CASE STUDY: Read the Annual Reports of an International organisation - for-profit or not-for-profit - operating in an industry and country of your choice.

University of Sunderland: Sunderland Business School Strategy in International Organisations: Reconciling the Paradox of Localisation & Globalisation in a Turbulent Environment As nations move towards a possible post-COVID-19 era, they also must deal with the impact of UK's Brexit, and rising fuel and gas prices linked to the Russia-Ukraine War. In this context success or competitiveness of international organisations - 'for-profit' or 'not-for-profit' will depend upon efficient and effective management of the paradox of localization and globalization in turbulent times by building on their core competences and dynamic capabilities relating to the three generic sources of competitive advantage: low-cost leadership, product differentiation, and market focus. Read the Annual Reports of an International organisation - for-profit or not-for-profit - operating in an industry and country of your choice. Please answer all the three questions below, by carrying out appropriate strategic analyses of the international strategies adopted by your organisation in response to the international strategies adopted by its closest competitors. You are encouraged to use relevant data/information from company websites. Question One: Managing the Demands for Localisation & Globalisation Briefly distinguish between "the demand for localisation' and 'the demand for globalisation'. Using information from the most recent Annual Report of the organisation of your choice, critically evaluate the potential impact of a possible post-Covid-19 era and the strategic implications of UK's Brexit, and the ongoing Russia-Ukraine War on your organisation's approach to sustaining competitive advantage - focusing on low-cost leadership, product differentiation, and market focus as sources of competitive advantage. You are expected to include a brief discussion on how your organisation manages the paradox of localisation and globalisation. [45 % marks] Question Two: Building on Core Competences & Dynamic Capabilities Briefly distinguish between a firm's 'core competences' and 'dynamic capabilities' using appropriate examples from your chosen international organisation. In addition, 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. Finally, using your understanding of the 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. You are expected to demonstrate critical understanding of the challenges of reconciling the conflicting demands for profitability and social responsibility simultaneously in an international context. [40 % marks] Question Three: Personal reflections and reflexions on learning In 150-200 words 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. [15 % marks] PGBM1 56 On Campus, Sunderland 2022-23