София 1700, Студентски град “Христо Ботев”,
Adopted by a decision issued by the Faculty Council
of „General Economics Faculty”
Approved by:
Protocol № /
Dean:
Assoc.Prof. Lilia
Yotova,PhD
УЧЕБНА ПРОГРАМА
Academic subject:
Subject code:
Educational and qualification
degree:
Status of the course
Field of higher education:
Professional:
Specialty:
Faculty:
Department:
Total student academic load
(average classes per course):
Non-contact student academic
load
Credits:
Lecturer of the course:
INTERNATIONAL STRATEGIC
MANAGEMENT
BACHELOR OF ECONOMY
3.
3.8.
OPTIONAL
SOCIAL SCIENCES, ECONOMICS
AND LAW
ECONOMICS
ECONOMICS
OБЩОИКОНОМИЧЕСКИ ФАКУЛТЕТ
ECONOMICS
45/0 hours lectures
55 hours
4
Assoc. Professor Ivan Stoychev,
PhD
Идентификация на статуса: ОДНК_7.1.3-3/ Версия 01/Изменение ____/____________; стр. __/__
Ниво на достъп:
□ общодостъпен □ за служебно ползване □поверителен □секретен
PREREQUISITES
It is supposed that students have already studied “Fundamentals of
Management” and “Marketing”.
ANNOTATION
1. The academic subject ”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
Идентификация на статуса: ОДНК_7.1.3.-3/ Версия 01/Изменение ____/____________; стр. __/__
Ниво на достъп:
□ общодостъпен □ за служебно ползване □поверителен □секретен
2
CONTENT OF THE CURRICULUM
LECTURES
Contact
Academic
Load
Noncontact
Academic
Load
1 INTRODUCTION IN INTERNATIONAL STRATEGIC
MANAGEMENT
 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: Google in China

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
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
№
TOPICS
Идентификация на статуса: ОДНК_7.1.3.-3/ Версия 01/Изменение ____/____________; стр. __/__
Ниво на достъп:
□ общодостъпен □ за служебно ползване □поверителен □секретен
3
5 COMPETITIVE RIVALRY AND COMPETITIVE DYNAMICS
 Model of competitive rivalry
 Analysis of competitors
 Possible attack and response
 Competitive dynamics
 Case: Boeing vs Airbus
3
3
6 CORPORATE-LEVEL STRATEGY ON 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 ACQUISITION AND RESTRUCTURING STRATEGIES
 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 COOPERATIVE STRATEGY
 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
3
3
Идентификация на статуса: ОДНК_7.1.3.-3/ Версия 01/Изменение ____/____________; стр. __/__
Ниво на достъп:
□ общодостъпен □ за служебно ползване □поверителен □секретен
4
 Corporate governance in selected countries
 Management instruments and ethical behaviour
 Case: Mired in corruption – Kellogg, Brown & Root in
Nigeria
10 ORGANIZATIONAL STRUCTURE AND CONTROLS
 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 at Unilever
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
3
3
Идентификация на статуса: ОДНК_7.1.3.-3/ Версия 01/Изменение ____/____________; стр. __/__
Ниво на достъп:
□ общодостъпен □ за служебно ползване □поверителен □секретен
5








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
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.
Идентификация на статуса: ОДНК_7.1.3.-3/ Версия 01/Изменение ____/____________; стр. __/__
Ниво на достъп:
□ общодостъпен □ за служебно ползване □поверителен □секретен
6
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/
A
B
C
80%
75%
70%
Credits are awarded as provided in curriculum
Fair /3/
D
60%
Poor /2/
E
FX
F
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.
Идентификация на статуса: ОДНК_7.1.3.-3/ Версия 01/Изменение ____/____________; стр. __/__
Ниво на достъп:
□ общодостъпен □ за служебно ползване □поверителен □секретен
7
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
TOTAL STUDENT ACADEMIC LOAD
Type of classes/academic load
Lectures
Seminars
Laboratory training
Practical training
Term paper
Final thesis
Individual assignment
Interim exam/test
On-going assessment
Exam
Total
Overall
student
academic
load
45
Written
45
Student
academic
load,
average
classes per
week
3
3
Student
non-contact
academic
load
Total
15
60
15
15
25
55
25
100
Идентификация на статуса: ОДНК_7.1.3.-3/ Версия 01/Изменение ____/____________; стр. __/__
Ниво на достъп:
□ общодостъпен □ за служебно ползване □поверителен □секретен
8
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, Strategic Management, Competitiveness
and Globalization, 8e, Thomson, South-Western, 2008
4. Spulber, D., Global Competitive Strategy, Cambridge University 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:
(Professor Antoaneta Vassileva, PhD)
Идентификация на статуса: ОДНК_7.1.3.-3/ Версия 01/Изменение ____/____________; стр. __/__
Ниво на достъп:
□ общодостъпен □ за служебно ползване □поверителен □секретен
9