MG472 Half Unit
Global Strategy, Management and Information Systems
This information is for the 2020/21 session.
Prof Susan Scott NAB 3.12
This course is compulsory on the MSc in Management of Information Systems and Digital Innovation. This course is available on the Global MSc in Management, Global MSc in Management (CEMS MiM) and Global MSc in Management (MBA Exchange). This course is available with permission as an outside option to students on other programmes where regulations permit.
This course has a strong management focus and assumes a general knowledge of information and communication technologies. Students are expected to have a basic understanding of the challenges of implementing and managing information systems in organisations.
The objective of this core course on the MSc MISDI programme is to address how organizations formulate global strategy and manage its execution in a rapidly digitizing business world. Whether organizations operate globally, regionally or nationally they are highly dependent on digital innovations produced by information and communication technologies for fulfilling their missions. This course reviews the foundations of global business management and examines key insights about the emerging roles of ICTs and digital innovation in contemporary organizations operating internationally. To manage effectively it is important to recognize the varieties of management practices across regions and the different approaches involved in international business management. On this course we examine how the interrelationship between international strategy, digitization and global operations plays out in dynamic global, regional and national contexts. Having reviewed distinctive global business management strategies, we identify contemporary issues of critical importance for information systems management including: the importance of institutions to international digital business; decisions points in formulating robust sourcing operational sub-strategies; managing uncertainty and risk in different contexts; challenges associated with international project management; identifying the corporate social responsibilities of global digital businesses (stakeholder relations and sustainability); approaches and policies for managing privacy; the effects of information security breaches; and how to best support the development of a ‘learning organization’. The course provides a strategic overview of the management of information systems and innovation. We review theoretical approaches and frameworks used in practice and consider them alongside the academic literature on processes of internationalization, information systems strategy, and organization studies. Students studying this course will gain an understanding of how trends in strategy and operations are entangled with current processes of digitization and what these conditions of possibility mean going forward.
At the end of the course participants will be able to:
1. Understand global, business and digital issues in strategy formulation
2. Analyse business environments at competitive, country, regional and global/societal levels
3. Understand and analyse regional differences and how regional and international trade is conducted
4. Use analytical frameworks for arriving at business and digital strategy
5. Recognise and make recommendations on the strategic potential and impact of information systems and digital innovation in different organizational contexts.
6. Decide how organizations can best evolve in new markets.
7. Analyse international management issues in operational areas of human resources, marketing, logistics, sourcing, R&D, and project management
8. Apply ethical standards to issues of corporate social responsibility and sustainability
9. Understand the complexity and importance of digital security and approaches to privacy.
10. Participate in managing culture, difference, diversity, across borders.
10 hours of lectures and 20 hours of seminars in the MT. 1 hour and 30 minutes of lectures in the ST.
A reading week will take place in W6. There will be no teaching on MG472 during this week.
Classes are based around reading and discussing selected journal articles from the course reading list. Formative feedback is provided on class participation. A mock examination, with questions from MG472, MG481 and MG487 will be held.
- Chaffey, D., Hemphill, T. and D. Edmundson-Bird (2019). Digital Business and E-Commmerce Management.Pearson, London, 7th edition.
- Ghemawat, P. (2017). The Laws of Globalization and Business Applications. Cambridge University Press : Cambridge.
- Hill, C. and Hult, G.T.M. (2020) International Business: Competing in The Global Marketplace. McGraw Hill, New York, 13th edition.
- Rugman, A. and Collinson, S. (2012) International Business. FT Prentice Hall, London. 6th edition.
- Willcocks, L. (2014/16) Global Business Management Foundations. Brookes Publishing, Stratford, Second/Third edition (Kindle, White Plume publishing and Steve Brookes Publishing versions
Essential Readings to be done on a weekly basis to build up general knowledge:
- The Economist – weekly news and regular relevant special studies.
- The Financial Times – daily world commentary, regular regional/ theme special issues and archive.
- The Wall Street Journal – detailed daily world commentary.
The main journals that students may wish to search for additional articles on globalisation, business strategy, management and digital business are:
- Academy of Management Executive
- Academy of Management Review
- Strategic Management Journal
- Long Range Planning
- Journal of Management Studies
- Journal of International Business Studies
- Journal of Management
- Management Information Systems Quarterly
- Journal of Strategic Information Systems
- Organization Science
- Management International Review
- Harvard Business Review
- Sloan Management Review
- California Management Review
Exam (80%, duration: 2 hours) in the summer exam period.
Coursework (20%) in the MT.
The individual course assessment will be made based on two pieces of individual course work:
1. An in-class presentation of a key course reading. The student will be assessed on the presentation, the Powerpoint slides and a two-page summary of the reading submitted in advance of the presentation.
2. An in-class presentation of a key class case study. The student will be assessed on the presentation, the Powerpoint slides and a two-page summary of the case study submitted in advance of the presentation.
Important information in response to COVID-19
Please note that during 2020/21 academic year some variation to teaching and learning activities may be required to respond to changes in public health advice and/or to account for the situation of students in attendance on campus and those studying online during the early part of the academic year. For assessment, this may involve changes to mode of delivery and/or the format or weighting of assessments. Changes will only be made if required and students will be notified about any changes to teaching or assessment plans at the earliest opportunity.
Total students 2019/20: 96
Average class size 2019/20: 16
Controlled access 2019/20: Yes
Value: Half Unit
Personal development skills
- Team working
- Problem solving
- Application of information skills
- Commercial awareness