Course syllabus E15-0020-I - Global Business Strategies (FEM - SS 2019/2020)

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Slovak University of Agriculture in Nitra
Faculty: Faculty of Economics and Management
Course unit code:
Course unit title: Global Business Strategies
Planned types, learning activities and teaching methods:
3 hours weekly / 39 hours per semester of study (on-site method)
seminar1 hour weekly / 13 hours per semester of study (on-site method)

Semester: Internacional Economics and Development - master (required), 2. semester
International Economics and Development - master (required), 2. semester
International Economics and Development - master (required), 2. semester
International Economics and Development - master (required), 2. semester
Level of study:
Prerequisites for registration: none
Assesment methods :
Semestral work - 20%
Project - 20%
Examination - 60%
Learning outcomes of the course unit:
Students completing this subject should be able to:
1. Understand and apply the contemporary theoretical approaches to strategy,
including transaction costs economics, resource-based view and agency theory.
2. Use transaction costs theory to evaluate different ways of organizing
international business activities under different circumstances.
3. Identify and analyse the firm’s resources and capabilities and assess the extent to
which they can become the sources of a firm’s sustainable competitive advantage.
4. Identify the alternative ways by which domestic firms grow in international
business environment and become multinational enter prises (MNEs)
5. Analyse the effectiveness of alternative MNE growth strategies and the
corresponding roles for subsidiaries
6. Distinguish among the main types of MNE structures and control mechanisms for implementing MNE growth strategies
7. Apply the most important tools and techniques for global strategic planning both
at corporate and business level
8. Assess the impact of information technology on international business strategies
Course contents:
Sustaining Competitive advantages in IB; Organizing IB activities; Alternative routes to internationalization; Internationalization of SME; International strategy and global strategy; Influence of the political, economic, social and technological business environment on
global and international business strategy; Importance of industry evolution in the context of
the global business environment; Difference between the different types of international strategic alliances; Advantages and disadvantages of diversification strategies; Value-chain and value-system analysis; Contingency factors that determine the structure of
multinational organizations; Theories underpinning the internationalization process; Global sourcing strategies
Recommended or required reading:
Besanko, D., Dranove, D., Shanley, M., and S. Schaefer, (2004) Economics of Strategy, 3rd edition, New York: John Wiley & Sons, Inc. (Or more recent editions)
Mellahi, K., Frynas J.G., Finlay, P. (2010) Global Strategic Management, Oxford (Second Edition)
Required - Peng, M., 2009. Global Strategy, Mason, Ohio: Thomson South-Western

Language of instruction:
Slovak, English
Evaluation of course unit:
Assessed students in total: 100

34,0 %
28,0 %
24,0 %
5,0 %
9,0 %0 %
Name of lecturer(s):
Dimuth Nambuge, PhD. (examiner, instructor, lecturer)
doc. Ing. Roman Serenčéš, PhD. (examiner, instructor, lecturer, person responsible for course)
Last modification:
22. 10. 2018
doc. Ing. Roman Serenčéš, PhD. and programme supervisor

Last modification made by Iveta Kunová on 10/22/2018.

Type of output: