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Talk to an Expert| Category | Assignment | Subject | Business |
|---|---|---|---|
| University | Ulster University (UU) | Module Title | BMG872 Global Strategy Development and Implementation |
| Module Title | Global Strategy Development and Implementation | ||
| Module Code | BMG872 | Module Level | 7 |
| Credit points | 15 | Module Status | Core |
| Semester | 1 | Location | QA – London & Birmingham |
| Delivery Mode | Face-to-face | ||
| Contact Details and Communication Methods | |||
| Module Coordinator | |||
| Teaching Staff Contact Details | |||
| General Information, Queries and Consultations |
If you require advice on any aspect of the module, please read the guidance provided here, in the Module Handbook. For General Queries, please utilise the class Discussion Board. For Specific Queries or studies advice, you can avail of the ‘Virtual Office Hours’. Please contact your module tutor if you have questions relating to the module or wish to schedule an appointment. Please note, we aim to respond to emails within 48 hours during the working week. |
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| Module Announcements |
Key announcements will be presented during tutor-led activities.Out of class communication including notifications, reminders, etc will be distributed via the Blackboard Announcement tool. You will receive a duplication of the announcement direct to your student email inbox. It is essential that you check your emails regularly. It also advisable that you download the ‘Blackboard’ App as an alternative to access these announcements, notifications, and reminders as well as content. |
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The strategic management process helps organisations identify what they intend to achieve and how they will accomplish valued outcomes. The magnitude of this challenge is greater today than ever before. A new competitive landscape is developing as a result of the increasing globalisation. This module analyses how organisations can use the strategic management process to understand international competitive forces and develop competitive advantage systematically and consistently.
The primary aim of this module is to develop an understanding of the strategic management of an enterprise engaged in international business. This includes understanding how the competitive position of a firm is devised based on analysing structure, country-based sources of advantage and their distinctive competencies. Further, translating strategy into organisational action requires understanding of the advantages and disadvantages of the many organisational forms and processes that may be used to attain the desired competitive position. Many inner-organisational and outer-organisational factors affect the implementation of the global strategy; therefore it is vital for graduates to understand global strategy implementation success factors.
Successful participants will be able to:
1)Demonstrate knowledge and critical understanding of the fundamental concepts, principles, theories, practices, and legislative frameworks underlying international business as an academic discipline and as a tool for improved management of international businesses.
2)Apply critical evaluation to complex arguments and evidence in the field of international business.
3)Formulate strategies to support successful international operations in diverse contexts.
Assess the implications, risks, security, integrity, and confidentiality aspects of applying innovative solutions for today's dynamic international organisations.
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This module will be assessed via one item of assessment |
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Type |
Assessment method and submission date: |
Percentage (%) and word count equivalent |
Feedback due date |
|
Individual Assignment |
3000-word individual assignment Monday 12th Jan 2026 before 12 Noon |
100% |
+3 weeks post submission date |
INDIVIDUAL ASSIGNMENT
Taking a case study approach, critically assess the global strategy of a multinational corporation (MNC) of your choice. Using theoretical models studied in this module, analyse the MNC’s competitive positioning and international expansion strategies. Evaluate the MNC’s success in different global markets, considering its adaptation to local contexts. Additionally, discuss how emerging trends in technology and sustainability impact the MNC’s global strategy. Finally, propose recommendations for enhancing the MNC’s competitive advantage and global performance, using insights from the theoretical models.
a)Completed assignments must be submitted in Word format via the Turnitin Dropbox in your Blackboard Course Area by the specified date and time outlined in the Key Assessment Information Table above.
b)All submitted assignments should have the file name:
i)"SurnameFirstNameBNumber"
ii)e.g. BrownJohnB00001234_AssignmentOne.
Written feedback on the assessment will be provided via Blackboard with 21 day
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Excellent 70 – 100 |
Very Good 60 – 69 |
Good 50 – 59 |
Poor (fail) 45-49 |
Fail 0-44 |
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Knowledge
Knowledge and understanding 20% |
Exceptional knowledge and understanding of relevant, complex principles and concepts and the development and advancement of ideas and practice |
Wide knowledge and depth of understanding of importance principles and concepts and the development of ideas and practice. |
Appropriate knowledge and depth of understanding of key principles and concepts with some understanding of their relevance to and development in practice. |
Basic knowledge and depth of understanding of key principles and concepts with only a very basic understanding of their relevance to and/or development in practice.
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Very limited/superficial knowledge and depth of understanding of key principles and concepts with very basic understanding of their relevance to and/or development in practice displayed |
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Application
Evidence of application of theoretical models/concepts 30% |
Excellent identification and advanced application of theoretical concepts or models informed and critically analysed extensively by current research and practice in this area.
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Very good identification and application of theoretical concepts or models informed and analysed by current research and practice in this area. |
Good identification and application of theoretical concepts or models with some link to research in this area. |
Occasional identification and application of theoretical concepts or models. |
Limited identification and application of theoretical concepts or models |
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Analysis Analysis and interpretation 25% |
Critical insightful evaluation and synthesis of a wide range of views, issues and complex information which demonstrates a highly original and reflective approach. |
Critical evaluation and synthesis of a wide range of views, issues and complex information which demonstrates an original and reflective approach. |
Some critical evaluation and synthesis of key issues and material. |
Some basic evaluation and synthesis of pertinent issues and information. Lacks originality and/or reflection. |
Very limited evaluation. Mainly description of key issues and information. Lacks originality and reflection. |
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Reading Reading, referencing, bibliography/reference list 15% |
Extensive evidence of integrating high quality and relevant supplementary sources. Outstanding citations, referencing and bibliography in accordance with Harvard guidelines. |
Evidence of extensive reading of supplementary sources. Comprehensive citations, referencing and bibliography in adherence to the Harvard guidelines. |
Evidence of reading of supplementary sources. Adequate citations, referencing and bibliography mainly in accordance with the Harvard guidelines |
Limited evidence of supplementary reading. Citations, referencing and bibliography limited and not in adherence to the Harvard guidelines. |
Minimal/limited evidence of additional reading. Inadequate citation, referencing and bibliography. |
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Structure Presentation, structure, grammar, and spelling 10% |
Outstanding well-directed presentation, logically and coherently structured, sophisticated style adopted. Correct grammar and spelling throughout. |
Excellent presentation, logically structured and a coherent style adopted. Mainly correct grammar and spelling. |
Acceptable presentation, clear orderly structure and coherent style used. Acceptable grammar and spelling. |
Adequate presentation and structure, very basic style. Errors in grammar and spelling. |
Poor/inadequate presentation and structure. Basic approach adopted. Errors in grammar and spelling. |
| Learning Activities: Week 1-12 | Indicative Weekly Hours | Total Hours (150 hours) |
| Lecture and Class Activities | 2 hours | 24 |
| Seminar or Seminar Activities | 1 hour | 12 |
| Other, Directed Learning Activities | 3 hours | 36 |
| Independent Study: Week 1-15 | Indicative Guide | |
| Assigned Reading and Note-taking | 2 hours | 30 |
| Assessment Activities and Seminar Preparation | 3.5 hours | 52 |
The teaching and learning plan provides a more detailed overview of content on a weekly basis.
Module delivery will typically consist of a two-hour lecture and a one-hour Seminar although format may vary slightly between weeks/sessions.
Seminars – please refer to the teaching and learning plan below for the seminar topic. Attendance at seminars is most important and therefore will be monitored.
The teaching plan/order of weekly topics is subject to change. The list below provides an outline summary of weekly activities and further information is available on BBL in the relevant week’s folder. Students will be expected to engage in all prescribed activities that contribute towards final assessment.
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Week/L&T Methods |
Curriculum Content/Topic Title |
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Week 1 Lecture
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Introduction to Global Strategy, Development and Implementation – Module Overview
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Week 2 Lecture
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Globalisation
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Week 3 Lecture
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The Global Environment Explain the different political, economic and legal systems
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Week 4 Lecture
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Global Strategy and Sources of Competitive Advantage
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Week 5 Lecture
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International Strategy Formulation
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Week 6 Lecture
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Strategic Initiatives for Global Growth
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Week 7 Lecture
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International Strategy Implementation
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Week 8 Lecture
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International Strategy for MNCs
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Week 9 Lecture
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Strategic Integration and Management of MNCs
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Week 10 Lecture
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International Strategy: evaluation, control, monitoring and control in MNCs
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Week 11 & Week 12 |
Assignment Preparation and Module Reflection and Revision
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ASSIGNMENT DEADLINE DATE |
Monday 12th Jan 2026 before 12 Noon |
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