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JOHN CABOT UNIVERSITY

COURSE CODE: "BUS 330-1"
COURSE NAME: "International Business"
SEMESTER & YEAR: Spring 2016
SYLLABUS

INSTRUCTOR: Ian Roberts
EMAIL: [email protected]
 HOURS: MW 8:30 AM 9:45 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 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:

Once a firm crosses an international border it is in a new legal, political, cultural and competitive environment. International business is concerned with matching the firm’s resources and capabilities to this new environment. This course examines the factors which determine if the firm’s decision to go abroad will be a success.

 

Based on an analytical framework of simple core concepts, the course builds solid conceptual foundations in international business which are systematically applied to a rich set of empirical case studies with examples drawn from actual management practice. This close coupling between  theory and management practice provides a powerful intellectual toolkit for international business students.

LEARNING OUTCOMES:

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

  • Think critically about 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

  • Gain a heightened appreciation for the importance of culture and cultural differences in the field of business
TEXTBOOK:
Book TitleAuthorPublisherISBN numberLibrary Call NumberCommentsFormatLocal BookstoreOnline Purchase
International Business Strategy (Second Edition)Alain VerbekeCambridge University Press9781107683099     
REQUIRED RESERVED READING:
NONE

RECOMMENDED RESERVED READING:
NONE
GRADING POLICY
-ASSESSMENT METHODS:
AssignmentGuidelinesWeight
Class attendance and participation 10%
Midterm examFormal written exam30%
ProjectGroup assignment30%
Final examFormal written exam30%

-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:
Class attendance is mandatory. Missing 3 lectures will result in a mark down of 5% of the final grade. If a student misses 5 or more lectures he/she will be penalised with a 10% mark down in the final 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

Topic

Reading

Principal activities

1

Introduction to international business, and contrast with international management. A unifying framework for international business strategy - seven key concepts

Introduction & Chapter 1


Case study on Honda

2

Firm specific advantages (FSAs) – how critical they can be

Chapter 2

Case studies: 3M and IKEA

3

Home country location advantages: their nature

Chapter 3

Case study on Shiseido (perfume)

4

Home country location advantages: the problem of ‘distance'

Chapter 4

Case studies on Starbucks and Wal-Mart

5

International innovation: R&D decentralisation, benefits and conflicts

Chapter 6

Case studies on Siemens and Sony

6

International sourcing and production: strengths and weaknesses

Chapter 7

 Case studies on Flextronics and BMW       

7

Review

 

MIDTERM EXAM

8

International finance: managing risk and market imperfections

Chapter 8

Case studies of Avon and Porsche

9

International marketing, including use of internet, and potential and constraints of global account management

Chapter 9

Case studies of Anheuser Busch and Haier (China)

10

Management issues in multinational enterprises

Chapter 10

Case on LVMH

11

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

Chapter 11 & 12

Cases on Dell and Danone

12

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

Chapter 13

Case studies on CEMEX, and Lenovo

13

Emerging economies: their role in international business, I

Chapter 14

Cases on AIG, and Google

14

Group presentations

 

 

TBD

FINAL EXAM