Duration
18h Th
Number of credits
Lecturer
Language(s) of instruction
English language
Organisation and examination
Teaching in the second semester
Schedule
Units courses prerequisite and corequisite
Prerequisite or corequisite units are presented within each program
Learning unit contents
The course will introduce and develop the fundamentals of corporate strategic thinking within a multi-polar and international context. Strategic management raises many issues. Strategy relies on an integrative approach of the different functions of firms but it corresponds also to some specific concepts, methods and methodologies, which are directly linked to the activity of leading an organization or a set of organizations.
The course on International Strategy introduces contexts, contents and processes of strategic management in an international dimension. One part of the course will be directly devoted to "international strategies" (session 4: Strategy and internationalization) but the "international" dimension must be embedded in all dimensions introduced.
Learning outcomes of the learning unit
The course « International Strategy » is given during the second part of the academic year. It relies directly to the key Intended Learning Outcomes of the program. International strategic thinking and management involve a transversal view of the environment and its main features and also of the organization and its various resources. The course will introduce different integrated models of analysis and tools devoted to strategic thinking.
The course will be divided equally between class teaching and conferences given by keynote speakers (mainly CEOs of large international organizations). The students will be asked to prepare actively the conferences in order to enhance the interactivity and the exchanges with the speakers. The course will emphasize the international dimension of strategy to prepare students for decision-making in a widely international environment and multicultural companies. It will incorporate business cases.
Course Intended Learning Outcomes
Defining strategy: history of strategic thinking, definitions and the strategy purpose
Developing two main abilities among the students :
The capacity to map the strategic position of the firm (external, internal, SWOT analysis to identify key success factors and distinctive competences);
The ability of defining the strategic choices at a business-level and at a corporate-level, international strategies and strategic alliances at a network-level;
This course contributes to the following Intended Learning Outcomes :
ILO-1 : To strengthen knowledge and understanding of management disciplines and its legal, policy and social context
ILO-3 : To understand, in management situations, the transversal tools of quantitative reasoning, information systems and project management
ILO-4 : To acquire the capacity to research autonomously and methodically the information needed to solve a complex, transversal management problem,
ILO-5 : Integrate autonomously researched information, tools, knowledge and context to build and propose, either individually or as part of a team, original, creative and viable solutions to concrete complex management problems, whether real or simulated, taking into account, when necessary, the human, social and legal context.
ILO-6 : Ability to speak 2 foreign languages: C1 in English and B2 in one other language.
ILO-7 : Being capable of professional team work
ILO-8 : Developing leadership
ILO-9 : Developing a critical sense (arguing)
ILO-10 : Developing a transversal, global vision
ILO-11 : Creative conception of solutions
ILO-12 : Professional capacity for oral communication
ILO-13 : Professional capacity for written communication
ILO-14 : Faced with a management problem, suggesting solutions that are ethical and socially responsible and that respect the principles of good governance.
Prerequisite knowledge and skills
To take benefit of this course, students must have a clear understanding of the nature of organizations, economics and industries/sectors/markets dynamics and, at the same time, the basis of each main functions of the firm (Finance, Human Resources, Logistics and supply chain, Marketing). Workshops Each lecture will be followed by a conference given by the CEO of an international company, from various sectors and organizations.
Planned learning activities and teaching methods
The course will mix theoretical lessons, cases and illustrations with conferences given by CEOs of major international companies.
What is Strategy in a nutshell by M. Porter http://www.youtube.com/watch?v=ibrxIP0H84M
Mode of delivery (face to face, distance learning, hybrid learning)
Mix between face-to-face and distance learning.
Organisational adjustments related to the current health context
Recommended or required readings
Bibliography The course will be based on the following book: G. Johnson, K. Scholes, R. Whittington,(2008), "Exploring Corporate Strategy, Text & Cases", Pearson, FT Prentice Hall, 8th Edition. Other books are recommended for further readings: I. Ansoff, (1965), "Corporate Strategy: An analytic Approach to Business Policy for Growth and Expansion", Mc Graw Hill B. De Witt, R. Meyer, (2010), "Strategy: Process, Content, Context, An International Perspective", South-Western CENGAGE Learning R. M. Grant, (2008), "Contemporary Strategy Analysis", Blackwell Learned E.P., Christensen C.R., Andrews K.R., Guth W.D., (1965), "Business Policy, Texts and Cases", Irwin, 1965 H. Mintzberg, Ahlstrand B., Lampel J., (1998), "Strategy Safary, A Guided Tour Through the Wilds of Strategic Management", Prentice Hall (see French translation) M. Porter, (1985), "Competitive Advantage", The Free Press (see French translation)
Assessment methods and criteria
Below you will find information on the evaluation methods planned for in-person and remote exams as well as those planned for hybrid sessions. Depending on how the health crisis evolves, the chosen method will be communicated to you no later than one month before the start of the exam session.
Any session :
- In-person
written exam ( multiple-choice questionnaire, open-ended questions )
- Remote
written exam ( multiple-choice questionnaire, open-ended questions )
- If evaluation in "hybrid"
preferred in-person
Additional information:
Written exam in June based on theoretical lectures, conferences and case studies.
Attendance to and active participation during the lectures and conferences are strictly compulsory.
Work placement(s)
Organizational remarks
The students will find more details on the conferences, documents to read and information on possible changes occuring during the period of the course on Lol@ educational resources platform of HEC-ULiège.
Contacts
Coordinator: Professor Nathalie Crutzen ncrutzen@uliege.be
Teaching assistant: Cécile Caputo c.caputo@uliege.be