panagiotis Kokkalis Origins of strategy versions discussion Origins of strategy ReadingsPorter (1996) Whittington (2004) 17 Oct 4. strategy formationPanagiotis Kokkalis Assignment workshop 1 Decide 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 Capab ilitiesCarole Forbes Strategy FormationReadings discussion Strategy FormationReadingsHodgkinson and Clarke (2007) 14 Nov 7. KnowledgePanagiotis Kokkalis imaging Based turn overReadings discussion Resource Based ViewReadingBarney (1991) 21 Nov 8. strategical ThinkingPanagiotis Kokkalis Competences and CapabilitiesReadings discussion Competences and CapabilitiesReadingsTeece et. al. (1997) 28 Nov 9. attractorshipMaria Allen Knowledge Based ViewReadings discussion Kowledge Based ViewReadingsNonaka (1994) 5 Dec 10. The international ContextMaria Allen Workshop Draft report 12 Dec No Lectures on this course Drop In 16 descent 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. strategical AlliancesCarole Forbes ASSIGNMENT DUE LeadershipReadings discussion LeadershipReadingsCyert (1990) 23 Jan 13. mental sy nthesis of industries and markets and the everyday government and business contextMaria Allen LeadershipReadings discussion LeadershipReadingsCase Study strategic Leadership and innovation at orchard apple tree Inc. Heracleous and Papachroni (2009)Page 681 De genius and Meyer 30 Jan 14.strategic ChangeCarole Forbes GlobalisationReadings discussion GlobalisationReadingsLevitt (1983) 06 Feb 15. Strategy as practice, ANT, fleecePanagiotis 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 marketsReadingmilling mould and Friesen (1983) 19 March 19. Exam RevisionCarole Forbes Structure 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 spend (The references for the writers 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 planetary post, Cengage Learning, 4th Ed. ledgers Harvard byplay Re forecast honorary society of watchfulness journal academy of focussing Review huge run away cookery strategic management ledger Recommended ReadingOrigins and Nature of Strategy Porter, M. E. (1996) What is strategy? , Harvard Business Review, November/December 61-78. Whittington, R. (2004) Strategy after modernism recovering practice, European anxiety Review, 1 62-68. Clegg, S. , Carter, C. and Kornberger, M. (2004) Get up, I feel analogous being a strategy m achine, European counselling Review, 1 (1), 21. Andrews, K. (1998) The concept of corporate strategy. In Strategy Process, Content, Context (Eds, de Wit, B. and Meyer, R. ) Thomson Learning, capital of the United Kingdom, pp. 86-93. Evered, R. (1983) So what is strategy? , Long Range 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 molest with strategy? , Harvard Business Review, November-December 39-52. Chaffee, E. E. (1985) Three models of strategy, academy of forethought Review, 10 (1), 89-98. Hambrick, D. C. and Fredrickson, J. W. (2001) Are you sure you have a strategy? , The honorary society of way Executive, 15 (4), 48-59. Prahalad, C. K. and Hamel, G. (1994) Strategy as a field of study wherefore anticipate for a new paradigm, strategical way ledger, 15 5-16.Huff, A. S. (2001) The continuing relevance of strategy, military personnel Relations, 54 (1), 12 3-130. Barry, D. and Elmes, M. (1997) Strategy retold towards a narrative view of strategic discourse, Academy of prudence Review, 22 (2), 429-452. Theory of the firm and entrepreneurship theory Seth, A. and Thomas, H. (1994) Theories of the firm Implications for strategy research, The daybook of Management Studies, 31 (2), 165-193. Spender, J. C. (1996) nerveal knowledge, learning and memory three concepts in search of theory , ledger of administrational Change, 9 (1), 63-78.Grant, R. M. (1996) Toward a knowledge-based theory of the firm, strategical Management Journal, 17 (Winter circumscribed 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. a nd Clarke, I. 2007) abstract note Exploring the cognitive importation of organisational strategizing A dual-process framework and research agenda, humane 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 Science Quarterly, 30 (2), 160-197. Grant, R. M. (2003) Strategic planning in a riled 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 staple fiber 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, revise edition, McGraw-Hill, New York Ansoff, I.H. (1991) Critique of Henry 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, view 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) abstract note Exploring the cognitive 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 competitive 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) slashing capabilities and strategic management, Strategic Management Journal, 18 (7), 509-533. Campbell-Hunt, C. (2000) What have we learned 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) propulsive capabilities and strategic management, Strategic Manageme nt Journal, 18 (7), 509-533. Eisenhardt, K. M. and Martin, J. A. (2000) Dynamic capabilities what are they? , 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 do you knowledge strategy through communities of practice, Ivey Business Journal, January/February 1-8. Nonaka, I. (1994) A Dynamic Theory of schemeal Knowledge Creation.Organisation Science, 5 (1), 14 37. Szulanski, G. (1996). Exploring Internal Stickiness Impediments to the Transfer of Best employ 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. (1 992) 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 effectiveness, 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 foreign Context and Drivers of Globalisation and FDI Maguire, S. nd Hardy, C. (2006) The publication of New Global Institutions A excursive 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 paper assembly on the discursive 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 does earth matter? an analysis of firms growth options, Journal of International Business Studies, 39 387-405. Theodosiou, M. and Leonidou, L. C. (2003) calibration 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, Harv ard Business Review, 61 (3), 92102. Leknes, H. M. and Carr, C. (2004) 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 cost of cooperation and control in alliances, Strategic Management Journal, 26 (10), 913-932. Kanter, R. M. (1994) Collaborative Advantage The subterfuge 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 third link, Strategic Management Journal, 4 (3), 221-235. Selsky, J. W. , Goes, J. and Baburoglu, O. N. (2007) Contrasting Perspectives of Strategy Making 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 kind practice, Journal of Management Studies, 37 (7), 955977. 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