Adopted by a decision issued bythe Faculty Councilof „General Economics Faculty” / Approved by:
Protocol № / / Dean:
Assoc.Prof. Lilia Yotova,PhD

УЧЕБНА ПРОГРАМА

Academic subject: / INTERNATIONALSTRATEGICMANAGEMENT
Subject code:
Educational and qualification degree: / BACHELOR OF ECONOMY
Status of the course / OPTIONAL
Field of higher education: / 3. / Social Sciences, Economics and Law
Professional: / 3.8. / ECONOMICS
Specialty: / ECONOMICS
Faculty: / OБЩОИКОНОМИЧЕСКИ ФАКУЛТЕТ
Department: / ECONOMICS
Total student academic load (average classes per course): / 45/0 hourslectures
Non-contact student academic load / 55hours
Credits: / 4
Lecturer of the course: / Assoc. ProfessorIvan Stoychev, PhD

PREREQUISITES

It is supposed that students have already studied “Fundamentals of Management” and “Marketing”.

ANNOTATION

  1. Theacademicsubject ”International Strategic Management” has been taught at Bachelor level in the Economics since 2010/2011.

2. Description of course content:

”International Strategic Management” is an elective academic subject. It provides students with professional knowledge of concepts, processes and tools in strategic management at internationally engaged company, including strategy development and implementation, assessment and competitive analysis of international markets. International strategic management comprises planning, organizing and control of decisions and activities concerning multinational company strategy. In highly competitive environment of international markets company survival and success depend selecting suitable strategic option, company products and services positioning, analysis of competitive advantages and key competences and strategy implementation. The discipline studies internal and externals factors having influence on strategic positions on international markets based on cases and best practices.

3. Language of instruction: English

CONTENT OF THE CURRICULUM

LECTURES

№ / TOPICS / Contact Academic Load / Non-contact Academic Load
1 / INTRODUCTIONININTERNATIONALSTRATEGICMANAGEMENT
  • Challenges of strategic management in 21st century
  • Sector internationalization
  • Role of MNC and TNC on international markets
  • Strategic intent and mission
  • Process of international strategic management
  • Case: General Electric globalization
/ 3 / 3
2 / THE EXTERNAL ENVIRONMENT: OPPORTUNITIES AND THREATS, INDUSTRY COMPETITION AND COMPETITOR ANALYSIS IN INTERNATIONAL CONTEXT
  • Analysis of international business environment
  • Segments of business environment
  • Industry analysis
  • Cultural diversity
  • Competitive analysis
  • Case: Googlein China
/ 3 / 3
3 / THE INTERNAL ENVIRONMENT: RESOURCES, CAPABILTIES AND CORE COMPETENCES
  • Importance of internal environment analysis
  • Resources, skills and key competences
  • Development of key competences
  • Outsourcing
  • Case: Wal-Mart
/ 3 / 3
4 / BUSINES – LEVEL STRATEGY
  • Identification of opportunities on international markets
  • Importance of efficient customer relationship management
  • Alternative business-level strategies
  • Cost leadership
  • Differentiation
  • Focus strategy
  • Global integration and national differentiation
  • Competitive risks og business strategies
  • Case: Dove –global brand development
/ 3 / 3
5 / COMPETITIVERIVALRYANDCOMPETITIVEDYNAMICS
  • Model of competitive rivalry
  • Analysis of competitors
  • Possible attack and response
  • Competitive dynamics
  • Case: Boeing vsAirbus
/ 3 / 3
6 / CORPORATE-LEVEL STRATEGYON INTERNATIONAL MARKETS
  • Choosing a strategic mode of entry into international markets
  • Levels of diversification
  • Reasons for diversification
  • Types of diversification
  • Incentives and resources for diversification
  • Risks in international business environment
  • Case: IKEA –furniture retailer for the world
/ 3 / 3
7 / ACQUISITIONANDRESTRUCTURINGSTRATEGIES
  • Types of consolidation strategies – mergers and acquisitions
  • Reasons for acquiring a company
  • Effective mergers and acquisitions
  • Restructuring – downsizing, down scoping, management buyout
  • Case: Lenovo
/ 3 / 3
8 / COOPERATIVESTRATEGY
  • Strategic alliances
  • Strategies for business-level cooperation
  • Strategies for corporate-level cooperation
  • Networks management
  • Competitive risks of cooperative strategies
  • Management of cooperative strategies
  • Case: JCB in India
/ 3 / 3
9 / CORPORATE GOVERNANCE
  • Division of ownership and management control
  • Ownership concentration
  • Board of directors functions
  • Effective management compensation
  • Corporate governance in selected countries
  • Management instruments and ethical behaviour
  • Case: Mired in corruption – Kellogg, Brown & Rootin Nigeria
/ 3 / 3
10 / ORGANIZATIONALSTRUCTUREANDCONTROLS
  • Interdependencies between strategy and organizational structure
  • Evolution of organizational structures and company strategy
  • Matching between business level strategies and company functional structure
  • Matching between corporate strategies and multidivisional structure
  • Matching cooperative strategies and network structures
  • Implementation of business-level strategies
  • Implementation of corporate-level strategies
  • Implementation of international cooperation strategies
  • Case: A decade of organizational change atUnilever
/ 3 / 3
11 / STRATEGIC LEADERSHIP
  • Managers as a organizational resource
  • Key strategic actions of the leader
  • Defining strategic destination
  • Using and supporting key competences
  • Human capital development
  • Maintaining effective organizational culture
  • Ethical practices
  • Building a balanced control system in the company
  • Case:Richard Branson and Virgin Group
/ 3 / 3
12 / INDUSTRY EVOLUTION AND STRATEGIC CHANGE
  • Industry life cycle
  • Knowledge creation and diffusion
  • Structure, competition and success factors during industry life cycle
  • Organizational adapting and change
  • Organizational change management
  • Case:Eastman Kodak: meeting digital challenge
/ 3 / 3
13 / TECHNOLOGY-BASED INDUSTRIES AND THE MANAGEMENT OF INNOVATION
  • Competitive advantages in technologically intensive industries
  • Innovation process
  • Strategies for innovation implementation
  • Risk management in fast growing industries
  • Creating environment for innovations
  • Creativity management
  • Cross-functional integration challenges
  • Case:Video games rivalry
/ 3 / 3
14 / COMPETITIVE ADVANTAGES IN MATURE INDUSTRIES
  • Advantages based on costs
  • Segmentation and target markets selection
  • Differentiation and innovations in mature industries
  • Structures, systems and management styles in mature industries
  • Strategies in declining industries
  • Case:Global automobile industry
/ 3 / 3
15 / CONTEMPORARY TRENDS IN INTERNATIONAL STRATEGIC MANAGEMENT
  • New external business environment
  • Strategic management in times of crisis
  • Contemporary trends in strategic thinking
  • Organizational restructuring
  • New leader models
  • Case: AES – new management rules
/ 3 / 3

method / teaching strategy:

  • Teaching relies on the combination of 45 academic hours of lectures, and 65 academic hours of self-study. They include discussions, role games/simulations, individual assignments, research reports, etc.
  • Slides, power point presentations, online sources, student reports, case studies are made use of. The required technical facilities are white board, multimedia, over-head projector, computer lab, Internet connection.

INDIVIDUAL ASSIGNMENT

Each student gets individual assignment which is linked to international strategic management practices. Assignments are determined considering individual preferences and capabilities of students. Assignments are based on cases. They are evaluated separately and contribute to final score of students.

EValuation METHOd

  • Individual assignment requires development of report and PP presentation on case and it is presented and discussed in the class.
  • Current control mark is calculated in the following way:

CC = 0,5 IA + 0,5 CТ,

where

CC =current control mark

IA=individual assignment mark

CТ=control test mark

,

  • Final mark has two components – current control mark and written exam test.
  • Final mark is calculated in the following way:

FM = 0,5 CC + 0,5 EТ,

where

FM =final mark

CC = current control mark

EТ=exam test mark

  • Final mark is on six levels scales with minimum pass level of “Fair /3/”. Correspondence with European transfer credit system is as follows:

Excellent /6/ / Very good /5/ / Good /4/ / Fair /3/ / Poor /2/
A / B / C / D / E / FX / F
80% 75% 70% 60%
Credits are awarded as provided in curriculum / 50%
No credits awarded

Learning outcomes

Knowledge outcomes:

  • Knowledge about essence, drivers and stages of strategic management development, comparative advantages and risks of different business-level and corporate level strategies;
  • Understand how to use human capital as key resource of the company;
  • Outline specific features if strategic management in international business.

Acquired skills:

  • Strategy development for entering and servicing international markets;
  • Implementation of strategic change in the organization;
  • Applying control instruments for strategy implementation.

Knowledge and skills in international strategic management are needed for students education and training as experts in economics, whose professional interests or responsibilities are concerned with development or implementation of strategies for servicing international markets: managers of companies or subsidiaries engaged in international business, consultants, branch organizations representatives, public servants in governmental institutions supporting company business with foreign partners.

THE COURSE is also taught in:

  1. Bucconi Business School - Italy
  2. University of Amsterdam – Netherlands
  3. University of Barcelona–Spain

TOTALSTUDENTACADEMICLOAD

Type of classes/academic load / Overall student academic load / Student academic load,
average classes per week / Student non-contact academic load / Total
Lectures / 45 / 3 / 15 / 60
Seminars
Laboratory training
Practical training
Term paper
Final thesis
Individual assignment / 15 / 15
Interim exam/test
On-going assessment
Exam / Written / 25 / 25
Total / 45 / 3 / 55 / 100

BIBLIOGRAPHY

А. BASIC

  1. Grant, R., Contemporary Strategy Analysis, 7e, John Wiley & Sons, 2010
  2. Hill, Ch., International Business. Competing in the Global Marketplace, 8e, McGraw-Hill International Edition, 2010
  3. Hitt, M., R.D.Ireland, R.E.Hoskisson, StrategicManagement,CompetitivenessandGlobalization, 8e, Thomson, South-Western, 2008
  4. Spulber, D., Global Competitive Strategy, CambridgeUniversity Press, 2007

Б. ДОПЪЛНИТЕЛНА

1. Baldwin, R., Ch. Wyplosz, The Economics of European Integration, Maidenhead, McGraw-Hill Education, 2010

2. Dicken, P., Global Shift. Reshaping the Global Economic Map in the 21st Century, London, Sage Publications, 2009

3. Ferguson, N., “Sinking Globalization”, Foreign Affairs, March/April 2010

4. McCormick, J., Understanding The European Union: A Concise Introduction, Pelgrave MacMillan, 6rd edition, 2012

7. McDonald, F., St. Dearden, European Economic Integration, Prentice Hall, 7th edition, 2010

8. Mercado et al., European Business, 9th edition, Pearson Education, Essex, 2010

PREPARED BY:

(Assoc. Professor Ivan Stoychev, PhD)

HEAD OF DEPARTMENT:

(Assoc. Professor Ivan Stoychev, PhD)

DEAN:

(ProfessorAntoaneta Vassileva, PhD)

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Идентификация на статуса: ОДНК_7.1.3.-3/ Версия 01/Изменение ____/______; стр. __/__

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