Print Course syllabus
Course syllabus - Strategy and International Marketing
Scope
15 credits
Course code
FOA324
Valid from
Autumn semester 2020
Education level
Second cycle
Progressive Specialisation
A1N (Second cycle, has only first-cycle course/s as entry requirements).
Main area(s)
Business Administration
School
School of Business, Society and Engineering
Ratified
2020-01-26
Literature lists
Course literature is preliminary up to 8 weeks before course start. Course literature can be valid over several semesters.
-
Books
International marketing
Fifth edition : London : McGraw Hill, [2022] - xxvi, 626 sidor
ISBN: 9781526848598 LIBRIS-ID: 1fgtjbhrzvr6w4h9
Contemporary strategy analysis
Eleventh edition : Hoboken, NJ : Wiley, [2022] - xi, 498 sidor, G-7, I-20
ISBN: 9781119815235 LIBRIS-ID: brfqb9fx8wzxr81r
Articles
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What are the consequences of initiative taking in multinational subsidiaries?
Journal of International Business Studies, Vol. 41, No. 6, 2010
The Strategic Impact of External Networks - Subsidiary Performance and Competence Development in the Multinational Corporation
Strategic Management Journal, Vol. 23, No. 11, 2002
Balancing Subsidiary Influence in the Federative MNC - a Business Network Perspective
Journal of International Business Studies, Vol. 38, No. 5, 2007
Firm resources and sustained competitive advantage
Journal of Management, Vol. 17, No. 1, 99-120, 1991
Multinational subsidiary evolution: Capability and charter change in foreign-owned subsidiary companies
Academy of Management Review, 23(4) 773-795., 1998
How are institutional capabilities transferred across borders?
Journal of World Business, 51(6), 882-894., 2016
Advances in international marketing
International Journal of Research in Marketing, 9(4), 291-318., 1992
The concept of learning in the Uppsala internationalization process model: a critical review
International Business Review, 11(3), 257-277., 2002
What doesn't kill you makes you stronger: The evolution of competition and entry‐order advantages in economically turbulent contexts
Strategic Management Journal, 35(13), 1972-1992, 2014
Adopting a service logic for marketing
Marketing theory, 6(3), 317-333, 2006
The internationalization process model: A proposed view of firms' regular incremental and irregular non-incremental behaviour
International Business Review, 23(1), 155-168, 2014
International business-relationship triads
International Marketing Review, 21(2), 172-186, 2004
The principle of the conservation of business relationship energy: or many kinds of new beginnings
Industrial Marketing Management, 31(3), 191-203, 2002
The GLOBE debate: Back to relevance
Journal of International Business Studies, 41(8), 1339-1346, 2010
Strategy in emerging economies
Academy of Management Journal, 43(3), 249-267, 2000
A balance of strategic management and entrepreneurship practicesThe renewal journey of the Swedish Public Employment Service
Financial Accounting & Management. 2018;34:354366, 2018
The Internationalization Process of the Firm - A Model of Knowledge Development and Increasing Foreign Market Commitments
Journal of International Business Studies, 8(1), 23-32, 1977
From market driven to market driving
European Management Journal, 18(2), 129-142, 2000
Strategic Entrepreneurship: Exploring Different Perspectives of an Emerging Concept
Entrepreneurship Theory and Practice, vol. 33, pp. 1-17., 2009
Relationship Marketing" and the "Markets-as-Networks Approach" - A comparative analysis of two evolving streams of research
Journal of Marketing Management, 13(5), 447-461, 1997
Consumer world-mindedness and attitudes toward product positioning in advertising: An examination of global versus foreign versus local positioning
Journal of International Marketing, 19(3), 113-133, 2011
The psychic distance paradox
Journal of International Business Studies, 27(2), 309-333, 1996
The competitive Advantage of Nations
Harvard Business School, (March April), 1990
What Is Strategy?
Harvard Business Review, vol.74, no. 6. (NovemberDecember), 1996
Clusters and Competition: New Agendas for Companies, Governments, and Institutions
Harvard Business School Working Paper, No. 98-080, (March), 1998
Strategy and the Internet
Harvard Business Review, vol.79, no. 3 (March), 2001
Competitive Across Locations: Enhancing Competitive Advantage, Through a Global Strategy
Book Chapter in On Competition Harvard Business Review, 2008
The Five Competitive Forces That Shape Strategy. Special Issue on HBS Centennial
Harvard Business Review, vol 86, no. 1 (January 2008): 7893, 2008
Impact of emerging markets on marketing: Rethinking existing perspectives and practices
Journal of Marketing, 75(4), 166-182, 2011
A resource-based view of the firm
Strategic Management Journal , vol.5 No.2, 1984
A Model of Strategic Entrepreneurship: The Construct and its Dimensions
vol. 29 pp.963-989, 2003
Strategic Entrepreneurship: Creating Competitive Advantage through Streams of Innovation
Business Horizons, vol. 50, pp. 49-59, 2007
Contemporary strategy analysis - text and cases (10 th ed.)
Chichester, West Sussex : John Wiley & Sons, 2018
-
What are the consequences of initiative taking in multinational subsidiaries?
Journal of International Business Studies, Vol. 41, No. 6, 2010
The Strategic Impact of External Networks - Subsidiary Performance and Competence Development in the Multinational Corporation
Strategic Management Journal, Vol. 23, No. 11, 2002
Balancing Subsidiary Influence in the Federative MNC - a Business Network Perspective
Journal of International Business Studies, Vol. 38, No. 5, 2007
Firm resources and sustained competitive advantage
Journal of Management, Vol. 17, No. 1, 99-120, 1991
Multinational subsidiary evolution: Capability and charter change in foreign-owned subsidiary companies
Academy of Management Review, 23(4) 773-795., 1998
How are institutional capabilities transferred across borders?
Journal of World Business, 51(6), 882-894., 2016
Advances in international marketing
International Journal of Research in Marketing, 9(4), 291-318., 1992
The concept of learning in the Uppsala internationalization process model: a critical review
International Business Review, 11(3), 257-277., 2002
What doesn't kill you makes you stronger: The evolution of competition and entry‐order advantages in economically turbulent contexts
Strategic Management Journal, 35(13), 1972-1992, 2014
Adopting a service logic for marketing
Marketing theory, 6(3), 317-333, 2006
The internationalization process model: A proposed view of firms' regular incremental and irregular non-incremental behaviour
International Business Review, 23(1), 155-168, 2014
International business-relationship triads
International Marketing Review, 21(2), 172-186, 2004
The principle of the conservation of business relationship energy: or many kinds of new beginnings
Industrial Marketing Management, 31(3), 191-203, 2002
The GLOBE debate: Back to relevance
Journal of International Business Studies, 41(8), 1339-1346, 2010
Strategy in emerging economies
Academy of Management Journal, 43(3), 249-267, 2000
A balance of strategic management and entrepreneurship practicesThe renewal journey of the Swedish Public Employment Service
Financial Accounting & Management. 2018;34:354366, 2018
The Internationalization Process of the Firm - A Model of Knowledge Development and Increasing Foreign Market Commitments
Journal of International Business Studies, 8(1), 23-32, 1977
From market driven to market driving
European Management Journal, 18(2), 129-142, 2000
Strategic Entrepreneurship: Exploring Different Perspectives of an Emerging Concept
Entrepreneurship Theory and Practice, vol. 33, pp. 1-17., 2009
Relationship Marketing" and the "Markets-as-Networks Approach" - A comparative analysis of two evolving streams of research
Journal of Marketing Management, 13(5), 447-461, 1997
Consumer world-mindedness and attitudes toward product positioning in advertising: An examination of global versus foreign versus local positioning
Journal of International Marketing, 19(3), 113-133, 2011
The psychic distance paradox
Journal of International Business Studies, 27(2), 309-333, 1996
The competitive Advantage of Nations
Harvard Business School, (March April), 1990
What Is Strategy?
Harvard Business Review, vol.74, no. 6. (NovemberDecember), 1996
Clusters and Competition: New Agendas for Companies, Governments, and Institutions
Harvard Business School Working Paper, No. 98-080, (March), 1998
Strategy and the Internet
Harvard Business Review, vol.79, no. 3 (March), 2001
Competitive Across Locations: Enhancing Competitive Advantage, Through a Global Strategy
Book Chapter in On Competition Harvard Business Review, 2008
The Five Competitive Forces That Shape Strategy. Special Issue on HBS Centennial
Harvard Business Review, vol 86, no. 1 (January 2008): 7893, 2008
Impact of emerging markets on marketing: Rethinking existing perspectives and practices
Journal of Marketing, 75(4), 166-182, 2011
A resource-based view of the firm
Strategic Management Journal , vol.5 No.2, 1984
A Model of Strategic Entrepreneurship: The Construct and its Dimensions
vol. 29 pp.963-989, 2003
Strategic Entrepreneurship: Creating Competitive Advantage through Streams of Innovation
Business Horizons, vol. 50, pp. 49-59, 2007
Contemporary strategy analysis
9 th ed. : Chichester, West Sussex : John Wiley & Sons, 2016 - xvi, 758 p.
ISBN: 9781119120841 LIBRIS-ID: 18246040
Objectives
The purpose of this course is to give students an overview of the different international environments that a company operates in and provide tools to deal with the issues that arise in the company's international contexts. This includes understanding of how companies handle local and global marketing strategies, how they organize their internal operations, and how they use strategy to compete in global and local markets.
Learning outcomes
After completion of the course the student should be able to:
Evaluate options regarding market analysis and a corporate strategies for entry into international markets
- Implement analysis of a country's national competitive advantages concerning related and supporting industries, terms of factors, demand, business structure, strategy and competition
- Develop a marketing plan based on appropriate theories and models from the literature and other collected and reviewed material
- Make judgments based on incomplete information regarding a company's political, economic, cultural and technological environment
- Collaborate with colleagues and actively contribute to solving tasks
- Communicate and present (orally and in writing) conclusions and methods to an international audience of both specialists and non-specialists
- Reviewing and providing feedback on other students' work, and argue and discuss about their own contribution in the learning activities
Course content
The course provides an international and cultural perspectives on management and marketing where we discuss and analyze the political, economic, cultural and technological environment. The course provides a broad view of the multinational corporation and its global and local environment. A company operating in a global market must be able to implement and manage their marketing strategies effectively in order to be able to organize their activities so that it can be competitive in global and local markets. Part of the course is to create models to solve marketing problems in an international environment and to study a company's approach to internationalization.
Tuition
Lectures, seminars and groupwork.
Specific requirements
Degree of Bachelor of at least 180 credits of which at least 90 credits of progressive specialization in Business Administration. In addition Swedish B/Swedish 3 and English B/ English 6 are required. In cases where the course is given in English, exemption from the Swedish B/Swedish 3 is given.
Examination
Assignment (INL1), Assignment submitted directly related to the seminars, 1 credit, grade Excellent (A), Very good (B), Good (C), Satisfactory (D), Sufficient (E), Insufficient, complementary work possible (Fx), Insufficient (F)
Seminar (SEM1), 4 credits, grade Excellent (A), Very good (B), Good (C), Satisfactory (D), Sufficient (E), Insufficient, complementary work possible (Fx), Insufficient (F)
Written exam (TEN1), 5 credits, grade Excellent (A), Very good (B), Good (C), Satisfactory (D), Sufficient (E), Insufficient (F)
Project (PRO1), 5 credits, grade Excellent (A), Very good (B), Good (C), Satisfactory (D), Sufficient (E), Insufficient, complementary work possible (Fx), Insufficient (F)
Active participation in seminars is required.
The project will be presented orally and in writing in two steps. The grade includes opposition.
The final grade is calculated as an average of all the parts of the course. All parts must be completed in order to receive a grade.
A student who has a certificate from MDU regarding a disability has the opportunity to submit a request for supportive measures during written examinations or other forms of examination, in accordance with the Rules and Regulations for Examinations at First-cycle and Second-cycle Level at Mälardalen University (2020/1655). It is the examiner who takes decisions on any supportive measures, based on what kind of certificate is issued, and in that case which measures are to be applied.
Suspicions of attempting to deceive in examinations (cheating) are reported to the Vice-Chancellor, in accordance with the Higher Education Ordinance, and are examined by the University’s Disciplinary Board. If the Disciplinary Board considers the student to be guilty of a disciplinary offence, the Board will take a decision on disciplinary action, which will be a warning or suspension.
Study guideGrade
AF-skala
Interim Regulations and Other Regulations
The course overlaps 7,5 credits with EFO215 Marketing Issues in an International Context, 7,5 credits with EFO216 Global and Local Marketing Strategies and with FOA308 15 credits with Strategy and International Marketing.