GLOBAL BUSINESS MANAGEMENT MGT610

Prof. ALINA HYZProf. DIMITRIS STAVROULAKISDepartment of Αccounting and FinancePiraeus University of Applied Sciences

Consultations:

No formal office hours.Please contact me to arrange a meeting.

Feel free to call me anytime.

STUDENTS’ ASSESSMENT

Class Participation: 24% Case Study Presentation: 24% Mid-Term: 24% Final Exam: 28%

CLASS PARTICIPATION:

Involves: Participation in class discussions

In-class presentations, other than cases

Submitting questions to case studies’ presenters

Notes on Class Participation

Effective learning depends a lot on class participation, through sharing knowledge and experience.

Statements must be meaningful, answers to my questions have to be thoughtful.

Active participation in section and in class can only help you

Quality trumps quantity

HOWEVER, NO POINT IS EVER DEDUCTED FOR “WRONG” ANSWERS

Again, to emphasize, there is only upside potential by participating in section discussions

I will attempt to permit a diverse group of students to answer questions on a voluntarily basis

However, in the event of lack of participation, I may cold call

STUDENTS’ ASSESSMENT

Class Participation: 24% Case Study Presentation: 24% Mid-Term: 24% Final Exam: 28%

CASE STUDY PRESENTATIONS

6 different Cases Studies will be presented in respective classes. Case Study presentations are valuable for integrating theory.

Time for presentation: Approx.30 min (20 Presentation+10Discussion). Case Study presentations start by the end of the class.

Active discussion after presentation is expected – class contribution will be rewarded.

About 20-30 slides are suggested. No written text is required – just the PPT (to be emailed to me by the presentation date).

First 2 cases will be appreciated

CASE STUDIES

Just answer the questions

If the case material seems inadequate or outdated, feel free to search for additional data

Please consult attached guidelines and the Apple case

When grading: Questions asking mere facts are weighted

less Questions asking for inferences and

requiring careful analysis are weighted more

As much as possible, consider both sides of the issue

Imagine as many likely scenarios as possible when asked to make a guess

Course Timetable 17/3 19/3 23/3 Case Study 1 26/3 Case Study 2 30/3 Mid Term 1/4 Case Study 3 3/4 Case Study 4 6/4 Case Study 5 8/4 Case Study 6 15/4 Final Exams

Rubrics In-class short presentations by students on topics

pertaining to specific issues of the course. Rubrics are assigned to individual students who wish

to improve their degree on a voluntary, or semi-voluntary basis.

Topics will be indicated by me in the previous class. The whole process (presentation and discussion) is

expected to take less than 10 min. No written text is required – approx. 5-8 slides in ppt

are enough – or even no slides at all! Topics covered in rubrics may come up at an exam. Slides will be sent to me after presentation.

MID-TERM:

Covers lectures, presentations, class discussions.

May (or may not) include multiple choice, correct/fault, and brief explanations/definitions, in-depth analysis of case studies & theoretical issues, personal viewpoints etc.

Students may fetch an A4 page handwritten (one side only) with notes as helping tool (photocopies & computer printouts are not accepted). The name of the student will be written at the blank page back. Page is for personal use only – cannot be passed around. The A4 sheet will be given to me together with the exam paper.

FINAL EXAM:

Covers topics only after the mid-term (lectures, rubrics, presentations, class discussions, handouts & videos).

May (or may not) include multiple choice, correct/fault, and brief explanations/definitions, in-depth analysis of case studies & theoretical issues, personal viewpoints etc

Students may fetch an A4 page handwritten (one side only) with notes as helping tool (photocopies & computer printouts are not accepted). The name of the student will be written at the blank page back. Page is for personal use only – cannot be passed around. The A4 sheet will be given to me together with the exam paper.

Suggested textbook: Stonehouse, G., Campbell, D., Hamill, J. & T.

Purdie (2005): Global and Transnational Business: Strategy and Management. Chichester: Wiley.

FURTHER READING 

Ajani, R.A., Cool K., Goddard, J.C. & D. Khambata (2006): International Business: Theory and Practice. N. York: M.E. Sharp (2nd Edition).

Bartlett, C.A. & P.W. Beamish (2010): Transnational Management. Singapore: McGraw-Hill (6th Edition).

Bartlett, C.A. & S. Ghoshal (2002): Managing Across Borders: The Transnational Solution. Cambridge MASS: Harvard Business School Press.

Briscoe, D. R. & R. S. Schuler (2004): International Human Resource Management. London: Routledge (2nd Edition).

Cartwright, R., (2004): Mastering the Globalization of Business. Basingstoke: Palgrave McMillan.

Daniels, J.D., Radebaugh, L.L. & D. P. Sullivan (2004): International Business: Environments and Operations. Basingstoke: Palgrave McMillan (10th Edition).

Dunning, J.H. & R. Narula (eds.) (2004): Multinationals and Industrial Competitiveness. Cheltenham: Edward Elgar.

Dunning, J.H. & S.M. Lundan (2008): Multinational Enterprises and the Global Economy. Cheltenham: Edward Elgar (2nd Edition).

Fai, F.M. & E.J. Morgan (eds.) (2006): Managerial Issues in International Business. Basingstoke: Palgrave McMillan.

Forsgren, M. (2008): Theories of the Multinational Firm. Cheltenham: Edward Elgar.

Ghemawat, P. (2001): “Distance Still Matters”, Harvard Business Review, (September): 1-12.

Ghemawat, P. (2007): “Managing Differences: The Central Challenge of the Global Strategy”, Harvard Business Review (March), 59-68.

Ghemawat, P. (2007): Redefining Global Strategy: Crossing Borders in a World Where Differences Still Matter. Cambridge MASS: Harvard Business School Press.

Hill, C.W.L. (2007): International Business: Competing in the Global Marketplace. N. York: McGraw-Hill (6th Edition).

Johnson, D. & C. Turner (2003): International Business. Themes and Issues in the Modern Global Economy. London: Routledge.

Kuchinka, P. (2004): Levels of Corporate Globalization. Basingstoke: Palgrave McMillan. Markusen, J.R. (2002): Multinational Firms and the Theory of International Trade.

Cambridge MASS: MIT Press. Rugman, A.M & T.L. Brewer (2001): Oxford Handbook of International Business, Oxford

ENG: Oxford University Press. Rugman, A.M. (2004): The Regional Multinationals. Oxford ENG: Oxford University

Press. Rugman, A.M. & J.P. Doh (2008): Multinationals and Development. New Haven: Yale

University press. Saee, J., (ed.) (2007): Contemporary Corporate Strategy: Global Perspectives. London:

Routledge. Vance, C.M. & Y. Paik (2006): Managing a Global Workforce. N. York: M.E. Sharp (2nd

Edition). Verbeke, A., (2009): International Business Strategy. Cambridge ENG: Cambridge

University press.

INTRODUCTION

AIM OF THE COURSE An overview of business activities at the international level. The course aims at identifying strategies for global challenges

which confront managers. The course includes a variety of management issues, covering the

most important functions of the global enterprise.   Learning objectives: 

Assess the impact of global business on international economy. Identify key issues that companies face when competing at the

international level. Analyze strategies of multinational enterprises at the internal and

the external environment. Identify modes of international expansion. Discern advantages and weaknesses of entry modes in foreign

markets. Apply the principles of management within the context of global

business.

Course content:

  Globalization of business. Benefits, ethical dilemmas and trends of

globalization. The Resource-Based Approach to strategy. Resources, capabilities,

and competencies. Exploring the external environment. Porter’s Five Forces

framework. Patterns of international expansion. Models of the

internationalization process. Entry modes in foreign countries. Joint ventures and foreign direct

investment. Greenfield investments, mergers & acquisitions. Assessment of country risk.

International Human Resource Management. Global staffing, appraising, and rewarding.

Global Marketing Strategies, the Global Competitive Environment, Global Market Segmentation.

The strategic importance of technology. Patterns of technical innovation. R&D and Excellence Centers.

INTERNATIONAL BUSINESS The reasons for this growth The nature and variety of international business

activities How, if at all, international business differs over and

above purely domestic business Related to the above, the implications of any

differences for the financial, marketing and operations managers and in particular what additional skills and techniques are required when planning international business strategies

The key trends and developments in the scope and nature of international business and the way that international markets and business are likely to develop in the future

FIRST WE HAVE TO UNDERSTAND SOME OF THE BACKGROUD TO THE NATURE, GROWTH AND SCOPE OF INTERNATIONAL BUSINESS.

THE CHANGING NATURE OF THE INTERNATIONAL BUSINESS ENVIRONMENT

The growth of whole new trading blocks and major changes to existing ones,

Newly emerging markets with significant growth potential, e.g. The Chinese Economic Area, India, Mexico

Fundamental changes to the economic systems in some countries / regions of the world, e.g. Former Eastern Bloc

Dimishing barriers to international trade The development and impact of the

Internet

Main reasons of importance and growth of international business Liberalization of international trade Cosmopolitan consumers (global lifestyle, products

and brands) Improved communications (cost of travel, TV,

Internet) Strategic networking (agreements between

companies) and international supply chain (one product – many suppliers of parts, e.g. Car) . Value chain

Growth of global companies – multinationals and transnationals

Global brands (Coca-Cola, Ford, Mercedes, IBM, Rolex...)

Reasons for going international

International markets and trade have tended to grow faster than more domestic economies

International markets and trade are more profitable

Saturated domestic markets – the international product lifecycle

Increased international competition in home markets

Economies of scale Mergers and acquisition activity

“The study of international or global business is fine if you are going to work in a large multinational enterprise, but it has no relevance for individuals who are going to work in small firms.” Evaluate this statement.

If you are not thinking international,

you are not thinking business management

QUESTIONS ?