UiTM Curriculum Management

1.1) 1.1 Why study global strategy?
1.2) 1.2 Defining global strategy
1.3) 1.3 Fundamental issues in global strategy and the effect of globalization
1.4) 1.4 Types of strategy: International, Multidomestic, Global,
1.5) Transnational
1.6) 1.5 The emergence of new type of global corporation:
1.7) Metanational, Micro-multinational, Cybercorp, Born-
1.8) Global (International New Ventures) and Green
1.9) Company.

2.1) 2.1 Defining industry competition
2.2) 2.2 The five forces framework
2.3) 2.3 The three Generic Strategies
2.4) 2.4 Global Integration vs Local Responsiveness

3.1) 3.1 Understanding resources and capabilities
3.2) 3.2 The Firm as Value Chain
3.3) 3.2.1 What is Value Chain?
3.4) 3.2.2 Using the Value Chain
3.5) 3.2.3 Change and the Value Chain
3.6) 3.3 Understanding the VRIO Framework

4.1) 4.1 The concept of institutions, its’ functions and abilities to reduce uncertainty
4.2) 4.2 An institution-based view of strategy
4.3) 4.3 The strategic role of cultures
4.4) 4.4 The strategic role of ethics
4.5) 4.5 A strategic response framework

5.1) 5.1 Defining competitive dynamics and competitor analysis
5.2) 5.2 A comprehensive model of global competitive dynamics
5.3) 5.3 Attack and Counterattack
5.4) 5.4 Cooperation, Accommodation and Collusion
5.5) 5.5 Local Firms vs. Multinational Enterprises

6.1) 6.1 How does scanning work?
6.2) 6.2 What information is important in scanning?
6.3) 6.3 Collecting and analyzing data
6.4) 6.4 Country comparison tools
6.5) 6.5 Allocating among locations

7.1) 7.1 Trade Related Entry Modes Strategy
7.2) 7.1.1 Export strategy and process
7.3) 7.1.2 Why exporting may not be feasible
7.4) 7.1.3 Understanding Export Process
7.5) 7.1.4 International Subcontracting (outsourcing)
7.6) 7.1.5 Countertrade
7.7) 7.1.5.1 Barter
7.8) 7.1.5.2 Counterpurchase
7.9) 7.1.5.3 Offset
7.10) 7.1.5.4 Buyback
7.11) 7.2 Transfer Related Entry Modes Strategy
7.12) 7.2.1 International franchising
7.13) 7.2.2 International licensing
7.14) 7.2.3 International leasing
7.15) 7.2.4 Build-Operate-Transfer (BOT) or turnkey operations

8.1) 8.1 Greenfield investment
8.2) 8.1.1 Branch office
8.3) 8.1.2 Wholly owned subsidiary
8.4) 8.2 Merger and Acquisition
8.5) 8.3 Joint ventures (JVs) or Global Strategic Alliances (GSAs)
8.6) 8.3.1 Equity Joint Venture
8.7) 8.3.2 Cooperative/Contractual Joint Venture
8.8) 8.3.2.1 Joint exploration
8.9) 8.3.2.2 Research & development consortium
8.10) 8.3.2.3 Co-production or co-service agreement
8.11) 8.3.2.4 Co-marketing arrangements
8.12) 8.3.2.5 Long-term supply agreement
8.13) 8.3.2.6 Co-management arrangement
8.14) 8.4 Umbrella Holding Company

9.1) 9.1 Small Business
9.2) 9.1.1 Concepts and Definition
9.3) 9.1.2 Characteristics of a Small Business
9.4) 9.2 Entrepreneurship, Entrepreneurs and Entrepreneurial Firm
9.5) 9.3 Internationalization and the Small Business
9.6) 9.4 Internationalization Stages of Business
9.7) 9.4.1 The Stage Model of Internationalization for Small Business
9.8) 9.5 Growing and Internationalizing the Entrepreneurial Firms
9.9) 9.5.1 Growth
9.10) 9.5.2 Innovation
9.11) 9.5.3 Financing
9.12) 9.5.4 Internationalizing the Entrepreneurial firm
9.13) 9.5.5 Transaction Costs and Entrepreneurial Opportunities
9.14) 9.6 Five Entrepreneurial Strategies
9.15) 9.6.1 Internationalizing the Entrepreneurial Firm
9.16) 9.6.2 International Strategies for Entering Foreign Markets
9.17) 9.6.2.1 Direct Export
9.18) 9.6.2.2 Licensing/Franchising
9.19) 9.6.2.3 Foreign Direct Investment
9.20) 9.6.3 Internationalization Strategies for Staying as a domestic Business
9.21) 9.7 When to Go Global
9.22) 9.8 Overcoming Barriers to Go International for Small Business
9.23) 9.8.1 Small Business Global Start-up (Born Global Firms)
9.24) 9.8.2 Distinctive Characteristics of Born Global Firms
9.25) 9.8.3 Role of Internet in Born-Global Firms

10.1) 10.1 Fundamentals of E-Commerce Strategy and Structure
10.2) 10.2 Successful E-Commerce Strategy
10.3) 10.3 Operational Challenges for e-Commerce
10.4) 10.4 Strategy Formulation and Implementation