MSc Management (International Business) modules

Managers require a wide-range of skills and knowledge to succeed in an international arena. This 12 month programme equips you with the critical information and skills necessary to manage at an international level, drawing on the knowledge of a highly-acclaimed team of academics.

Combining forward-thinking management theory with workplace-ready practical skills, the course focuses on how international business operates, leaving its graduates with an excellent grounding in skills necessary for today’s global market.

The programme is accredited by the Association of MBAs (AMBA) and students completing the Management (International Business) MSc also qualify for the Chartered Management Institute (CMI) Level 7 Certificate (Strategic Management and Leadership), which means you can work towards the Chartered Manager qualification conferred by the CMI.

Managing People in Organisations

  • Led by Dr Raymond Randall
  • Autumn semester, 15 credits
  • Assessment: Examination

This module aims to introduce students to key aspects of human behaviour in organisations underpinning the developments of the Human Resource Management (HRM) and Organisational Behaviour (OB) disciplines. Using a multi-disciplinary approach, different theories relating to dimensions of workplace human behaviour are explored. In the context of this understanding of human behaviour in organisations, core aspects of HRM/OB are introduced, using research-informed teaching to critically assess relevant models, tools and techniques. Students are encouraged to engage with current debates and provide a reflective analysis of HRM/OB today. Supporting aims of the module are to enable participants to deepen their knowledge and understanding of HRM/OB issues, to develop insights into the changing role of practitioners in the context of ongoing organisational change, and to think about the issues involved in managing people in organisational contexts.

Accounting and Financial Management

  • Led by Mr Barry Pierce
  • Autumn semester, 15 credits
  • Assessment: Examination and group project

Whether you’re contemplating self-employment or any career in the field of management, an ability to interpret accounting reports and exercise financial judgement is essential. The aim of the module is to equip non-financial students with an appropriate level of financial competence – and confidence – and hence views finance from the perspective of general management: that is, as users of financial information. This means that learning does not take the form of a series of technical exercises but grasping concepts and applying them to the real world, as demonstrated by the module tutors. The accounting element of the module is concerned primarily with the uses and limitations of published financial statements and internal accounting reports & controls. The financial management element of the module examines the role of accounting and market data to support decisions on funding, investment, organisational control and performance monitoring.


  • Led by Dr Yichuan Wang
  • Autumn semester, 15 credits
  • Assessment: Group film project and individual case study analysis

This module introduces the subject of Marketing and seeks to place marketing and consumption practices in their political, economic, technological, social and cultural context.

Operations and Supply Chain Management

  • Led by Dr Mike Simpson
  • Autumn semester, 15 credits
  • Assessment: Examination

Operations Management (OM) is concerned with the production of goods and services and it relates closely to all the other business functions. OM is concerned with the effective and efficient marshalling of the organisation’s resources to meet its objectives. The concepts and techniques apply to manufacturing and service industries in both private and public sectors. Operations Management is the only business function that generates income for the organisation and is therefore central to all commercial businesses. The subject of Operational Research (OR) is also introduced. This is a systematic and logical approach to the solution of management problems, often involving the construction and manipulation of mathematical models. It is used extensively in OM as well as in other functional areas of an organisation as an aid in decision making.

Strategic Management

  • Led by Dr David Littlewood
  • Spring semester, 15 credits
  • Assessment: Individual report

This unit introduces key theories of Strategic Management and more specifically those concerned with strategy design and development, techniques and frameworks for crafting strategic options, competitive challenges of a global market environment, and implementation of strategy and change. This theoretical understanding will then be illustrated and examined by reference to the way particular companies have designed and executed their strategies. Particular attention will be devoted to introducing students to the multiple facets of strategy formulation/analysis and strategy implementation issues. Moreover, this module aims to introduce students to the theory and practice of the strategic management of business organisations. In particular, the module aims to provide a critical understanding of strategic management paradigms, strategic analysis techniques and implementation, and to encourage insight and originality of approaches in this analysis. This module is part of a selective number of teaching areas accredited by the British CIPD.

International Business Strategy

  • Led by Dr Junzhe Ji
  • Spring semester, 15 credits
  • Examination: Examination and group case study

This module introduces key theories of international business strategy – those concerning the rationales for international expansion, the choice of foreign market entry strategy, and implementation of international business strategy. This theoretical understanding will then be illustrated and examined by reference to the way particular companies in contrasting industries have developed and implemented their international strategies. Particular attention will be devoted to the role played by the international business environment and its institutions, understanding and critique of various theories of the multinational enterprise, evaluating key strategic issues facing the multinational enterprise, and exploring the inter-relationship between host government policies and multinational company strategies.

Managerial Economics

  • Led by TBC
  • Spring semester, 15 credits
  • Assessment: 2,500 word report and formatively assessed classwork

Management Economics is concerned with the application of economic principles and methodologies to business and management decision-making, in order to make the most effective use of an organisation’s scarce resources. Primarily focused on microeconomics but with an appreciation of national policy setting and governmental strategies, the module aims to equip management students with the economic literacy and skills that will enable them to make optimal and economically efficient decisions based on an understanding of the factors of production, market forces and productivity.

Management Inquiry

  • Led by Professor Elain Toms
  • Summer semester, 15 credits
  • Assessment: Examination and coursework

This module is designed to equip students with the most advanced methods of inquiry, ideas, principles, frameworks and approaches available in the world to-date, for application in practice and in researching in the field of Management.


  • Summer semester, 45 credits

The dissertation is the culmination of your master’s study and recognition of your capability to conduct a research project independently. Students can apply to undertake an organisation based dissertation project, arranged by the Management School. Working with an organisation, students can structure their project around a real business issue of challenge set by the host organisation. A student project will develop your employability skills, enhance your CV and give you the chance to use your insight to help an organisation develop.

International Human Resource Studies

  • Led by Professor Pauline Dibben
  • Spring semester, 15 credits
  • Assessment: Examination and individual written report

This module investigates labour market trends and human resource practices within diverse political, economic, social and regulatory contexts. In addition to analysing the impacts of globalisation, international institutions and national governments on employment policy and regulation, it also examines the human resource practices of foreign direct investors, multinational corporations, and public sector organisations in both developed and developing countries. Particular attention is accorded to trends in the deployment of people across the world of work, and to how recruitment, retention and training practices can be utilised within different cultural contexts.

European Business

  • Led by Dr Abbi Kedir
  • Spring semester, 15 credits
  • Assessment: Individual written assignment and group assignment

The module seeks to:

  • introduce the main features of European economic integration most relevant to business, including the Single Currency
  • explain the main characteristics of the different national economic systems of the main countries of Europe – Germany, France, Italy, and the UK
  • explain the challenges the ‘transition’ (ex-communist) economies of Central and Eastern Europe have faced, and the way these economies are changing
  • explore how European businesses are responding to the threats and opportunities of emergent economies in China, Indian and Russia.

Negotiation and Intercultural Communication

  • Led by Dr Sarah Parsons
  • Spring semester, 15 credits
  • Assessment: Examination

Have you ever wondered what makes a good negotiator in the increasingly globalised world? Do you want to become a seasoned negotiator yourself? If the answers to these questions are ‘yes’, this should be your module.

The purpose of this module is to discuss theory, research, practical examples and above all business cases of negotiations in order to improve your negotiation and intercultural communication skills.

International Business and East Asia

  • Led by Dr Ziyi Wei
  • Autumn semester, 15 credits
  • Assessment: Group presentation (20%) and essay (80%)

International Business and East Asia is concerned with the factors that influence the development and the competitive positioning of East Asian economies (specifically China, Japan, Korea and Taiwan) and their multinational enterprises (MNEs). This requires an understanding of both the external international business environment and the internal nature of the firm, its structure and strategy. This module provides you an overall understanding of the role of East Asian countries in global economy in terms of foreign direct investment (FDI) and trade.

Corporate Entrepreneurship

  • Led by Dr Chay Brooks
  • Autumn semester, 15 credits
  • Assessment: Group poster presentation and group written report

The module introduces entrepreneurship in a corporate context. Over the past decade many businesses have increasingly sought to explore and exploit enterprising and entrepreneurial opportunities relating to their core business. This module considers explore the nature of corporate entrepreneurship, and what it takes to become more entrepreneurial or `intrapreneurial'. Focusing on medium and large organisations, the module critically considers how businesses seek to engineer their ‘entrepreneurial DNA’ and grow it in a corporate context. The module considers how larger firms can be designed to be more entrepreneurial through their organisational leadership, structure, systems, strategies and cultures. The overarching aim is to develop a conceptual understanding of corporate entrepreneurship and enable students to assess the entrepreneurial orientation of organisations.

Creating Entrepreneurial Ventures

  • Led by Dr Andreana Drencheva
  • Spring semester, 15 credits
  • Assessment: Group elevator pitch (20%), group Business Plan (60%), individual Reflective Essay (20%)

This module seeks to provide students with an introduction to creating entrepreneurial ventures from the perspective of the entrepreneur with an emphasis on the theory and practice of venture development. Focusing on the development of a new venture, the module explores different aspects of the process over the duration of the course. Although entrepreneurial ventures can emerge from a variety of different contexts, this module is focused on the entrepreneurial process in terms of the creation of a completely new and independent venture. Focusing on different aspects of the process, the module explores opportunity development, design thinking, marketing, finance, and leadership. By drawing together theories and practice relating to aspects of venture creation, this module seeks to examine some of the myths that surround entrepreneurship. While there is no ‘blueprint’ for perfectly creating a new entrepreneurial venture, this module considers a number of critical issues to provide students with an understanding of those factors that can affect entrepreneurial success.

I feel that the school’s Triple Crown accreditation is essential for graduates and for our CVs. To graduate from such a highly accredited university adds value to the degree and the course we study, as many conditions must be fulfilled. Hence one of my main reasons for coming to Sheffield University Management School was the fact that it has such accreditations and is very reputable.

Anahita Kumar

MSc Management (International Business) (India)

The content of our courses is reviewed annually to make sure it is up-to-date and relevant. Individual modules are occasionally updated or withdrawn. This is in response to discoveries through our world-leading research, funding changes, professional accreditation requirements, student or employer feedback, outcomes of reviews, and variations in staff or student numbers. In the event of any change we'll consult and inform students in good time and take reasonable steps to minimise disruption.

Information last updated: 29 November 2019

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