Objectives and competences
Students get to know the strategic competitiveness determinants of the internationally operating firm in its internationalization process based on a firm‘s cross-border relocation of certain business functions and designing international strategic alliances and other forms of capital investment. Students will develop a capability to deal with international marketing, based on business cooperation and participating in designing and implementing cross-border M&As.
Content (Syllabus outline)
Globalization of markets and firm business strategy
Firm internationalisation and competitiveness
Definition of international strategic alliances and M&A
Environment of international strategic alliances and M&A
Strategies of firm international growth and consolidation
Conceptual aspects of international business cooperation
Design and implementation process of international strategic alliances
Structuring the M&A process and its implementation
Competitive and resource dimensions of international strategic alliances and M&A
Intended learning outcomes - knowledge and understanding
Students in this course will:
1. Critically assess and deeply understand the international strategic alliances. (PILO 2a)
2. Systematically identify and analyse cross-border M&As by integrating theoretical knowledge and practical examples. (PILO 1a, PILO 2a)
3. Develop the ability to participate in designing and implementing cross-border M&As. (PILO 2b, PILO 2c)
4. Master methodologies for independent research in the field of international strategic and capital alliances, including critical analysis and synthesis of relevant information. (PILO 3a)
5. Effectively communicate internationalization strategies. (PILO 3b)
6. Apply acquired theoretical knowledge for practical engagement and solving specific challenges of international partners’ cooperation. (PILO 3c)
7. Develop skills for independent work and leadership in solving short tasks in teams, improving communication and collaborative abilities. (PILO 3c)
8. Develop and demonstrate ethical decision-making with consideration of cultural differences in international alliances. (PILO 4a)
9. Learn to critically evaluate the impact of cultural differences on international alliances. (PILO 4b)
The PILO label (i.e., Programme Intended Learning Outcomes) defines the contribution of each listed intended learning outcome of a course towards achieving the general and/or subject-specific competencies or learning outcomes acquired through the programme.
Intended learning outcomes - transferable/key skills and other attributes
Students in this course will:
1. Critically assess and deeply understand the international strategic alliances. (PILO 2a)
2. Systematically identify and analyse cross-border M&As by integrating theoretical knowledge and practical examples. (PILO 1a, PILO 2a)
3. Develop the ability to participate in designing and implementing cross-border M&As. (PILO 2b, PILO 2c)
4. Master methodologies for independent research in the field of international strategic and capital alliances, including critical analysis and synthesis of relevant information. (PILO 3a)
5. Effectively communicate internationalization strategies. (PILO 3b)
6. Apply acquired theoretical knowledge for practical engagement and solving specific challenges of international partners’ cooperation. (PILO 3c)
7. Develop skills for independent work and leadership in solving short tasks in teams, improving communication and collaborative abilities. (PILO 3c)
8. Develop and demonstrate ethical decision-making with consideration of cultural differences in international alliances. (PILO 4a)
9. Learn to critically evaluate the impact of cultural differences on international alliances. (PILO 4b)
The PILO label (i.e., Programme Intended Learning Outcomes) defines the contribution of each listed intended learning outcome of a course towards achieving the general and/or subject-specific competencies or learning outcomes acquired through the programme.
Readings
Obvezna študijska literatura (Compulsory textbooks):
1. Jurše, M. (2017): Mednarodne strateške in kapitalske povezave. Maribor: EPF.
Dopolnilni viri (Additional textbooks):
1. Bešter, J. (1996): Prevzemi podjetij. Gospodarski vestnik.
2. Brealey, A. R., Myers, C. S. (2000): Mergers. V: Principles of Corporate Finance, 6th ed. Irwin McGraw- Hill. Boston (Mass).
3. DePamphilis, Donald M. (2008): Mergers, Acquisitions, and Other Restructuring Activities, 4th edition. Academic Press, Elsevier.
4. Dussauge, Pierre and Bernard Garrette (1999): Cooperative Strategy: Competing Successfully Through Strategic Alliances, John Wiley & Sons, New York.
5. Dubrovski, Drago (2004): Strateške in kapitalske povezave. Koper: Fakulteta za management.
6. Damodaran, A. (1997): Acquisitions and Takeovers. V: Corporate Finance: Theory and practise. John Willey & Sons, Inc. New York.
7. Gomes, Emanuel, Weber, Yaakov, Brown Chris, Tarba, Shlomo Yedidia (2011): Mergers, Acquisitions and Strategic Alliances: Understanding the Process [Paperback]. Palgrave Macmillan.
8. OECD (2001). New Patterns of Industrial Globalisation: Cross-border Mergers and Acquisitions and Strategic Alliances.
9. Solnik, B. (2000): International investment, Addison Wesley Longman, Inc.
10. Child, John, Faulkner, David and Tallman, Stephen (2005): Cooperative Strategy: Managing Alliances, Networks, and Joint Ventures. Oxford: OUP Oxford.
11. United Nations (2004): World Investment Report. Cross-border Mergers and Acquisitions and Development.
12. Zbašnik, D. (1999): Mednarodno finančno ravnanje. EPF Maribor.
13. Strokovni članki v revijah. Svetovni splet.
