Course guide of International Business Management (23511D1)

• Students are required to have a sufficient level of knowledge regarding:
  • Business Management.
  • Strategic Management.
• It is recommended to have at least a B1 level of English to attend this course.

• Definition and design of a firm’s strategic internationalisation plan: the key strategic decisions to be made.
• International market-entry strategies.
• Export strategies, with particular reference to the management of exportation processes among SMEs.
• Cooperation strategies: types and characteristics.
• Strategic and organisational approaches in the multinational firm.
• The cultural sphere and human resource management in the multinational firm.

• Ability to acquire, understand and systematize the characteristics of the different entry strategies in international markets and categories.
• Ability to understand and apply at a practical level the strategic and organizational approaches of multinational companies.

• Chapter 1: internationalization and international competitiveness
  • 1.1.- Internationalization,  Globalization  and  Competitiveness. 
  • 1.2.- Competitive Advantage of Nations and Regional Clusters.
  • 1.3.- International Management Theories
• Chapter 2: Motives for internationalization.
  • 2.1.-Motives for internationalization.
    • 2.1.2.-Heterogeneous Strategic Objectives for Internationalization.
    • 2.1.2.-Market Barriers.
  • 2.2.- Basic Types of Foreign Operation Modes.
• Chapter 3: Export modes and International Licensing.
  • 3.1.- Channels of distribution.
  • 3.2.- Contractual joint ventures.
• Chapter 4: Foreign direct investment (F.D.I.)
  • 4.1.- Foreign Direct Investment.
  • 4.2.- International Equity Joint Ventures.
  • 4.3.- Configuration of Value Chain Activities:
    • 4.3.1.-Production.
    • 4.3.2.-Sourcing.
    • 4.3.3.-R&D.
• Chapter 5: Strategic international management
  • 5.1.- Strategic orientation of the multinational corporation.
  • 5.2.- Role Typologies for Foreign Subsidiaries.
  • 5.3.- Coordination and international control.
  • 5.4.- International Organizational Structures.
• Chapter 6: The role of culture and Human Resource Management in International Management
  • 6.1.- Country culture.
  • 6.2.- Corporate culture.
  • 6.3.- International Human Resource Management.
• Chapter 7: Multinational Corporations’ Corporate Social Responsibility
  • 7.1.- Loss of Confidence, the Challenge of Responsibility and Sustainability.
  • 7.2- Corporate Social Responsibility and the Stakeholder View.
  • 7.3.- CSR Management Model.
  • 7.4.- International Codes of Conduct.
  • 7.5.- CSR and Profitability.
  • 7.6.- CSR and Corporate Governance.

CASE STUDIES:

• Case 1: Competitive Advantage of Nations and Regional Clusters: London Financial Cluster.
• Case 2: Motives for internationalization: SAP.
• Case 3: Export Modes: Herrenknecht.
• Case 4: Foreign Operation Modes: ThyssenKrupp.
• Case 5: International Coordination: Microsoft.
• Case 6: International Human Resource Management: Google.
• Case 7: Multinational Corporations’ Corporate Social Responsibility: Coop/Remei.

• Dirk  Morschett,  Hanna  Schramm-Klein  &  Joachim  Zentes  (2015)  STRATEGIC  INTERNATIONAL  MANAGEMENT.  Springer.

• Darling,  J.  R.,  &  Seristö,  H.  T.  (2004).  Key  steps  for  success  in  export  markets:  A  new  paradigm  for  strategic  decision  making.  European  Business  Review,  16(1),  28-43.
• Katsikeas,  C.  S.,  Leonidou,  L.  C.,  &  Morgan,  N.  A.  (2000).  Firm-level  export  performance  assessment:  review,  evaluation,  and  development.  Journal  of  the  Academy  of  Marketing  Science,  28(4),  493-511.
• Witt (2019): “De-globalization: Theories, predictions, and opportunities for international business research”. Journal of International Business Studies.
• Wolff,  J.  A.,  &  Pett,  T.  L.  (2000).  Internationalization  of  small  firms:  An  examination  of  export  competitive  patterns,  firm  size,  and  export  performance.  Journal  of  small  business  management,  38(2),  34.

• http://geert-hofstede.com/
• https://www.weforum.org/reports/the-global-competitiveness-report-2020
• http://business.nmsu.edu/programs-centers/globe/instruments/
• https://www.icex.es/icex/es/index.html

• MD01. Docencia presencial en el aula 
• MD02. Estudio individualizado del alumno, búsqueda, consulta y tratamiento de información, resolución de problemas y casos prácticos, y realización de trabajos y exposiciones. 
• MD03. Tutorías individuales y/o colectivas y evaluación  

• Theoretical part (50% of the total). Consisting of a writing assessment with short answer questions. The students that have passed this part following the continuous evaluation system do not have to do this part on the final exam (this system is based upon passing two midterms. To opt for this system the student has to do and pass both midterms).
• Practice part (50% of the total). Consisting of the resolution of a case study based on the subjects of the course. The students that have passed this part following the continuous evaluation system do not have to do this part on the final exam (this system is based upon the attending, participation, and assessment of the practical activities proposed. To opt to this system the student has to do and attend to at least the 60% of the proposed activities).
• The final mark of the student will result in the mean of theoretical part and practice part, taking into account that the theoretical part has to be passed. If the student does not pass the theoretical part, the final mark will be the score of the theoretical part.
• Important: The student that does not attend the final exam will obtain a “no presented” final mark.

• The structure of the exam will be similar to the one on the ordinary assessment session.
• The marks of the continuous evaluation system will be saved for the student that does not pass the ordinary examination. In this case, the students that have passed the practice part through the continuous evaluation system do no have to do the practice part on this examination.

The single final assessment (for those who apply and are allow to have it) will have this structure:

• Theoretical part (50% of the total). Consisting of a writing assessment with short answer questions.
• Practice part (50% of the total). Consisting of the resolution of a case study based on subjects of the course.

It is recommended to have at least a B1 level of English to attend this course.