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JOHN CABOT UNIVERSITY
COURSE CODE: "BUS 330-1"
COURSE NAME: "International Business"
SEMESTER & YEAR:
Fall 2023
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SYLLABUS
INSTRUCTOR:
Colin Biggs
EMAIL: [email protected]
HOURS:
MW 10:00 AM 11:15 AM
TOTAL NO. OF CONTACT HOURS:
45
CREDITS:
3
PREREQUISITES:
Prerequisites: Junior Standing, EC 202; Recommended: MKT 301
OFFICE HOURS:
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COURSE DESCRIPTION:
The objective of this course is to introduce students to the fundamental elements of international business, including political, economic and social systems and barriers affecting international trade and investment, key aspects of global and regional economic integration models, and the global monetary system. The course covers in depth market entry strategies and international organizational structures, reviews key functions of international business and highlights contemporary internationalization problems.
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SUMMARY OF COURSE CONTENT:
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The course studies the system of international trade and investment (international business) by analysing the theories, government policies, financial techniques, logistics, operational practices and corporate decision making which generate and promote international economic involvement.
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LEARNING OUTCOMES:
By the end of the course students will be able to:
- apply their acquired skills in research, planning, presentation and decision making to specific international business situations
- recognise danger and opportunity signals in foreign markets
- discuss theoretical and practical concepts underlying international business
- demonstrate a core sensitivity for foreign cultures.
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TEXTBOOK:
| Book Title | Author | Publisher | ISBN number | Library Call Number | Comments | Format | Local Bookstore | Online Purchase |
| International Business Strategy: Rethinking the Foundations of Global Corporate Success 3rd Edition | Alain Verbeke | Cambridge University Press | 110848803X | | | | | Online - or rent online |
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REQUIRED RESERVED READING:
RECOMMENDED RESERVED READING:
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GRADING POLICY
-ASSESSMENT METHODS:
| Assignment | Guidelines | Weight |
| Participation | Requires regular attendance and active participation | 10% |
| First case study | Short case for analysis | 10% |
| Second case study | Short case study for analysis | 15% |
| Third case study | More complex/ longer case study for analysis | 20% |
| Group assignment | Small group detailed project | 45% |
-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 co
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:
This course has been carefully designed so as to be as highly interactive as possible - with regular class discussion, regular student presentations, opportunities for peer mentoring, and the inclusion of major projects. There is, that is, an overall emphasis on learning by doing.
Attendance is therefore not optional. Whilst genuine medical reasons for absences - suitably supported by evidence - will of course be accepted, more than two unsupported absences per semester will result in significant penalties.
Please consult me in advance if in doubt about a planned absence.
CB
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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.
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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.
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SCHEDULE
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Week
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Topic
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Reading *
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Principal activities
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1
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Introduction to international business, and contrast with international management. A unifying framework for international business strategy - seven key concepts
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Verbeke, Introduction & Chapter 1
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Immediate engagement with course themes through lively discussion in pairs and groups drawing in part on international diversity of students in class
Case study on Honda
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2
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Firm specific advantages (FSAs) – how critical they can be
First short assessment
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Chapter 2
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Individual and group work on case studies: 3M and IKEA
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3
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Home country location advantages: their nature
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Chapter 3
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Case study on Shiseido (perfume)
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4
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Home country location advantages: the problem of ‘distance’
Second short assessment
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Chapter 4
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Case studies on Starbucks and Wal-Mart
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5
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Combining FSAs and location advantages in a multinational network
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Chapter 5
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Case studies on Nestlé and Tata
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6
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International innovation: R&D decentralisation, benefits and conflicts
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Chapter 6
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Case studies on Siemens and Sony
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7
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International sourcing and production: strengths and weaknesses
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Chapter 7
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Case studies on Flextronics and BMW
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8
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International finance: managing risk and market imperfections
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Chapter 8
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Case studies of Avon and Porsche
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9
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International marketing, including use of internet, and potential and constraints of global account management
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Chapter 9
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Case studies of Anheuser Busch and Haier (China)
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10
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Management issues in multinational enterprises
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Chapter 10
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Case on LVMH
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11
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Entry mode dynamics of global strategy (I): foreign distributors; strategic alliance partners
Fourth assessment
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Chapter 11 & 12
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Cases on Dell and Danone
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12
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Entry mode dynamics of global strategy (II): mergers and acquisitions
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Chapter 13
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Case studies on CEMEX, and Lenovo
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13
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Emerging economies: their role in international business, I
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Chapter 14
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Cases on AIG, and Google
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14
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Emerging economies: their role in international business, II
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Chapter 15
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Case studies on Chinese energy, and on Infosys
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* All readings given here are from the course textbook by Alain Verbeke, which is excellent. Additional readings will be provided directly by the instructor during the course.
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