MBA 2376 International Business

APPLIES TO ACADEMIC YEAR 2012/2013

MBA 2376 International Business

Responsible for the course
Randi Lunnan

Department
Department of Strategy and Logistics

Term
According to study plan

ECTS Credits
5

Language of instruction
English

Introduction

    Learning outcome
    The objectives of the course are to provide the students with managerial knowledge and analytical skills that are important when companies do international business. The course will start with an overview of liberalization of trade, deregulation of markets and the globalization of business. The students should understand the role of industrial clusters, the economics of location and the drivers of international business at the various levels. The concept of industrial competitiveness is central in the course. The economic role of China and India will be emphasized. The effects of the international financial crisis and the economic recession will be discussed.

    The students are taught to analyze the internationalization strategies of business companies, both as international companies are entering the Chinese market and investing in China and as Chinese companies are entering foreign markets and investing abroad. At the end of the course the students should be able to analyze international business cases and to master a range of internationalization strategies that can be applied in modern business. Corporate social responsibility is discussed. The course only limitedly covers the organization and management of multinational corporations.

    The course in international business combines theories of business strategy and theories of marketing, and the students are trained in analyzing real life business cases to prepare for managerial careers in international companies.

    Prerequisites
    Bachelor degree or equivalent, 4 years work experience, managerial experience and good written and oral knowledge of the English language. Please confirm our Student regulations.

    Compulsory reading
    Books:
    Peng, Mike W. 2010. Global business. 2nd ed. South Western Cengage Learning. 600 pages
    Porter, Michael E. 2008. On competition. Updated and exp. ed. Harvard Businesss School. Chapters 1, 2, 5, 6, 7 and 8 (100 pages)

    Articles:
    Reve, Torger. 1996. Toward an integrative model of strategy development: From dynamic clusters to core capabilitie. In: Falkenberg, J. & Haugland, S, eds., Rethinking the boundaries of strategy. Copenhagen : Handelshøjskolens Forlag. (20 pages)

    Other:
    .. Baosteel Case. 15 pages
    .. Car Navigation Systems Case. 34 pages
    .. Tsingtao Beer Case. 15 pages
    .. Volvo Trucks Case. 17 pages


    Recommended reading

    Course outline
    Module Schedule

    Day 1
    Overview of course, requirements and methods of work

    Introduction to international business and international marketing
    Liberalization of trade, deregulation of markets and globalization of business
    Globalization drivers and constraints
    Formal and informal institutions
    The role of China and India
    The effects of the international financial crisis
    The political economic environment of international business

    Case assignment: BAOSTEEL
    Readings: Peng (2009) Part 1 and 2

    Day 2
    Concepts of strategy and strategic analysis

    Industrial competitiveness and the role of industrial clusters
    Analyzing global clusters: The maritime industrial cluster
    Building sustainable industrial clusters in China
    Industry analysis utilizing the diamond model
    Strategic analysis: An integrated framework


    Case assignment: TSINGTAO BEER
    Readings: Porter (2008) Part I and II
    Reve article

    Day 3
    Internationalization strategies

    Market entry modes – exporting
    Market entry modes – strategic alliances
    Market entry modes – mergers and acquisitions
    Market entry modes - foreign direct investments
    Born global companies
    Strategizing around the globe

    Case assignment: CAR NAVIGATION SYSTEMS: Sustaining Japan’s competitiveness
    Readings: Peng (2009), Part 3

    Day 4
    Market entry strategy – the commodity firm

    Market entry strategy – the technology firm
    Market entry strategy – the consumer products firm
    Market entry strategy – the service firm
    Managing global operations
    Building functional excellence
    Management in the multinational corporation
    Corporate social responsibility globally

    Case assignment: VOLVO TRUCKS: Penetrating the U.S. market
    Exam preparations

    Readings: Peng (2009), Part 4


    The students are assigned into groups that are asked to prepare case analyses to be presented in Power Point format in class the next day and to be handed in for feedback.

    The students are expected to draw actively on their own business experience and to contribute in class with internationalization cases from their own corporate experience.

    Computer-based tools
    None

    Learning process and workload
    The course is conducted as a teaching module, where students have classes all day for four subsequent days, a total of 32 hours.


    Examination
    The students are evaluated through a 25 days home exam.

    Examination code(s)
    MBA 23761 - Assignment; accounts for 100 % of the final grade in the course MBA 2376; 5 ECTS credits.

    The course is part of a full MBA and all evaluations must be passed in order to obtain a certificate for the degree.

    Examination support materials


    Re-sit examination
    At the next ordinary exam.

    Additional information

    Semesters

    Translations