BS4S38 - International Management: Strategies and Solutions 01 Sep 2024 - 31 Aug 2030 | Version 1

Associated Module Information

Module Code: BS4S38
Module Title: International Management: Strategies and Solutions
Faculty: Faculty of Business and Creative Industries
Faculty Group: Operations Management
Faculty Sub Group: Management
Module Leader: Artem Kliuchnikov
Module Team: Antara Arif, Catherine McCluskey, Gail Evans, Katie Jones, Omoboyede Alalabiaye, Sriram Chinnadurai, Simon Thomas, Marilia Angove
First Intended Intake: SEP 2024 Final Year of Intake: 2029
Date Closed:
Credit Value: 20 Credit Level: 7
Language: English
Percentage of Module Taught in Welsh: 0
Equivalent Module:
HECOS codes: 100080 - international business 100088 - leadership 100089 - management studies
HECOS Code Weighting: 70 10 20

Document Version Information

Version 1
Valid From 01 Sep 2024
Valid To 31 Aug 2030

Module Aims

Establish a Solid Foundation: Equip students with a comprehensive understanding of key concepts in international management, including cultural dimensions, global mindset, and the workings of multinational corporations. 

Foster Critical Thinking: Encourage students to critically evaluate and compare global management practices across different regions, enhancing their analytical skills and deepening their understanding of international business. 

Promote Active Engagement: Create a learning environment that challenges students to actively engage with the course material, applying their knowledge to understand the complexities of managing businesses globally. 

Develop Intercultural Competence: Cultivate students’ ability to navigate cultural differences, fostering a sense of intercultural sensitivity and awareness essential for success in international management. 

Prepare Global Leaders: Prepare students to become adept global leaders, capable of contributing positively to diverse international teams and effectively managing cross-cultural interactions.

Content Summary

Dynamics of global teams, emphasizing the role of virtual leadership: The module offers a comprehensive overview of the challenges and opportunities inherent in managing businesses on a global scale. It begins by laying the foundation with an introduction to the module, defining the scope of international management, and discussing the evolution of the global business environment. 

Varieties of capitalism, contrasting liberal and coordinated market economies: A portion of the module is dedicated to understanding cultural dimensions, with a deep dive into the works of renowned scholars like Hofstede and Trompenaars, as well as insights from the GLOBE Study. 

Insights into the world of Multinational Corporations (MNCs), discussing their characteristics, strategies for entering foreign markets and various organizational structures they adopt: This is complemented by topics on global mindset and intercultural competencies, emphasizing the importance of intercultural sensitivity, communication, and the ability to deal with uncertainty in global settings.  

Challenges and advantages of global virtual teams, and significance of technology and infrastructure in facilitating effective collaboration. The module also delves into the intricacies of intercultural communication, highlighting the differences between verbal and non-verbal cues, and the challenges posed by high-context versus low-context cultures. 

This is supplemented by discussions on government relations, political risks, and risk management strategies. Ethical considerations in international management are also addressed, with topics ranging from cultural relativism versus ethical universalism to the role of corporate social responsibility in a global context, identified as a “soft-skils” priority in the Future of Work report.. The module concludes with focus on organizational culture as a point of alignment and the nuances of negotiation and conflict resolution in international contexts.

Learning and Teaching Methods

Activity Type Hours
Lecture 10
Practical Classes and Workshops 20
Independent Study 100
Directed Study (Including online independent learning) 60
Formative Assessment - Independent 10
Total Hours Selected 200

Learning Outcomes

# Learning Outcome
LO1 Critically evaluate global management practices and develop internationalization strategies in business environments across different countries and regions, identifying the implications of cultural, economic and institutional differences on international business operations.
LO2 Analyse and apply theoretical frameworks to resolve cross-cultural challenges and communicate effectively utilising theories and frameworks in international management to analyse, understand, and propose solutions to practical issues faced by businesses in the global environment.

Module Requisites

N/A

Assessment Criteria

Assessment Category Assessment Type Description Duration Word Count Weight (%) Best of? Pass Mark
Asynchronous Assessment Portfolio 1 A series of discussions. Each discussion has a prompt that directs students’ focus. The students are to write an initial post and two replies to their peers per discussion. 0 3000 60 No 40
Synchronous Online Assessment Classroom Test - Time Constrained (Online) 1 A weekly quiz as part of the workshop experience. Multiple choice questions. 0 N/A 40 No 40

Assessment Matrix

Assessment Type Learning Outcomes
LO1 LO2
Portfolio 1 ✔ ✔
Classroom Test - Time Constrained (Online) 1 ✔ ✔

Reading List

Adewale, A. and Schepers, S. (2023) Reimaging Africa. Cham: Springer Nature Switzerland.  

Available at: https://doi.org/10.1007/978-3-031-40360-6. 

Aránega, A.Y. and Castaño Sánchez, R. (2023a). Promoting management skills: an intercultural comparative analysis. International Journal of Entrepreneurial Behavior & Research, 29(7), pp. 1568–1583. Available at: https://doi.org/10.1108/IJEBR-06-2022-0531. 

Aránega, A.Y. and Castaño Sánchez, R. (2023b). Promoting management skills: an intercultural comparative analysis. International Journal of Entrepreneurial Behavior & Research, 29(7), pp. 1568–1583. Available at: https://doi.org/10.1108/IJEBR-06-2022-0531. 

Bachkirov, A.A. (2019). Interculturality as a source of organisational positivity in expatriate work teams: An exploratory study. Business Ethics: A European Review, 28(3), pp. 391–405. Available at: https://doi.org/10.1111/beer.12220. 

Barkemeyer, R. and Figge, F. (2014). CSR in multiple environments: the impact of Headquartering. Critical Perspectives on International Business, 10(3), pp. 124–151. Available at: https://doi.org/10.1108/cpoib-05-2013-0013. 

Bharadwaj, A. (2023). Intercultural Communication Challenges in IT Companies in India: A Case Study. Business and Professional Communication Quarterly [Preprint]. Available at: https://doi.org/10.1177/23294906231186560. 

Brock, D.M. and Hydle, K.M. (2018) Transnationality – Sharpening the Integration-Responsiveness vision in global professional firms. European Management Journal, 36(1), pp. 117–124. Available at: https://doi.org/10.1016/j.emj.2017.01.003.  

Buchanan, S. and Marques, J.C. (2018). How home country industry associations influence MNE international CSR practices: Evidence from the Canadian mining industry. Journal of World Business, 53(1), pp. 63–74. Available at: https://doi.org/10.1016/j.jwb.2017.07.005. 

Deresky, H. (2023) International Management: Managing Across Borders and Cultures (9th edition). Harlow: Pearson Education Limited. 

Deresky, H. and Miller, S.R. (2023) International management: managing across borders and cultures?: text and cases. (Tenth edition, Global edition). Harlow: Pearson Education Limited. Available at: https://eu.alma.exlibrisgroup.com/view/action/uresolver.do?operation=resolveService&package_service_id=9002801100002424&institutionId=2424&customerId=2415. 

Dervin, F. and R’boul, H. (2023a) Through the Looking-glass of Interculturality. (1st ed.) Singapore: Springer Verlag, Singapore.  

Djodat, N. and Knyphausen-Aufseß, D. (2017). Revisiting Ghoshal and Bartlett’s Theory of the Multinational Corporation as an Interorganizational Network. Management International Review, 57(3), pp. 349–378. Available at: https://doi.org/10.1007/s11575-016-0298-3. 

Donohue, W.A. et al. (2023). Conflict, communication and team collaboration: a comparison of Nigerians and US Americans. International Journal of Conflict Management, 34(4), pp. 649–667. Available at: https://doi.org/10.1108/IJCMA-07-2022-0123. 

Fitzpatrick, F. (2024) Understanding Intercultural Interaction. (2nd edition). Bingley: Emerald Publishing Limited.  

Ibarra-Colado, E., Faria, A. and Lucia Guedes, A. (2010) Introduction to the special issue on \\\"Critical international management and international critical management: perspectives from Latin America.” Critical Perspectives on International Business, 6(2/3), pp. 86–96. Available at: https://doi.org/10.1108/17422041011049923.  

Mahadevan, J., Primecz, H. and Romani, L. (eds) (2020) Cases in Critical Cross-Cultural Management: An Intersectional Approach to Culture. (First edition). New York: Routledge. Available at: http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=2296969. 

Moran, R.T. (2023) Managing Cultural Differences. Routledge.  

Morrison, J. (2023) The global business environment: sustainability in the balance. (6th edition). London: Bloomsbury Academic. Available at: https://eu.alma.exlibrisgroup.com/view/action/uresolver.do?operation=resolveService&package_service_id=9000934060002424&institutionId=2424&customerId=2415.  

Odunukan, K. et al. (2022). Internationalisation of rural small-and-medium enterprises from Nigeria: Examining social and organisational impact. Business Strategy & Development, 5(1), pp. 80–93. Available at: https://doi.org/10.1002/bsd2.185. 

Omokaro-Romanus, C., Anchor, J.R. and Konara, P. (2019). The internationalization of Nigerian firms: Motivations and location patterns. Thunderbird International Business Review, 61(1), pp. 75–88. Available at: https://doi.org/10.1002/tie.21962. 

Pilz, M. (2016). Training Patterns of German Companies in India, China, Japan and the USA: What Really Works?. International Journal for Research in Vocational Education and Training, 3(2), pp. 66–87. Available at: https://doi.org/10.13152/IJRVET.3.2.1. 

R’boul, H. (2022). Communicating creativities: interculturality, postcoloniality and power relations. Third World Quarterly, 43(6), pp. 1478–1494. Available at: https://doi.org/10.1080/01436597.2022.2059462. 

Sorge, A., Noorderhaven, N. and Koen, C. (2023). Comparative International Management. (3rd edition). London: Taylor & Francis Ltd.  

Wild, J.J. and Wild, K.L. (2024) International business: the challenges of globalization. (Tenth edition, Global edition). Harlow: Pearson. Available at: https://eu.alma.exlibrisgroup.com/view/action/uresolver.do?operation=resolveService&package_service_id=9003117970002424&institutionId=2424&customerId=2415