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STRATEGIC MANAGEMENT IN THE INTERNATIONAL CONTEXT

TOPIC:Case Study: Reconciling Strategy Paradoxes in Turbulent Environments

MNC is Baskin Robbins.

Executive Summary

1. Introduction

• Here you are required to briefly explain what this assessment is all about and what you will be addressing in this assessment.
• The students briefly explain their chosen MNC and the details can be put under Appendix.

2. Managing the Demands for Localisation & Globalisation ent

2.1 Distinguish 'demand for localization and demand forglobalization' of a MNC

2.2 Critically evaluate the potential impact of a possible post-Covid-19 era and the

strategic implications of the ongoing Russia-Ukraine War on your organisation's

approach to sustaining competitive advantage by applying Porter's generic

competitive strategy (Cost leadership, differentiation and focus

2.3 How the organisation manages the paradox of localisation and globalisation.

3. Building on Core Competences & Dynamic Capabilities

3.1 Distinguish between a firm's 'core competences'and 'dynamic capabilities'

3.2 Critically evaluate the benefits and limitations facing your organisation if it

deliberately adopts the 'organisational leadership perspective' and the

'organisational dynamics perspective' to achieve its corporate purpose

	Organisational leadership perspectives	Organisational dynamics perspectives
Emphasis on	Control over chaos	Chaos over control
Organisational development	Controllable creation process	Uncontrollable evolutionary process
Development metaphor	The visible hand	The invisible hand
Development direction	Top-down, imposed organisation	Bottom-up, self-organisation
Decision making	Authoritarian (rule of few)	Authoritarian (rule of few)
Change process	Leaders shapes new behaviour	New behaviour emerges from interaction
Change determinants	Leaders' vision and skill	Political, cultural and learning dynamics
Organisational malleability	High and fast	Low and slow
Development driver	Organisation follows strategy	Strategy follows organisation
Normative implication	Strategize then organise	Organise then strategising

3.3 Here you can also use VRIO framework to the core competences and to develop a sustainable competitive advantage

3.4 Apart from VRIO framework, students are advised to apply any one or two of the following strategic management tools to the chosen MNC:

• PESTLE
• Porter's five forces
• BCG Matrix

3.5 By applyingthe paradox of profitability and social responsibility, critically evaluate the ability of the CEO/BoDs in your chosen organisation to simultaneously develop the competences and capabilities crucial for the organisation's survival and growth

3.6The challenges of reconciling the conflicting demands for profitability and social responsibility simultaneously in an international context.

4. Personal Reflections and Reflection on learning

• Lessons learned in doing the coursework.
• reflect on the impact of this assessment on your understanding of the nature of strategic management in international organisations. You are expected to use examples from your chosen organisation, which highlight the organisation's approaches to 'managing localisation and globalisation', 'building competences and capabilities', and 'managing profitability and social responsibility' with a view to survival and growth.

5. REFERENCES

• Minimum 15 references (use references from the year 2010-2022)