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JOHN CABOT UNIVERSITY

COURSE CODE: "BUS 330-1"
COURSE NAME: "International Business"
SEMESTER & YEAR: Fall 2025
SYLLABUS

INSTRUCTOR: Ian Roberts
EMAIL: [email protected]
 HOURS: TTH 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: By appointment
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.
SUMMARY OF COURSE CONTENT:

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. The final part of the course looks at how foreign exchange rates impact all companies, be they national or international. It concludes with a discussion of ethics in international business in general and more specifically on the moral and legal issues of corruption.

 
LEARNING OUTCOMES:

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
TEXTBOOK:
Book TitleAuthorPublisherISBN numberLibrary Call NumberCommentsFormatLocal BookstoreOnline Purchase
International Business Competing in the Global MarketplaceCharles W. L. HillMcGraw HillISBN-13 9780077158958     
REQUIRED RESERVED READING:
NONE

RECOMMENDED RESERVED READING:
NONE
GRADING POLICY
-ASSESSMENT METHODS:
AssignmentGuidelinesWeight
Case study presentation(s) 5%
Case study discussions 10%
Midterm exam 20%
Team project (report) 25%
Team project (presentation) 10%
Final exam 25%
Class participation 5%

-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 evaluate theory and concepts and relate them to practice. Discussions reflect the student’s own arguments and are not simply a repetition of standard lecture and reference 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:
Students who miss a case study discussion (for whatever reason) will not receive credit for that day's discussion. More that three unjustified absences will lower the class participation grade.  
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 Day Date Description Reading Assignments
1 Tue 02/09/25 Course introduction and overview of globalisation Ch. 1 Case: Who makes Apple iPhone?
Thu 04/09/25 Assignment: ch. 1, q. 7, p. 32
2 Tue 09/09/25 Political economy and economic development Ch. 3 Case: Revolution in Egypt (with update)
Thu 11/09/25 Assignment: ch. 3, q. 2, p. 84
3 Tue 16/09/25 Differences in culture Ch. 4 Case: The United Arab Emirates
Thu 18/09/25 Assignment: ch. 4, q. 6, p.118
4 Tue 23/09/25 Ethics in international business Ch. 5 Case: Starnes-Brenner
Thu 25/09/25 Assignment: ch. 5, qs. 3 & 5
Fri 26/09/25 International trade theory Ch. 6 Case: Bangladesh textiles
5 Tue 30/09/25 Assignment: ch. 6, q. 6, p.187
Thu 02/10/25 Political economy of international trade Ch. 7 Case: US tariffs on tyre imports from China
6 Tue 07/10/25 Assignment: ch.7,q. 5, p. 219
Thu 09/10/25 Regional economic integration Ch. 9 Case: NAFTA and Mexican trucking (p. 290)
7 Tue 14/10/25 MIDTERM EXAM Assignment: ch. 9, q. 2, p. 283
Thu 16/10/25 Regional economic integration Case: Russian ruble crisis (p. 374)
8 Tue 21/10/25 The foreign exchange market Ch. 10 Assignment: ch. 10, qs. 2, 4 & 5
Thu 23/10/25 The strategy of international business Ch. 13 Case: IKEA (p. 477)
9 Tue 28/10/25 Assignment: ch. 13, q 4. p. 403
Thu 30/10/25 The organisation of international business Ch. 14 Case: Philips NV
10 Tue 04/11/25 Assignment: ch. 14, q. 7, p. 441
Thu 06/11/25 Market entry strategies and strategic alliances Ch. 15 Case: General Motors in China
11 Tue 11/11/25 Assignment: ch. 15, q. 4, p. 470
Thu 13/11/25 Exporting Ch.16 Case: Vellus Products
12 Tue 18/11/25 Assignment: ch. 16, qs. 1 & 2
Thu 20/11/25 Global production, outsourcing and logistics Ch. 17 Case: Making the Amazon Kindle
13 Tue 25/11/25 Assignment: ch. 17, qs. 1&2
14 Thu 02/12/25 Global marketing and R&D Ch. 18 Case: Levi Strauss goes local (qs. on p. 564)
Tue 04/12/25 Assignment: ch. 18, q. 5