IB9LK-15 International Business
Introductory description
The main aim is to build on participants’ knowledge of the global economic and business environment and link this to strategies for managing in changing global contexts.
Module aims
The main aim is to build on participants’ knowledge of the global economic and business environment and link this to strategies for managing in changing global contexts. Key questions are: How do changes in this environment affect the ways in which companies do business and managers manage across borders: How should firms and individual managers respond (in theory)? How can they respond (in practice)?
Topics will include: the drivers and processes of internationalisation, cross-cultural management challenges, the assessment of overseas investment opportunities and the specific challenges of emerging markets.
Outline syllabus
This is an indicative module outline only to give an indication of the sort of topics that may be covered. Actual sessions held may differ.
INTRODUCTION - VENTURING ABROAD. [Introduction of module and assessment; globalization - international trade and FDI; theories of internationalization]
MARKET SELECTION AND ENTRY MODES - GREENFIELD, ACQUISITION, AND IJV [Determinants of equity-based market entry modes; their organizational and performance implications]
MNC STRATEGY AND STRUCTURE [Strategic orientation: ethnocentric, multi-domestic, and global; innovation vs efficiency; strategy at HQ – industrial & geographical scope, allocation of value-activities (global supply chain), and coordination & control of subsidiaries; strategy at regional and subsidiary levels; MNC organization - its alignment with strategy]
CONDUCTING AND MANAGING R&D ACROSS COUNTRIES [ R&D internationalization; innovation clusters; location choices for R and D; accessing location-specific knowledge resources; R&D mandate of subsidiaries; knowledge flow in the firm (across subsidiaries)]
BORN-GLOBAL FIRMS [Tech industries and born-global firms] and CSR in MNCs [Pro-social behavior of firms; strategic perspective to CSR; CSR in MNCs; Irresponsible for profits?]
POLITICS AND GEOPOLITICS - HOW STATES AFFECT IB [ State – types, functions, and fragility; political rent-seeking and appropriation risks; State-owned MNCs; trade wars – what should MNCs do? ]
CROSS NATIONAL DISTANCE: HOW FIRMS ADAPT [Dimensions of the distance between countries; cultural and institutional distance and its implications; cross-national distance and MNE entry modes; adaptation strategies for entering distant countries]
COMPETING IN EMERGING ECONOMIES [what is an emerging economy; differences between developed and emerging economies; entry and competition strategies for emerging economies]
Learning outcomes
By the end of the module, students should be able to:
- Demonstrate an understanding of the main theories explaining patterns, processes and practices of internationalisation.
- Demonstrate an understanding of how global economic government institutions act as important influences on the strategic options facing international firms.
- Demonstrate a greater knowledge of emerging markets.
- Critically appraise an appropriately select analytical frameworks (e.g. those which explain and predict country investment (FDI) attractiveness).
- Critically evaluate the strengths and weaknesses, and the threats and opportunities, for a firm in a particular global industry context.
- Select and apply specific analytical frameworks from a range of approaches that help solve common international management problems.
- Critically assess the sources of relative national comparative advantage and how these relate to the competitive advantages of multinational firms.
Indicative reading list
Core text:
Essential reading: International business: competing in the global marketplace by Charles W. L. Hill 2021
Example weekly readings
Asia Pacific Business ReviewThe Development of Automotive Parts Suppliers in Korea and Malaysia: A Glob...
Strategic Management Journal Vol. 36 Issue. 6From home country to home base: A dynamic approach to the liability of foreignness, pp. 907-917DIRECT LINK
Value creation in international business: Volume 1: An MNC perspective rna
Journal of International Management Vol. 16 Issue. 1Decades of research on market entry modes: What do we really know about external antecedents of entry mode choice?, pp. 60-77DIRECT LINK
Strategic Management Journal Vol. 23 Issue. 3Acquisitions versus greenfield investments: international strategy and management of entry modes, pp. 211-227DIRECT LINK
Strategic Management Journal Vol. 30 Issue. 1Institutions, resources, and entry strategies in emerging economies, pp. 61-80DIRECT LINK
Journal of International Business Studies Vol. 51 Issue. 4Managing the MNE subsidiary: Advancing a multi-level and dynamic research agenda, pp. 538-576DIRECT LIN
Journal of Economic Perspectives Vol. 28 Issue. 2Slicing Up Global Value Chains, pp. 99-118
Global business strategy: multinational corporations venturing into emerging marketsPlease read ' International R&D Management' by Kazuyuki Motohashi pp. 173-189DIRECT LINK
The Handbook of Global Science, Technology, and InnovationRead chapter
Research Policy Vol. 40 Issue. 3What determines knowledge sourcing from host locations of overseas R&D operations?: A study of global R&D activities of Japanese multinationals, pp. 380-390DIRECT LINK
Journal of International Business Studies Vol. 46 Issue. 1Accessing vs sourcing knowledge: A comparative study of R&D internationalization between emerging and advanced economy firms, pp. 63-86DIRECT LINK
Journal of International Business Studies Vol. 51 Issue. 4Changing perspectives on the internationalization of R&D and innovation by multinational enterprises: A review of the literature, pp. 623-664DIRECT LINK
Born Global Firms: A New International Enterprise
Journal of World Business Vol. 51 Issue. 1Internationalization: From incremental to born global, pp. 93-102
Journal of International Business Studies Vol. 46 Issue. 1The born global firm: An entrepreneurial and capabilities perspective on early and rapid internationalization, pp. 3-16DIRECT LINK
Can corporations contribute directly to society or only through regulated behaviour?
Strategic Management Journal Vol. 24 Issue. 5Proactive environmental strategies: a stakeholder management perspective, pp. 453-470DIRECT LINK
Subject specific skills
Perform a country analysis and develop a market-entry strategy.
Apply country analysis and investment risk appraisal techniques.
Conduct online research into changing opportunities for international business investment and restructuring.
Recommend an international corporate strategy and an appropriate global organisation structure.
Develop and manage global innovation networks.
Transferable skills
Demonstrate developed presentation and teamwork skills.
Study time
| Type | Required |
|---|---|
| Lectures | 9 sessions of 1 hour (6%) |
| Supervised practical classes | 9 sessions of 2 hours (12%) |
| Private study | 123 hours (82%) |
| Total | 150 hours |
Private study description
Private Study and preparation for lectures
Costs
No further costs have been identified for this module.
You do not need to pass all assessment components to pass the module.
Assessment group A2
| Weighting | Study time | Eligible for self-certification | |
|---|---|---|---|
Assessment component |
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| Individual Assignment | 80% | Yes (extension) | |
Reassessment component is the same |
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Assessment component |
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| Group Presentation | 20% | No | |
Reassessment component is the same |
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Feedback on assessment
Assessments are graded using standard University Postgraduate Marking Criteria and written feedback is provided. Feedback for individual essays includes comments on a marksheet.
There is currently no information about the courses for which this module is core or optional.