Course Name		:	INTERNATIONAL STRATEGIC MANAGEMENT
Course Code		:	BAD 3115
Course Level 		:	3
Credit Units		:	4
Contact Hours	:	60

Course Description
This is 	a managerially-oriented course, which provides an overview of international strategy, management theory and practice. A case-study approach, based on teamwork, stimulates an elaborate discussion concerning managerial decision making and reflections on concurrent business topics. Students are able to make strategic decisions based on specific management processes and heuristics in an international context. Students will also become familiar with the impact of globalisation for international strategies. This course provides an overview and in-depth analysis of concurrent issues and theoretical frameworks related to global management strategy.

Course Objectives
•	Identify and discuss the relationship between strategic inputs, strategic actions (formulation and implementation) and strategic outcomes,
•	To enable students apply competitive strategy in developing a set of analytical approaches and tools to help formulate and evaluate these strategies at the regional and global level, 
•	To provide a unified and integrated framework to assist strategy formulation.

Expected Outcomes
Subsequently, this course unit’s students will be knowledgeable on regional and global strategy and what firms are undertaking to compete in international markets. So, at the end of this course, the   student should be able;
 
1.	To establish the logical connection between strategic inputs, strategic actions (formulation and implementation), strategic outcomes and strategic impact of a regional and/or global brand of choice,
2.	To progressively formulate and implement the appropriate strategies for the sustainable competitiveness of a case study brand at the regional and global level,
3.	To construct an integrated framework for formulating and progressively implementing the respective brand’s regional and global strategy in win-win ways. 

Methods of Delivery
i.	Lecture method: Straight and Guest Lectures
ii.	Group assignments and discussions
iii.	Individual and group presentations 
iv.	Success storytelling and case study analysis  

Course Assessment
Course works		30%
Final examination	70%

Detailed Course Content
No.	Topics 	Sub-topics 	Duration 	Week No.	
1	Introduction to international strategic management
	•	History and co-evolution of international strategic management 
•	Recognizing when a company's competitive advantage can be leveraged more effectively on a global playing field
•	Determining the extent to which and when the company should be regionally and globally diversified in its business portfolios: The right human resources, money, brand, customers, digitalization, partnerships and markets?	8 hours	1&2	
2	Multinational companies and world regions: theory and practice
	•	Theoretical foundations of multinational management: Growth Stage Theory, RBV, Dynamic Capabilities and Complexity Theory
•	Success story of a leading foreign and a leading home-grown multinational brand
•	Emerging challenges of international management: The related lessons learnt from both brands  
•	Overview of multiculturalism in key regions of the World for Uganda’s multinationals. 
•	Formulation of strategies to compete locally, regionally and globally: Inward internationalization and/or outward internationalization
•	Multinational business models: multiple case study analysis	12 hours	3,4&5	
3	Emerging economies and business groups
	•	Introduction: economic blocks and the  multilateral relations
•	Justification for business groups and co-evolution: When are mergers & acquisitions (M&A) strategically appropriate?
•	Ownership structure: the emerging HR, financing and the digital era’s trends for East Africa’s respective brands
•	Differentiation and vertical integration patterns / trends
•	Horizontal integration for group marketing and sales in the emerging economies	12 hours	6,7&8	
4	Strategies for international markets	•	Strategies: exporting, strategic alliance, franchising, cooperatives, mergers & acquisitions, online and hybrid models
•	International franchising models: sequential franchising, master franchising and multi-brand franchising
•	Strategic positioning in global markets 
•	Challenges: the strength-based approach 
•	Managing the key transitions 	8 hours	9&10	
5	International strategy implementation and performance management	•	Exemplar case study and/or success storytelling: key lessons learnt
•	Successful international entry and expansion: policy and management implications
•	Strategic leadership for effective international strategy implementation
•	Global sourcing modalities
•	Implementation-driven restructuring
•	Portfolio analysis and restructuring
•	Meritocracy-based performance management	12 hours	11&12	
6	Global value creation
	•	Co-creation and co-development of global value proposition
•	International certifications collaborations
•	Value proposition-based marketing
•	Value addition scorecard
•	Positive deviance for global competitiveness	4 hours	13	

Reading List
Asmussen, C.G, Hashai, N. and  Minbaeva, D. (2024). Encyclopedia of International Strategic
	Management. Edward Elgar Publishing. ebook 
Barney, J. B. (2010). Gaining and sustaining competitive advantage (4th ed.). New 	Jersey: 	Pearson-Prentice Hall.
Certo, S., & Peter, P. (1993). Strategic management: A focus on process (2nd ed.). 	IL: Irwin.
Cherunilam,F. (2014). Business environment: Text and cases (8th ed.). Mumbai: Himalaya 	Publishing.
Glueck, W. F.,  & Jauch, L.  (1989). Business policy & strategic management (3rd  	ed.). 	Singapore: McGraw Hill.
Grant, R., & Jordan, J. (2015). Foundations of strategy (2nd ed.). NY: John Wiley &Sons, 	Ltd.
Hitt, M., Ireland, R., & Hoskisson, R. (2017). Strategic management: Competitiveness and 	globalization – concepts (12th ed.). Cincinnati, OH: 	SouthwesternCollege 	Publishing. 
Pearce, J. A., & Robinson, R., E. (2005). Strategic management; Formulation, 	implementation and control (9th ed.). Boston: Irwin Mc.
Rosen, R.  (1998). Strategic management, an introduction (2nd ed.). London: 	Pitman. 
Thompson, A. A., & Strickland, A. J. (2003). Strategic management, concepts and 	cases 	(13th ed.). McGraw Hill.