Learning outcomes.

Knowledge

K1. Their critical understanding and application of relevant theories associated

with global corporate policies and strategies.
K2. Understanding of the holistic nature of strategy and apply analytical
techniques to solve complex problems in real life organizations
K3. Knowledge of the strategic decision-making process through critical
analysis of how strategic decision making enables an organization to relate to
its global business environment.

Skills:

S1. How to critically evaluate and monitor the business mission, objectives and
policies of international organizations.
S2. How to use critical reflective skills to reflect on the impact of their
understanding on the problem-solving process.

Assessment

Case Study:

- Bringing External Innovation inside –

- Evidence from Multinational Corporations (MNCs)

Introduction:

This individual assignment will be assessed by means of a 3,000 maximum

word report. The assignment has been designed to allow you to develop and
use your knowledge and skills in understanding key strategic issues relating to
any Global Industry you are familiar with. You will be required to apply the

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strategic concepts and analytical techniques studied in this module. All the
learning outcomes below will be assessed:

1. Demonstrate critical understanding and application of relevant strategic

management and leadership principles that support organisational values
and impact on organisational direction.
2. Understand the holistic nature of strategyand the relationship between
strategic management and leadership and apply analytical techniques to
solve complex problems in real life organizations.
3. Demonstrate knowledge of the strategic decision-making process through
critical analysis of how strategic decision making enables an organisation to
relate to changes in its international business environment.
4. Critically evaluate and monitor the business mission, vision, objectives and
policies of international organisations.
5. Use critical reflective skills to reflect on the impact of their understanding on
the strategic problem-solving process.

Task

Taskis to carry out a critical analysis and evaluation of the strategies adopted
by Multinational Corporations (MNCs) operating in an industry and country of
your choice, using information available to the public e.g. company annual
reports in pdf and other materials researched. You will be expected to select
and apply appropriate theories, techniques and models studied during the
module whilst having regard to the practical aspects of strategy
development.

Assignment should be presented in a business report formatand should be

3,000 words maximum (excluding executive summary/abstract, references and
relevant appendices). The report should include a title page and abstract and
be fully and consistently referenced, using HarvardReferencing style.

It is recommended that you research information to support your arguments.

This may be obtained from a diverse range of sources and you are encouraged
to research the issues in whichever way you deem appropriate.

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Assessment Criteria

In the event of failing this individual assignment, normal referral / deferral

procedures will apply. This assignment carries a weighting of 100%. The
assessment will focus on the level of ANALYSIS carried out. That is, the
application of THEORETICAL CONCEPTS studied in the module to the
‘practical’ case study presented. In other words, you should proceed beyond a
DESCRIPTION of the company and its actions. You should be analysing ‘why’
rather than describing ‘what’.

Academic Rigour

• your ability to isolate the key strategic issues

• the coherence and depth of the analysis of those issues
• the ability to analyse the strategy context within which companies operates
• the ability to critically review and evaluate strategic decisions made by
companies

Methodology

• the use of relevant evidence, from material provided and personal research
to support any statements made
• the appropriateness of the methods used, and theoretical models and
frameworks applied
• the breadth and depth of research undertaken

Evaluation of data

• the ability to make sound recommendations or conclusions arising from the

analysis
• the soundness of arguments put forward

Presentation

• the summary of arguments

• report layout and format
• use of illustrative material and evidence to support arguments
• the appropriateness of length
• the quantity and accuracy of referencing

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 Multinational Corporations & How they Bring External Innovation Inside

Open innovation is about combining internal and external resources and acting
on the opportunities this creates. More and more MNCs prove this to be a
strong value proposition and cannot afford to lose out on the opportunities
created by this combination. Open innovation has the ability to create long term
advantages in management or organizational innovation rather than just product
or service innovation. Once a MNC gets ahead of its competitors and becomes
the preferred partner of choice within its industry, this often turns out to be a
longer term advantage. It is hard for competitors to copy and thus neutralize the
benefits that open innovation leadership can bring.

Read the Annual Reports of a MNC operating in an industry and country of your
choice; and carry out appropriate analyses of the global corporate strategies
adopted by the MNC and its closest competitors, in response to the questions
below. You are encouraged to use relevant data/information from company
websites.

Question One: Open Innovation and Internationalisation

Briefly distinguish between ‘Open’ and ‘Closed’ Innovation. Using information

from the most recent Annual Report of the MNC of your choice, critically
evaluate the impact of ‘factor endowment’,related and supporting industries’,
‘demand conditions’, ‘strategy, structure, and rivalry’,
‘government’, and ‘chance’ on the MNC’s approach to external innovation and
competition.

[30 % marks]

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 Question Two: Internationalisation, Localisation and Competitiveness

Critically assess the merits and demerits of meeting the ‘demand for
internationalisation’ and the ‘demand for localisation’ simultaneously. Which of
these two demands would you recommend that your chosen MNC should adopt
in order to maximise its corporate profitability through low‐cost leadership or
product differentiation or focus – give two key reasons for your choice.

[30 % marks]

Question Three: Organisational Purpose, Profitability and Social

Responsibility

Using your understanding of ‘organisational purpose’, ‘corporate profitability’

and ‘corporate social responsibility’, critically evaluate the ability of the CEO and
Senior management team in your chosen MNC’s to simultaneously achieve
corporate profitability and corporate social responsibility objectives crucial for
the MNC’s survival and growth.
You are expected to demonstrate critical understanding and application of
relevant strategic management and leadership principles that support
organisational values and impact on organisational direction.
[30 % marks]

Question Four: Personal reflections on learning

In 250‐300 words reflect on the impact of this assessment on your

understanding of the Multinational corporations (MNCs) operating in the
industry and country of your choice, highlighting the key benefits and limitations
of external innovation, internationalisation, localisation, organisational purpose

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and the role of Senior management and leadership, in creating a culture for
sustaining corporate profitability.
[10 % marks]
Suggested Reading:

De Wit, B. (2017) – Strategy: AnInternational Perspective, 6th Edition, London:

Cengage Learning.

De Wit, B. and Meyer, R. (2014) Strategy Process, Content, and

ContextInternational Perspective, 5th Edition, London: Cengage Learning.

Johnson, G., Scholes, K. and Whittington, R. (2005) Exploring Corporate

Strategy: Text and Cases, 7th Edition, London: Financial Times Prentice Hall.

Lasserre, P. (2018) Global Strategic Management, 4th Edition, London:

Palgrave McMillan.

Lynch, R. (2006) Corporate Strategy, Fourth Edition, Financial Times Prentice

Hall.

Lynch, R. (2018) Strategic Management, 8th Edition, London: Pearson.

Mintzberg, H., Ahlstrand, B. and Lampel, J. (1998) Strategy Safari, London:

Financial Times Prentice Hall

Mintzberg, H., Ahlstrand, B. and Lampel, J. B. (2008) Strategy Safari: The

complete guide through the wilds of strategic management, 2nd Edition, London:
Financial Times Prentice Hall

Websites & PDF documents:

https://hbr.org/ Harvard Business Review

https://www.mckinsey.comMcKinsey
Consultancy. www.economist.com The
Economist www.ft.com The Financial
Times

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