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MITB - Syllabus International Business Management
MITB - Syllabus International Business Management
MITB - Syllabus International Business Management
luis.marijuan@esic.edu
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I. Course Description Comentado [JBB1]: Please, build the Course Description based
on the guidelines provided by EFM.
Comentado [lm2R1]: I have modified accordingly
This seminar looks for the student to understand the differential aspects of Business
Management in International environment compared with purely domestic approach. Now
days the global interlinks are a fact. The companies must deal with these links and they
must to create competitive advantages based on them.
The focus of the course is for the student to learn how to define an International Business
Strategy for a geographical area in particular sectors, based on the understanding of
international markets acquired in the previous modules. Once this strategy is defined, how
to implement it from and operational point of view and how to monitor this
implementation. A generic approach will be used in order to be applicable for discussion
in the Executive Committee of a big Corporation or in a SME.
At the end of the course, the participants should acquire the basic concepts needed for
defining strategically and international business, operating it, and analyzing and
monitoring its implementation. By completion of, it this module, the students should have
acquired the following skills:
> International Business and Strategy. The role of the Executive Committee. To
understand the importance of the coordination between the main functions in the
company
> Learn how the International Institutions and the international environment
condition international strategy definition
> International Strategy: develop the expertise for the selection of a particular
strategy for creating value in international environments.
> Develop a critical and well-reasoned criteria for stablishing International Strategic
Alliances
> Acquire the basic criteria for defining operational aspects of International Business
> Acquire the basic knowledge of international contracting
> Build robust criteria for the application of tools and skills to analyze suitable
competitive advantages.
> International business accounting: to acquire the expertise for taking decisions
considering cost analysis
III. Teaching strategies Comentado [JBB5]: Please, mention the teaching techniques (i.e.
lectures, case studies, group discussions, simulations ) youll be
utilizing and they match your ILOs.
The methodology aims at developing in the students their critical thinking and independent Comentado [lm6R5]: I have followed that I have included in my
Operations Management Sylalbus in the IMBA
learning under a professional and academic guidance. A combination of class lectures,
dissemination of current articles and case studies will be used.
The unit is organized for active learning, so the class contribution is fundamental. The
students should assess things from various perspectives; they will be pushed to form a
view of their own.
In order to achieve final learning objectives reading materials must be deeply analyzed in
advance (critical reading of relevant literature, understanding of key concepts, analyses of
case studies) to optimize the effectiveness of the model.
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IV. Teaching Schedule
IV.1. Weekend Sessions MIT& B36
There will be six sessions of five hours, in which we will be developing the topics shown
here below. Classes will start at 5:00 pm finishing at 10:00 pm on Friday and at 9:00 and
finishing at 14:00 on Saturdays. In order to facilitate a fluent teaching experience and
help students to keep an adequate level of attention, there will be a short break (10
minutes) per hour whenever possible and if this break does not interfere with the normal
development of the lecture.
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5 developed in class Haier: taking a Chinese company global
May Sany going global
12th
In order to facilitate a fluent teaching experience and help students to keep an adequate
level of attention, there will be a short break (10 minutes) per hour whenever possible and
if this break does not interfere with the normal development of the lecture.
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4 enterprises II advanced and emerging economies-based firms.
April Discussion based on newspaper articles
20th
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IV. 3. Teaching Schedule MIT&B 38
There will be six sessions of five hours, in which we will be developing the topics shown
here below. Classes will start at 9:30 am finishing at 14:30 am from Monday to Thursday.
In order to facilitate a fluent teaching experience and help students to keep an adequate
level of attention, there will be a short break (10 minutes) per hour whenever possible and
if this break does not interfere with the normal development of the lecture.
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6 Group 2.
Group 3.
Group 4.
Group 5.
Conclusions Emerging trends
Readings: Fornes book. Chapter 8 / Verbeke book.
Chapter 12
STUDENT WARNING: This course syllabus and contents are a preliminary draft and
serves only as a reference. Please note that this morning program may be taught in
China, with local faculty or in Spain. Further details will be given once the groups for
China had been established.
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V. Assessment
1. Individual report: 55%
This part of the assessment will take the form of a written 3,000-word essay (excluding
references, citations, footnotes, endnotes, and appendices). Submission date and time will
be communicated in the platform. The report will be a critical assessment of the
internationalisation strategy of a company you will chose. This company should have at
least 50% of sales from international markets (i.e. outside its home market) and operate
in a competitive industry (i.e. not regulated public services like telecommunications, etc.);
it should not participate in natural resources (i.e. mining, oil, etc.). The assessment criteria
will be based on:
> The strengths of the recommendations.
> The appropriate use of the tools/techniques/models on which the recommendations
are based.
> The ability to communicate effectively a complex strategy.
> The results-oriented nature of the work.
These essays are expected to be grounded on both academic literature and the candidates
own opinion; therefore, they should go beyond common sense arguments and should be
written as if they were to be presented to a multinational company. Penalties will be applied
to over-length essays, five marks will be deducted for every 100 words or part thereof
over the word limit.
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> Ability to sell the idea
> Correct use of tools and techniques
> Strength, creativity, and feasibility of solutions/proposals
> Appropriate and explicit links between theory and practice
> Make a short description of the company in China, identifying the key milestones
since its arrival into the country.
> Critically analyse Microsofts value-creation strategy to enter the Chinese market,
identifying its underlying assumptions.
> Identify 3-5 positive and 3-5 negative elements of this strategy. Which has been
the balance now of the case study? Now?
> What would you recommend Microsoft to do in the next five years to strengthen
its value creation? Make a list of five actions, and support them. How do you
think these recommendations will affect the financial performance of the Chinese
subsidiary?
> Make a short description of the company, identifying the key milestones since the
start of its internationalisation.
> Identify how Haier internalise the transaction costs in China.
> Critically analyse Haiers internationalisation strategy from the value-creation
perspective, identifying its underlying assumptions.
> Identify 3-5 positive and 3-5 negative elements of this strategy. Which has been
the balance now of the case study? Now?
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> What would you recommend Haier to do in the next five years to strengthen its
value creation? Make a list of five actions, and support them. How do you think
these recommendations will affect the financial performance of the company?
In addition, each group should find between one and three more areas of analysis based
on the specific characteristics of its company. These areas should be explicitly related to
the main topics of the unit like acquisition of foreign/strategic assets, internalisation of
transaction costs, liability of origin (made in China for example), process innovation to
expand internationally, location (OLI model), entry mode, use of networks (LLL model),
etc. The identification and explanation of these areas count for 50% of the mark for the
presentations.
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VI. References Comentado [lm7]: Removed in alphabetical order as suggested
by you
Textbooks:
Fornes, G. & Butt Philip, A., 2012. The China-Latin America Axis. Emerging markets and
the future of globalisation Basingstoke: Palgrave Macmillan.
Verbeke, A., 2013. International Business Strategy Cambridge and New York: Cambridge
University Press.
Additional recommended reading:
Beugelsdijk, S., Brakman, S., Garretsen, H. & Van Marrewijk, C., 2013. International
Economics and Business Cambridge and New York: Cambridge University Press.
Fornes, G., 2009. Foreign Exchange Exposure in Emerging Markets. How Companies Can
Minimize It Basingstoke: Palgrave Macmillan.
Ghemawat, P (2008). Semi globalization. HBS Cambridge Press.
Gooderham, P., Grgaard, B. & Nordhaug, O., 2013. International Management. Theory
and Practice Cheltenham and Northampton: Edward Elgar.
Guillen, M. & Ontiveros, E., 2013. Global Turning Points. Understanding the challenges for
business in the 21st Century Cambridge and New York: Cambridge University Press.
Khanna, T. & Palepu, K., 2010. Winning in Emerging Markets: A road map for strategy and
execution Boston: Harvard Business School Publishing Corporation.
North, D., 1990. Institutions, institutional change, and economic performance New York:
Cambridge University Press.
Porter, M., 1990. The Competitive Advantage of Nations New York: Free Press.
Williamson, P., Ramamurti, R., Fleury, A. & Leme Fleury, M.T. eds. 2013. The Competitive
Advantage of Emerging Market Multinationals, Cambridge: Cambridge University Press.
Journal Articles
Armony, A. & Strauss, J., 2012. From Going Out (zou chuqu) to Arriving In (desembarco):
Constructing a New Field of Inquiry in ChinaLatin America Interactions. The China
Quarterly, 209, 1-17.
Buckley, P., Clegg, J., Cross, A., Liu, X., Voss, H. & Zheng, P., 2007. The determinants of
Chinese outward foreign direct investment. Journal of International Business Studies, 38
(4), 499-518.
Cardoza, G., Fornes, G., Li, P., Xu, N., & Xu, S. 2014. China goes global: public policies
influence on Small and Medium-size Enterprises international expansion Asia Pacific
Business Review, DOI: 10.1080/13602381.2013.876183.
Child, J. & Tse, D., 2001. Chinas transition and its implications for international business.
Journal of International Business Studies, 32, 5-21.
Cuervo-Cazurra, ., 2008. The multinationalization of developing country MNEs. The case
of multinationals. Journal of International Management, 14 (2), 138-154.
Destrin, S. & Prevezer, M., 2011. The role of informal institutions in corporate governance:
Brazil, Russia, India, and China compared. Asia Pacific Journal of Management, 28 (1), 41-
67.
Fornes, GE & Butt Philip, A 2014, 'The China-Latin America Axis: Following the Path of the
Manila Galleon' AIB Insights, vol 14, no. 1, pp. 7-10.
Fornes, G. & Butt Philip, A. 2014. Chinese outward investments to emerging markets.
Evidence from Latin America. European Business Review, 56, 6.
Hoskisson, R.E., Eden, L., Lau, C.M. & Wright, M., 2000. Strategy in Emerging Economies.
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Academy of Management Journal, 43 (3), 249-267.
Mathews, J., 2006. Dragon Multinationals: new players in 21st century globalization. Asia
Pacific Journal of Management, 23 (1), 5-27.
Peng, M., Wang, D. & Jiang, Y., 2008. An Institution-based view of international business
strategy: a focus on emerging economies. Journal of International Business Studies, 39,
920-936.
Sundaram, A. & Black, S., 1992. The environment and internal organization of
multinational enterprises. Academy of Management Review, 17, 729 -757.
Wang, L. & Juslin, H., 2009. The impact of Chinese culture on Corporate Social
Responsibility: the harmony approach. Journal of Business Ethics, 88, 433-451.
Wright, M., Filatotchev, I., Hoskisson, R.E. & Peng, M.W., 2005. Strategy Research in
Emerging Economies: Challenging the Conventional Wisdom. Journal of Management
Studies, 42 (1), 1-33
Useful websites (in alphabetical order):
champions.com/downloads/ChineseChampionsEN.pdf
Global Competitiveness
http://www3.weforum.org/docs/WEF_GlobalCompetitivenessReport_2014-15.pdf
http://www3.weforum.org/docs/WEF_GlobalInformationTechnology_Report_2014.pdf
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World Trade Organization Trade Statistics
http://www.wto.org/english/res_e/statis_e/statis_e.htm
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VII. Lecturers short bio
Education:
PhD in Chemistry, by Chemical Engineering Department of Madrid Complutense
University.
Executive MBA, by Madrid Instituto de Empresa.
Certificate in Executive Management by Seville Instituto Internacional San Telmo
ANECA Certified Dr. Teacher and Private University Teacher
Work Experience:
Independent advisor for FMC Foret, Ferroduo Gmbh, Aspeagro, Medifer Group,
Wakonigg, The Papaya Group, Compagnie des Engrais de Longueil.
Vice-president of Foundation Esteban G Vigil, Mediacin Solidaria
Corporate Development Manager at Barrabes Business Solutions.
General Manager of Oligo SA fertilizers
Global Business Manager for Iron Salts en Huntsman Tioxide PLC, multinational
chemical company.
Commercial Manager of Vetiquima. Chemicals distribution.
Iberia Sales Manager Exxon Chemicals Paramins, Lubes and fuels additives
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