Postgraduate Course: Emerging Market MNCs: Internationalisation and HRM (CMSE11464)
Course Outline
| School | Business School |
College | College of Arts, Humanities and Social Sciences |
| Credit level (Normal year taken) | SCQF Level 11 (Postgraduate) |
Availability | Not available to visiting students |
| SCQF Credits | 15 |
ECTS Credits | 7.5 |
| Summary | The rise of emerging market multinational corporations (EMNCs) such as those from China, India, Russia and Brazil, is considered as 'the most notable dynamic in international business in the last few years' (Kostova, Marano, & Tallman, 2016, p. 182). UNCTAD data indicates that the share of EMNCs in the world's outward foreign direct investment has witnessed dramatic increase in recent years, from 0.35% in 1970, to 5.05% in 2000, and over 35% in recent years. Extant research generally points to the fact that EMNCs behave differently from those from advanced markets such as US and Germany; as such, studying HRM in EMNCs provides a unique opportunity for us to reflect on exiting theories in the area of international human resource management and international management in general, which are largely based on analysis of advanced market MNCs. This course is designed to provide students with alternative perspectives and empirical evidence to understand this relatively new but important phenomenon in today's business world. |
| Course description |
The course examines how emerging market multinational corporations (EMNCs e.g. firms from Brazil, Russia, India, China) deal with human resource management issues in the process of internationalisation. An institutional perspective will be adopted to analyse how the home country (i.e. where they come from) and host country (e.g. where they operate) institutions lead to some unique challenges faced by this particular type of MNCs.
A wide range of topics are covered, including how emerging market MNCs are different from advanced market MNCs (e.g. firms from US and UK) in their approach to managing people, how they construct organisational identities to gain and maintain legitimacy in the West, and how they deal with the dilemma of centralisation and localisation issue.
The course explores the implications of the rise of emerging market MNCs, and prepares students to become HR professionals, consultants, and business managers with specialist knowledge in HRM within the context of emerging market MNCs.
Outline Content
Emerging market MNCs vs. advanced market MNCs
Home and host country effects: comparative institutional analysis
Organisational Legitimacy
Organisational Identity
Organisational control
Recruitment and retention
Localisation and team dynamics
The politics of knowledge transfer
CSR in emerging market MNCs
Student Learning Experience
The course is delivered in the form of lectures. Case study examples are frequently used to facilitate interactive discussions in the class. Students are expected to actively participate in the class activities, and share their views and experiences on various issues. The emphasis throughout the course is on encouraging students to apply theories and ideas to real-world issues, and make recommendations to policy and practice.
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Entry Requirements (not applicable to Visiting Students)
| Pre-requisites |
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Co-requisites | |
| Prohibited Combinations | |
Other requirements | None |
Course Delivery Information
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| Academic year 2020/21, Not available to visiting students (SS1)
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Quota: None |
| Course Start |
Semester 2 |
Timetable |
Timetable |
| Learning and Teaching activities (Further Info) |
Total Hours:
150
(
Lecture Hours 20,
Programme Level Learning and Teaching Hours 3,
Directed Learning and Independent Learning Hours
127 )
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| Assessment (Further Info) |
Written Exam
0 %,
Coursework
100 %,
Practical Exam
0 %
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| Additional Information (Assessment) |
Individual essay (40%) - assesses LO1, LO2, LO3, LO4.
Individual final assessment - open book exam format (60%) - assesses LO1, LO2, LO3, LO5. |
| Feedback |
Students will gain feedback on their understanding of the material when they discuss their answers in class concerning cases, debates and other types of exercise.
Feedback on formative assessed work will be provided within 15 working days of submission. Summative marks will be returned on a published timetable, which has been made clear to students at the start of the academic year.
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| No Exam Information |
Learning Outcomes
On completion of this course, the student will be able to:
- Understand and discuss the rise of emerging market MNCs as a new phenomenon in business world, and the implication for the study of IHRM.
- Analyse the specific HRM challenges faced by emerging market MNCs in the process of internationalisation.
- Appreciate the complexities of institutions and critically evaluate how institutions affect HRM practices.
- Apply concepts and ideas to real-world issues, and recommend HRM practices and policies to solve problems.
- Critically reflect on the strengths and limitations of existing theories and models and how they may be applied to the study of emerging market MNCs.
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Additional Information
| Graduate Attributes and Skills |
Cognitive Skills:
1. Evaluate the complex relations between institutional context and HR management practices
2. Identify, source and synthesise growing debates and research related to emerging market MNCs.
3. Summarise complex ideas, synthesise the results of research, and communicate ideas to others
4. Apply knowledge and ideas to address real-world HRM issues
Subject Specific Skills:
1. Evaluate wide range of unique HRM challenges faced by emerging market MNCs and explain why
2. Understand the impacts of institutions on management practices and be able to conduct comparative institutional analysis
3. Produce well-informed analysis of HRM practices and suggest how to improve
4. Understand the implications of the rise of emerging market MNCs for HR professionals and business managers
5. Critically assess mainstream approaches to the study of IHRM, and evaluate their limitations in the context of emerging market MNCs
Transferable skills:
1. Be able to competently communicate and exchange ideas in both large and small group settings;
2. Be able to critically evaluate evidence and present a balanced argument;
3. Be able to plan, organise and prioritise work effectively. |
| Keywords | Not entered |
Contacts
| Course organiser | Dr Keyan Lai
Tel:
Email: Keyan.Lai@ed.ac.uk |
Course secretary | Miss Lauren Millson
Tel: (0131 6)51 3013
Email: Lauren.Millson@ed.ac.uk |
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