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Information on individual educational components (ECTS-Course descriptions) per semester

Multinational Organisations and Strategy

Degree programme International Management and Leadership
Subject area Business and Management
Type of degree Master
Part-time
Summer Semester 2024
Course unit title Multinational Organisations and Strategy
Course unit code 080322023002
Language of instruction English
Type of course unit (compulsory, optional) Compulsory
Teaching hours per week 2
Year of study 2024
Level of the course / module according to the curriculum
Number of ECTS credits allocated 3
Name of lecturer(s) Wilfried MANHART
Requirements and Prerequisites

None

Course content

Topics:

  • Classical and modern trade theories
  • Company motives/reactions, preconditions, necessary commitment and various obstacles for expansion and especially internationalization
  • Understanding the PESTEL context, country and firm specific advantages (CSA and FSAs)
  • Instruments to assess the domestic or a foreign market and a company’s strengths and weaknesses in taking advantage of opportunities, such as Value Chain, Porter’s 5 Forces, and Product Life Cycle analysis
  • Market expansion or market entry strategies such as joint ventures (JV), mergers and acquisitions (M+A) - Implications for standardization versus adaption strategies or centralization versus decentralization decisions
  • Impact on and implications for Structures and Forms of International Organization
Learning outcomes

The aim of the module is to convey to students the main concepts and tools concerning critical company decisions concerning market-oriented strategies and implications as well as structural and organizational set-up for domestic but especially international business.
Students should be able to:
• Understand the basics of international trade theory
• Understand companies’ motives as well as necessary preconditions and commitments for expansion or Internationalization
• Understand the relevance of a country’s contextual factors that can stimulate or discourage expansion
• Understand the various decision-making tools that assess the external situation as well as some tools needed to analyse and manage internal change, and how they interrelate
• Understand various market-oriented strategies and alignment issues with the company structure and organization

Planned learning activities and teaching methods
  • Lectures
  • Discussion
  • Activity-based learning
  • Presentation with feedback
Assessment methods and criteria

Presentations

Comment

None

Recommended or required reading

Recommended Literature:

  • Daniels, John D.; Radebaugh, Lee H.; Sullivan, Daniel P. (2012): International Business: Environments and Operations. 14th edition. Upper Saddle River, NJ: Prentice Hall.
  • Meyer, Klaus; Peng, Mike W. (2016): International Business. 2nd edition. South Melbourne: Cengage Learning Emea.
  • Rugman, Alan M.; Collinson, Simon; Hodgetts, Richard M. (2012): International Business, w. Student Access Kit. 6th ed. Harlow, England ; New York: Financial Times.
  • Ghauri, Pervez N., and Philip R. Cateora. International Marketing. 4. Book, Whole. London: McGraw-Hill Education, 2014.Czinkota, Michael R., and Ilkka A. Ronkainen. Global Business: Positioning Ventures Ahead. Book, Whole. London: Routledge, 2011.
  • Hollensen, Svend. Global Marketing. Seventh. Book, Whole. Harlow: Pearson, 2017. 
  • Buckley, Peter J., Peter Enderwick, and Adam R. Cross. International Business. Book, Whole. Oxford: Oxford University Press, 2018. 
Mode of delivery (face-to-face, distance learning)

Face-to-face instruction with mandatory attendance.