CM_IB55 - The International Business Environment: Strategy, Policy, and Organisation*

Faculty
Keld Laursen (IVS)
Course Coordinator
Can-Seng Ooi (INT)
Prerequisite
Minimum TOEFL 575 and finalized bachelor degree
Aim of the course
The course sheds light on what managers of internationally active firms do to remain competitive in diverse business environments. The course presents conceptual frameworks that make sense of the linkages between national economic and developmental policies, and domestic and foreign firm strategies. Finally, it addresses whether contemporary capitalism is characterized by inexorable trends toward a truly global market or by resilient national differences.
The course is divided into three distinct components.
  • The first component provides a basic set of ‘tools’ and theories from international trade, international business, economics, and management that will empower the student throughout the programme.
  • The second component presents elements of the ‘macro’ external environment that the multinational firm faces, combining concepts from technology policy, economic geography and political economy.
  • The third component examines the particular challenges managers face within their organizations. This component discusses the various options available to managers in responding to organizational, managerial, and technical complexities that the forces of rapid globalization and intense cross-border competition present.
Course content, structure and teaching
The aim of the course is to provide students with an understanding of international business and trade, providing students with the necessary background theories and concepts that they will need during the programme. It will focus on providing a ‘toolkit’ to students of frameworks, theories and concepts that will facilitate the understanding of the complex environment within which the multinational corporation operates. This includes international business and trade theories, political economy, government policies and regulations, cross-cultural differences as well as supra-national institutions such as the World Trade Organization.
Type of examination, exam aids and assessment
Each student will submit a scientific paper of about 7-8 pages. The exam question will be issued one week before the submission deadline. In the assignment, students are expected to address many issues covered in the course.
Teaching methods
The course relates theoretical concepts and management frameworks to cases. It is based on a mix of lectures and case discussions. Student participation is highly desirable; student teams are actively involved in the presentation and discussion of cases.
Course literature
  • Cantwell, J. and Narula, R. (2001) The Eclectic Paradigm in the Global Economy, International Journal of the Economics of Business, Vol 8, pp 155-172
  • Cavusgil, S.T.; Knight, G. and Riesenberger, J.R. (2008) International Business: Strategy, Management and the New Realities. New Jersey: Prentice Hall.
  • Frost, Tony S. & Birkinshaw, Julian M. & Ensign, Prescott C. (2002) Centres of Excellence in Multinational Corporations. Strategic Management Journal. 23(11), 997-1018.
  • Hall, P. and Soskice, D. (2001). Varieties of Capitalism: The Institutional Foundations of Comparative Advantage. Oxford: Oxford University Press.
  • Hofstede, G. and Bond, M.H. (2001). The Confucius connection: From cultural roots to economic growth. In Gannon, M.J. (ed) Cultural Metaphors: Readings, Research Translations and Commentary. London: SAGE. 31-53
  • Krugman, P. (1997) What Should Trade Negotiators Negotiate About?, Journal of Economic Literature 35, 113-120
  • Krugman, P. and Obstfeld, M. (2000) ‘The Political Economy of Trade Policy’, International Economics: Theory and Policy. Reading Massachusetts: Addison Wesley.
  • Ooi, C.S. (2007) "Un-packing packaged cultures: Chinese-ness in International Business", East Asia: An International Quarterly, 24(2): 111-128.

Last updated by The International Office 19/08/2010