Postgraduate Course: International Business (BUST11222)
Course Outline
| School | Business School |
College | College of Humanities and Social Science |
| Course type | Standard |
Availability | Not available to visiting students |
| Credit level (Normal year taken) | SCQF Level 11 (Postgraduate) |
Credits | 10 |
| Home subject area | Business Studies |
Other subject area | None |
| Course website |
None |
Taught in Gaelic? | No |
| Course description | Globalization has profoundly transformed the market environment of
companies and the corporate structures. This condensed course provides
understanding and skills in essential international business concepts,
methodologies and frameworks. We take a top management perspective on
international business and deal with four crucial issues in 2 weekends: (1)
What are the key opportunities and pitfalls of doing business internationally?
(2) How do top managers align global strategy with their organizational
design? (3) How do leading MNCs manage portfolio&©s or external partners?
(4) How do MNCs foster corporate entrepreneurship across border?
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Entry Requirements (not applicable to Visiting Students)
| Pre-requisites |
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Co-requisites | |
| Prohibited Combinations | |
Other requirements | None |
| Additional Costs | Text books |
Course Delivery Information
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| Delivery period: 2011/12 Semester 2, Not available to visiting students (SS1)
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WebCT enabled: Yes |
Quota: None |
| Location |
Activity |
Description |
Weeks |
Monday |
Tuesday |
Wednesday |
Thursday |
Friday |
| No Classes have been defined for this Course |
| First Class |
First class information not currently available |
| No Exam Information |
Summary of Intended Learning Outcomes
Successful completion of this course enables students to master and deploy concepts and methodologies that allow international managers to seize opportunities and avoid pitfalls of doing international business. Specifically:
&· Understand, measure, and utilize international differences and
similarities through local adaptation, global aggregation and
interregional arbitrage.
&· Align organizational design through designing organizational structure and processes that span across national and MNC boundaries.
&· Understand conditions and methods that allow to combine global
mindset and entrepreneurial drive in the MNC
Overall students acquire in the context of successful international business insights and skills including:
&· The ability to apply models, measures, and methods to challenging and complex circumstances through case analyses.
&· The ability to evaluate strategies and management of international
businesses against management models and frameworks.
&· Leadership skills to present powerful and persuasive arguments, as
well as to work in international groups.
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Assessment Information
The assessment follows learning goals, specifically:
team briefing worth 30% of final grade.
team case assignment worth 40% of final grade.
essay worth 30% of final grade.
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Special Arrangements
| None |
Additional Information
| Academic description |
Not entered |
| Syllabus |
WEEKEND ONE:
Day 1: What are the key opportunities and pitfalls of doing business
internationally?
Briefing: Key Concepts of International Business.
Case Discussion 1: Adobe --- How to win a global standard war
Plenary Discussion: Adobe: What does it take to succeed in global open innovation environments?
Case Discussion 2: The birth of the Indian Software Industry
Plenary Discussion: The regional dimension of international business
Lecture: Cultural influences in the strategic management process
Study group work out: Lessons learned?
Day 2: How do top managers align global strategy with their
organizational design?
Warming up: Frameworks and tools for international organizations
Briefing: Linking global strategy with organizational design
Case Preparation 1: The internationalization of E-BAY
Plenary Discussion
Case Preparation 2: Google vs. Baidu in China
Lecture: The tool box of international business consultants
Study group work out: Lessons learned?
WEEKEND TWO
Day 3: How do leading MNCs manage portfolio&©s or external partners?
Welcome and Introduction
Lecture: How to benefit from international presence?
Case Preparation: Nissan/Renault: Cooperating to win in global markets
Plenary Discussion: Nissan/Renault: What does relational success mean in global competition?
Group exercise: Literature briefing international leadership
Exercise: Cognitive, emotional, and social competence in MNC leadership
Interactive lecture: Seven steps in crafting your international partnering strategy
Day 4: How do MNCs foster corporate entrepreneurship across border?
Lecture: Designing international organizations
Interactive exercise: Knowledge sharing in the MNC
Case Preparation 1: Knowledge sharing at Heidelberg Cement
Group presentations: Heidelberg Cement - Dealing with barriers to international knowledge flows
Case Preparation 2: McKinsey: Managing knowledge and learning
Plenary Discussion: McKinsey --- Winning in the knowledge-economy
Individual reflection: Designing organizational structures
across border
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| Transferable skills |
Not entered |
| Reading list |
Indicative Readings + Cases from European Case Clearing House:
Ghemawat, P. (2007) &«Managing Differences: The Central Challenge of
Global Strategy.&ª Harvard Business Review 85, no. 3.
Ghemawat, P. and F. Ghadar. "Global Integration $) Global Concentration."
Industrial and Corporate Change 15 (August 2006): 595-623.
Gupta, A. and V. Govindarajan (2001) &«Converting global presence into
global competitive advantages,&ª Academy of Management Executive, Vol. 15 (2), pp. 45-58.
Mahnke, V., M. Venzin and S. Zahra (2007) Subsidiary entrepreneurship in the MNC: An agency perspective. Journal of Management Studies, 1277-1296.
Mahnke, V. (2007) The use of communication metaphors in offshore
outsourcing. IEEE Professional Communication (with J. Wareham, N.B.
Andersen, S. Peters).
Ghemawat, P. and F. Ghadar, "Dubious Logic of Global Megamergers,"
Harvard Business Review July-August 2000, pp. 65-72.
Mahnke, V. (2005) The impact of knowledge management on MNC subsidiary
performance - the role of absorptive capacity. Management International Review: 101-119. (with T. Pedersen and M. Venzin)
Mahnke, V. (2003): Governing knowledge teams in the MNC. Management International Review: 47-69. (with M. Venzin)
Ambos, B. and Mahnke, V. (2010) MNC Headquarter value added: What do
we know and need to know?. Management International Review: 89-103.
Gupta, A. and V. Govindarajan (2001) &«Converting global presence into global competitive advantages,&ª Academy of Management Executive, Vol. 15 (2), pp. 45-58.
Ghemawat, P. (2007) &«Managing Differences: The Central Challenge of
Global Strategy.&ª Harvard Business Review: 73-89.
Prashantham, S. and Birkinshaw, J. (2008) &«Dancing with Gorillas: How small companies can partner effectively with MNCs. California Management&ª Review, 51, 1: 6-23.
Ghemawat, P. and F. Ghadar, &«Dubious Logic of Global Megamergers,&ª
Harvard Business Review, July-August 2000: 65-72.
Doz, Y. and M. Kosonen (2008) &«The dynamics of strategic agility. Nokia&©s roller coaster experience&ª California Management Review, 50, 3: 95-112.
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| Study Abroad |
Not entered |
| Study Pattern |
Not entered |
| Keywords | Not entered |
Contacts
| Course organiser | Prof Volker Mahnke
Tel: (0131 6)51 5315
Email: Volker.Mahnke@ed.ac.uk |
Course secretary | Mr Stuart Mallen
Tel: (0131 6)50 8071
Email: Stuart.Mallen@ed.ac.uk |
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