APPLIES TO ACADEMIC YEAR 2016/2017

MAN 2205/2206/2290/2291 International Management - RE-SIT EXAMINIATION

Responsible for the course
Rolv Petter Amdam, Helene Loe Colman

Department
Department of Strategy

Term
According to study plan

ECTS Credits
30

Language of instruction
Norwegian and english

Introduction
Are you planning to work abroad or in an international company? This programme gives useful tools and a deeper understanding on how to plan and manage international operations. The programme is structured around the following five issues
- The international context: If a firm wants to internationalize, where should it go?

- Strategy and Organization: How can the company succeed, and how organize foreign units?

- Management: How should the people in foreign units be managed, and by whom?

- Emerging Markets: What specific challenges exist if the firm operates in emerging markets, like China and Lithuania?

- Process and Implementation: How can the international company manage its businesses successfully?

This programme focuses on two main topics within international management. First, we look at the cultural and institutional context in which international firms operate. The programme is especially focusing on emergent markets as an institutional and cultural setting, and students will get tools for assessing cultural differences and discuss the implications of these differences in managing the international firm. The second topic is international strategy and organisation. We review key concepts and models, and participants will learn how to analyze strategic challenges and make strategic decisions, as well as look at implications of strategy for organization and processes.

The programme comprises an inter-disciplinary approach with perspectives from strategic management, human resource management, social sciences and cultural studies. The program provides first-hand experience of different cultures and utilizes these in a comparative analysis of relevant issues within international management. The programme focuses both on the European business culture as well as cultures in emerging economies, like China. The programme includes a study-trip to Shanghai and Vilnius, Lituania.

The programme provides numerous opportunities for the sharing of practical experiences and for building networks trough meeting businesses abroad and working with other internationally oriented students. The programme is ideally suited for managers, project leaders and professionals in the private and public sector who have, or wish to have, international assignments and responsibilities. This programme is run in close cooperation with the business school at Fudan University in Shanghai and ISM University of Management and Economics in Vilnius. All teaching is English

Learning outcome
After finishing the program the students should have developed the following knowledge, skills and reflections
Acquired knowledge

Knowledge about key theories and concepts in international management and strategy
Knowledge about key theories on multinational enterprises
Knowledge about key theories on globalization with a focus on the role of emerging economies
Knowledge about the role of human resource management, communication, negotiation and knowledge transfer In international operations.

Acquired skills
Skills in applying core models and concepts in international management and strategy to practical situations.
Skills in managing international teams
Skills in how to communicate and negotiate across cultures
Skills in promoting learning and knowledge sharing across countries and business units


Reflections
Ability to reflect on the meaning of culture and understand its impact on own management practice
Ability to reflect on new knowledge and information from established theoretical perspectives on international management
Ability to see how international challenges can create new business opportunities

Prerequisites
Bachelor degree, corresponding to 180 credits, and 4 years of work experience. Please consult our student regulations.

Compulsory reading
Books:
Browaeys, Marie-Joëlle and Roger Price. 2015. Understanding cross-cultural management. 3rd ed. Pearson. 400
Gooderham, P. N, B. Grøgaard & O. Nordhaug. 2013. International Management: Theory and Practice. Edward Elgar. 450
Lam, N. Mark and John L. Graham. 2006. China now : doing business in the world's most dynamic market. McGraw-Hill. 360

Articles:
Amdam, Rolv Petter. 2009. The internationalisation process theory and the internationalisation of Norwegian firms, 1945 to 1980. Business History. 51(3). p. 445-461
Amdam, R. P & O Bjarnar. 2015. Globalization and the development og industrial clusters: Comparing two norwegian clusters. Business History Review. 4. 693-716
Andersson, U., M. Forsgren & U. Holm. 2007. Balancing subsidiary influence in the federative MNC : a business network view. Journal of International Business Studies. Vol. 38. 802-818
Birkinshaw, J. and N. Hood. 2001. Unleash Innovation in Foreign Subsidiaries. Harvard Business Review. 131-137
Carlsson, J, A. Nordgren and F. Sjöholm. 2005. International experiences and the performance of Scandinavian firms in China. International Business Review. 14. p. 21-40
Colman H. and Lunnan R.. Organizational Identification and Serendipitous Value Creation in Post-Merger Acquisitions. Journal of Management. 37 (3). 839-860
Colman H.L. and Grøgaard B.. 2013. Integration vacuum: creating action space for global strategy implementation in international acquisitions. Thunderbird International Business Review. 4. 405-418
Dong, Li and Keith W. Glaister. 2007. National and corporate cultural difference in international strategic alliances : perceptions of Chinese partners. Asian Pasific Journal of Management. 24. 191-205
Dunfee, T.W. and D.E. Warren. 2001. Is guanxi ethical? : a normative analysis of doing business in China. Journal of Business Ethics. 32(3). p. 191-204
Dunning, J. H. 2000. The eclectic paradigm as an envelope for economic and business theories of MNE activity. International Business Review. 9. p. 163-190
Fang, Tony ... [et al.]. 2004. Why did the Telia-Telenor merger fail?. International Business Review. s. 573-594
Faure, Guy Olivier and Tony Fang. 2008. Changing Chinese values : keeping up with paradoxes. International Business Review. 17. s. 194-207
Geppert, M., K. Williams, & D. Matten. 2003. The Social Construction of Contextual Rationalities in MNCs : an Anglo-German Comparison of Subsidiary Choice. Journal of Management Studies. 40(3). 617-641
Grøgaard B. and Colman H.L.. 2016. Interpretive Frames as the organization’s “Mirror”: From Espoused Values to Social Integration in MNEs. Management International Review.. 20
Inglehart, R. and W. Baker. 2000. Modernization, cultural change and traditional values. American Sociological Review. 65 (1). p. 19-51
Javidan, M., P.W., M.S. Dorfman, De Luque and R.J. House. 2006. In the eye of the beholder : Corss cultural lessons in leadership from project GLOBE. Academy of Management Perspectives. 20 (1). s. 67-90
Johanson, J., & J. E. Vahlne. 2009. The Uppsala internationalization process model revisited : from liability of foreignness to liability of outsidership. Journal of International Business Studies. 40 (9). 1411-1431
Kirkman, B.L., K.B. Lowe and C.B. Gibson. 2006. A quarter century of Culture's Consequences: a review of empirical research incorporating Hofstede's cultural values framework. Journal of International Business Studies. 37(3). 285-320
Lervik, J.E, B. Hennestad, R.P. Amdam, R. Lunnan and S. Nilsen. 2005. Implementing Human Resource Development Best Practices: Replication or Re-creation?. Human Resource Development International. 8 (3). 345-360
Lunnan, R, J.E. Lervik, L.E.M, Traavik, S, Nilsen, R.P. Amdam and B. Hennestad. 2005. Global transfer of management practice across nations and MNC subcultures. Academy of Management Executives. 19 (2). 77-80
Lunnan, R., & L. E. M. Traavik. 2009. Is the standardization of human resource practices perceived as fair across national cultures? The cases of China, Lithuania and Norway. Baltic Journal of Management. 4 (2). 127-148
O'Donnell, S.W. 2000. Managing foreign subsidiaries: agents of headquarters, or an independent network. Strategic Management Journal. Vol 21. 525-548
Smith, P., J. Andersen, B. Ekelund, G. Graversen and A. Ropo. 2003. In search of Nordic management styles. Scandinavian Journal of Management. 19 (4). p. 491-507

Collection of articles:
Selection of updated articles. 350

Recommended reading
Books:
Chang, Jung. 2003. Wild swans : three daughters of China. HarperCollins Publishers. 666 s

Course outline
1st course module – Introducing International Management Models: Context, culture and strategy
2nd course module – Organization of international operations and networks between firms. Study trip to Vilnius.
3rd course module – People in international organizations: International Human Resource Management and Negotiations
4th course module – International management in an Asian context: Business life and management in China. Study-trip to Shanghai. Focus: Environment, Strategy, and Management
5th course module –International Management: Combining theory and practice

Computer-based tools


Learning process and workload
The program is conducted through five course modules, a total of 150 lecturing hours. Project tutorials differ in each Master of Management program. It will consist of personal tutorials and tutorials given in class. Generally the students may expect consulting tutorials, not evaluating tutorials. The total hours of tutorials offered is estimated to two hours pr. students following an ordinary Master of Management program. For students taking the program as their final Master of Management program the tutorials offered are estimated to a total of six hours per term paper.


Examination
The students are evaluated through a term paper, counting for 18 credit hours and an five hours individual written exam, counting for 12 credit hours. Both evaluations must be passed to obtain a certificate for the program. The term paper may be written individually or in groups of maximum three persons.

For students taking this program as the final Master of Management Program the following applies:
The students are evaluated through a term paper, counting for 24 credit hours and anfive hours individual written exam, counting for 6 credit hours. The term paper may be written individually or in groups of maximum two persons. Both evaluations must be passed to obtain a certificate for the program.
Examination code(s)
MAN 22051 - term paper; accounts for 100 % to pass the program MAN 2205, 18 credits
MAN 22061 - written exam; accounts for 100 % to pass the program MAN 2206, 12 credits
Both evaluations must be passed to obtain a certificate for the program.

For students taking this program as the final Master of Management Program the following applies:
MAN 22901 - Term paper; 24 credits; counts for 100 % to pass the program MAN 2290.
MAN 22911 - individual written exam; 6 credits; counts for 100 % to pass the program MAN 2291.
Both evaluations must be passed to obtain a certificate for the program.

Examination support materials
Bilingual dictionary

Re-sit examination
At the next ordinary exam.

Additional information