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COURSE NAME: "International Business"
SEMESTER & YEAR: Summer Session I 2019

EMAIL: iroberts@johncabot.edu
HOURS: MTWTH 3:40-5:30 PM
PREREQUISITES: Prerequisites: Junior Standing, EC 202; Recommended: MKT 301

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.

We live in a world in which the volume of goods, services and investments crossing national borders has expanded faster than global production for the last half century. Over the past thirty years a fundamental shift has occurred in world trade: a wave of democracy has washed over the globe, tariff barriers have fallen dramatically, markets have opened, perceived distance has shrunk, cultures are merging and nations are banding together. Today the opportunities for the international business manager are greater than ever.

This course introduces the student to the field of international business. Once a firm crosses an international border it is in a new legal, political, cultural and competitive environment. International business management is concerned with organising and developing the firm’s resources and capabilities in order to succeed in this new environment.

The course begins with an overview of the trend towards globalisation and an examination of the international political and cultural environment. The theoretical underpinning of international trade is examined as well as the motives and mechanisms nations adopt to ‘manage’ trade flows despite the recommendations of free trade theory. An analysis of the countervailing trend towards regionalisation is undertaken with an in-depth look at the most extraordinary example of this phenomenon: the European Union. In the second half of the course the focus shifts to the firm itself, beginning with corporate organisation and strategy for international companies, before moving on to evaluate market entry strategies such as strategic alliances and exporting. Major functional areas of businesses, marketing and operations, are reviewed in their international context. 


By the end of the course students will be able to:

         Think critically about international business
         Discuss theoretical and practical concepts underlying international business
         Understand the mechanisms driving competitive advantage
         Apply an analytical framework in international business situations
         Recognize threats and opportunities in foreign markets
         Understand the strengths and weaknesses of major market entry strategies
         Demonstrate awareness of the importance of culture and cultural differences
         Formulate a foreign market entry plan
         Apply acquired skills in research, planning, presentation and decision making to international business situations

Book TitleAuthorPublisherISBN numberLibrary Call NumberComments
International Business: Competing in the Global Marketplace (2014)Charles W.L. HillMcGraw-Hill EducationISBN-13 9780077158958; ISBN-10 0077158954  

Case study presentation(s) 5%
Case study discussions 20%
Midterm exam  20%
Group project (report) 20%
Group project (presentation) 10%
Final exam 25%

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.

Students are allowed three absences during the semester for whatever reason. There is no need to justify these three absences and they will have no effect on the final grade. Every additional absence after that will lower the student’s final grade by one grade level (e.g., a final grade of a B+ would be lowered to a B and so on).
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.
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.


Session Session focus Case study Student Assignments
27/05/19 Course introduction and overview  Case: Who makes Apple iPhone? Reading: ch. 1. 
28/05/19 Globalisation   Assignment: ch. 1, q. 7, p. 32
29/05/19 Political economy and economic development Case: Revolution in Egypt Reading: ch. 3. 
30/05/19 Political economy and economic development   Assignment: ch. 3, q. 2, p. 84
03/06/19 Differences in culture Case: The United Arab Emirates  Reading: ch.4. 
04/06/19 Differences in culture   Assignment: ch. 4, q. 6, p.118 
05/06/19 International trade theory Case: US balance of payments Reading: ch. 6. 
06/06/19 International trade theory   Assignment: ch. 6, q. 6, p.187 
10/06/19 Political economy of international trade Case: US tariffs on tyre imports from China Reading: ch. 7. 
11/06/19 Political economy of international trade   Assignment: ch.7, q. 5, p. 219
12/06/19 Regional economic integration Case: NAFTA and Mexican trucking (p. 290) Reading: ch. 9. 
13/06/19 Midterm Exam Assignment: ch. 9, q. 5, p. 283
17/06/19 The strategy of international business Case: IKEA (p. 477) Reading: ch. 13. 
18/06/19 The strategy of international business Assignment: ch. 13, q 4. p. 403 
19/06/19 Market entry strategies and strategic alliances Case: General Motors in China  Reading: ch. 15. 
20/06/19 Market entry strategies and strategic alliances   Assignment: ch. 15, q. 4, p. 470 
24/06/19 Global production, outsourcing and logistics Case: Making the Amazon Kindle  Reading: ch. 17. 
25/06/19 Global production, outsourcing and logistics   Assignment: ch. 17, qs. 1&2 
26/06/19 Global marketing and R&D Case: Levi Strauss goes local (qs. on p. 564) Reading: ch. 18. 
27/06/19 Global marketing and R&D Group project report due Assignment: ch. 18, q. 5 
28/06/19 FINAL EXAM