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JOHN CABOT UNIVERSITY

COURSE CODE: "BUS 330-2"
COURSE NAME: "International Business"
SEMESTER & YEAR: Spring 2017
SYLLABUS

INSTRUCTOR: Ieva Jakobsone Bellomi
EMAIL: [email protected]
 HOURS: TTH 11:30 AM 12:45 PM
TOTAL NO. OF CONTACT HOURS: 45
CREDITS: 3
PREREQUISITES: Prerequisites: Junior Standing, EC 202; Recommended: MKT 301
OFFICE HOURS:
COURSE DESCRIPTION:
The objective of this course is to expose students to the essential elements of international business, with particular emphasis on how it differs from domestic business. An extensive use of case studies provides a basis for class discussion, allowing students to develop their analytical skills and apply their theoretical knowledge.
SUMMARY OF COURSE CONTENT:
The course is focused on the key concepts of international business discussing the theoretical conceptual model of the international business strategy as outlined by academia. The model, functional areas of international business and strategy shall be reviewed and challenged by case studies' discussions and analysis in the classroom. The complementary discussion area of the course shall be the 'Easternization' of the global economy and changes brought by the emerging multinational companies in the scope of government policies, business environments and cultural implications in the 'new', 'flat' world of the 21st century.
LEARNING OUTCOMES:
By the end of the course the students shall be able to:

- to understand the general international business strategy framework;
- to understand and analyze international business environment, the threats and opportunities in it;
- to analyze a multinational company's international expansion strategy, its key Firm Specific Advantages;
- to understand the new global challenges of political, economic and cultural nature in doing business internationally. 

 
TEXTBOOK:
Book TitleAuthorPublisherISBN numberLibrary Call NumberCommentsFormatLocal BookstoreOnline Purchase
International Business Strategy, Second EditionAlain VerbekeCUP1107683092     
REQUIRED RESERVED READING:
NONE

RECOMMENDED RESERVED READING:
NONE
GRADING POLICY
-ASSESSMENT METHODS:
AssignmentGuidelinesWeight
Short written assignment (classroom)Short essay on the key concepts of the international business strategy framework as per the textbook and class discussions10
Short written assignment (classroom)Short essay on the key concepts of the international business strategy framework as per the textbook and class discussions10
Short written assignment (homework)Short essay on the key concepts of functional issues on the international business as per textbook and class discussions10
Group assignment: case study Case study as per the scheduled readings30
Group assignment/final exam: Case study on the 'emerging' market company and class presentationThe case study on the 'emerging' market company as agreed with the lecturer with the main focus on the company's strategy, functional and institutional tools, as well as cultural aspects. A Western company can be chosen as a study object as well but then the key analysis should be its strategy entering in the 'emerging' markets.30
Class participationClass participation shall be evaluated on the basis of the participation in the discussions as well as asking 'smart', insightful questions. 10

-ASSESSMENT CRITERIA:
AWork of this quality directly addresses the question or problem raised and provides a coherent argument displaying an extensive knowledge of relevant information or content. This type of work demonstrates the ability to critically evaluate concepts and theory and has an element of novelty and originality. There is clear evidence of a significant amount of reading beyond that required for the course
BThis is highly competent level of performance and directly addresses the question or problem raised.There is a demonstration of some ability to critically evaluatetheory and concepts and relate them to practice. Discussions reflect the student’s own arguments and are not simply a repetition of standard lecture andreference material. The work does not suffer from any major errors or omissions and provides evidence of reading beyond the required assignments.
CThis is an acceptable level of performance and provides answers that are clear but limited, reflecting the information offered in the lectures and reference readings.
DThis level of performances demonstrates that the student lacks a coherent grasp of the material.Important information is omitted and irrelevant points included.In effect, the student has barely done enough to persuade the instructor that s/he should not fail.
FThis work fails to show any knowledge or understanding of the issues raised in the question. Most of the material in the answer is irrelevant.
-ATTENDANCE REQUIREMENTS:
ATTENDANCE REQUIREMENTS AND EXAMINATION POLICY
You cannot make-up a major exam (midterm or final) without the permission of the Dean’s Office. The Dean’s Office will grant such permission only when the absence was caused by a serious impediment, such as a documented illness, hospitalization or death in the immediate family (in which you must attend the funeral) or other situations of similar gravity. Absences due to other meaningful conflicts, such as job interviews, family celebrations, travel difficulties, student misunderstandings or personal convenience, will not be excused. Students who will be absent from a major exam must notify the Dean’s Office prior to that exam. Absences from class due to the observance of a religious holiday will normally be excused. Individual students who will have to miss class to observe a religious holiday should notify the instructor by the end of the Add/Drop period to make prior arrangements for making up any work that will be missed. The final exam period runs until ____________
ACADEMIC HONESTY
As stated in the university catalog, any student who commits an act of academic dishonesty will receive a failing grade on the work in which the dishonesty occurred. In addition, acts of academic dishonesty, irrespective of the weight of the assignment, may result in the student receiving a failing grade in the course. Instances of academic dishonesty will be reported to the Dean of Academic Affairs. A student who is reported twice for academic dishonesty is subject to summary dismissal from the University. In such a case, the Academic Council will then make a recommendation to the President, who will make the final decision.
STUDENTS WITH LEARNING OR OTHER DISABILITIES
John Cabot University does not discriminate on the basis of disability or handicap. Students with approved accommodations must inform their professors at the beginning of the term. Please see the website for the complete policy.
SCHEDULE

Week #

Topic

Reading *

Principal activities

1

Concept of international business, framework of international business strategy - seven key concepts

Verbeke, Introduction & Chapter 1

Class discussion: international business vs domestic business;  main concepts of the international business strategy framework; the significance of bounded rationality and bounded reliability

Case study: Four Seasons

2

Firm specific advantages (FSAs)

First short written assignment (class)

Chapter 2

Class discussion: importance of  firm specific advantages and core competencies; cultural component in the international business strategy (American vs Japanese companies)

Case study: Ikea

3

Home country location advantages: their nature

Chapter 3

Class discussion: ‘Porter’s diamond’, its importance in the international business strategy setting

Case studies: Silicon Valley and Boston’s Route Shiseido

4

Home country location advantages: the problem of distance

Chapter 4

Class discussion: four main dimensions of distance in the global business environment, opportunities and/or threats; low and high distance countries

Case studies: Starbucks and Wal-Mart

5

Combining FSAs and location advantages in a multinational network

Second short written assignment (class)

Chapter 5

Class discussion: HQ and its subsidiaries, strengths and weaknesses of the subsidiaries network for the multinational companies, local environmental stimuli

Case studies: Nestlé and Tata

6

International innovation: R&D decentralization, benefits and conflicts

Chapter 6

Class discussion: main stages in the development of foreign R&D units, innovation in the 21st century: globalization, digital landscape, intellectual property rights and their safeguarding mechanisms

Case studies:  Siemens and Sony

7

International sourcing and production: strengths and weaknesses

Chapter 7

Class discussion: foreign direct investment rationale: market seeking and strategic resource seeking, changes in the global business environment; the importance of knowledge and skills in the 21st century international business strategy setting

Case studies: Flextronics and BMW

8

International finance: managing risk and market imperfections

Chapter 8

Class discussion: economic exposure and its strategic importance in the global business environment, strategies to mitigate the economic and financial exposures to the multinational companies’ profit line

Case studies: Avon and Porsche

9

International marketing, including use of internet: social and digital marketing

 

Group assignment: case study on the international marketing

Chapter 9

Class discussion: global standardization vs customization of products and services to cultural preferences of the respective business environment; importance of social and digital marketing in the 21st century business environment; global account management

Case studies: Anheuser Busch and Haier

10

Management issues in multinational enterprises

Chapter 10

Class discussion: best practices in managing global workforce, importance of four orientations in multinational companies

Case studies: LVMH

11

Entry mode dynamics of global strategy (I): foreign distributors; strategic alliance partners

Chapter 11 & 12

Class discussion: the threats and opportunities for choosing and working with foreign distributors, making strategic alliances with foreign partners

Case studies: Dell and Danone

12

Entry mode dynamics of global strategy (II): mergers and acquisitions

Third short written assignment (homework)

Chapter 13

Class discussion: M&A as instruments to create economic value for the firm and its stakeholders, problems of bounded rationality and bounded reliability, and cultural differences in the M&As and post-M&As company management

Case studies: CEMEX and Lenovo

13

Emerging economies: their role in international business

Chapter 14 & 15

Class discussion: ‘Emerging’ markets and their companies in the countries’ institutional context, growth and international expansion trajectories of the ‘emerging’ markets’ companies

Case studies: Google and ‘Chinese energy goes African’  

14

Significance of the Corporate Social Responsibility and corporate environmental sustainability in the international business settings

Chapter 16

Class discussion: Corporate Citizenship in the global context, CSR significance for the labor standards, contemporary environmental innovation in the business settings

Case studies: Nike and Shell

15

Final exam: group assignment: case study presentation

Please see more information on the assignment schedule