International Management (BBA80842)

General information

Type:	OP	Curs:	1,2,3,4	Period:	S semester
ECTS Credits:	2 ECTS

Teaching Staff:

Group	Teacher	Department	Language
	Carmen Martínez Nebot	Dirección General y Estrategia	ENG

The course covers basic topics in international business and global strategy with a special emphasis on doing business in and with emerging markets. Therefore, students are expected to have a basic knowledge of the basic theories and tools of Competitive Strategy, Corporate Strategy and International Business.

This course's overall objective is to improve your skills in designing and implementing strategy in global settings, with special emphasis on the dynamic reality of emerging markets.
More specific learning goals refer to:
- To learn to develop a business strategy beyond the country's orders: Why, When, What, Where, How, and Who
- To stimulate the thinking and the decision taking that leads the corporation to an optimal internationalization for its type of company and its product at a particular moment in time
- To develop the analytical capabilities and diagnostic in front of market dynamics: The globalization as an opportunity for growth
- Be aware of the particularities of doing business in emerging markets

1. Content of the Sessions Session 1: A framework for International Strategy. 18-june.- 17:10 a 20:00 h ¿ The unstoppable flow of global economy ¿ The international dimension of Spanish companies. ¿ The International business as a discontinuous process. ¿ A strategical framework: Why, When, What, Where, How, and Who Guest Speaker: TBD Reading: Ghemawat, P. (2007): "Managing Differences. The Central Challenge of Global Strategy?, Harvard Business Review, vol. 85, no. 3 (March), pp. 59-68 Sesión 2: Why and When to go international 20-jun.- 17:10 a 20:00 h ¿ Why companies should go International. Pitfalls and opportunities ¿ When are companies ready to succeed internationally Guest Speaker: TBD Reading: Cavusgil, T. and Knight, G. (2015): "The born global firm: An entrepreneurial and capabilities perspective on early and rapid internationalization?, Journal of International Business Studies, vol. 46, no. 1, pp. 3-16 Sesión 3: What and Where to prioritize expansion 22-jun.- 17:10 a 20:00 h ¿ What products and business are more feasible to go international ¿ Where to expand. Strategies to select segments and markets for global expansion Guest Speaker: TBD Reading: Santiso, Javier (2013). The Decade of the Multilatinas. Cambridge University Press Sesión 4: How to organize internationally. Corporate Governance 25-jun.- 17:10 a 20:00 h ¿ Strategy and organizational structure: The Challenges of Structuring a Global Firm. Models of organization. Entry Strategies. ¿ Entry strategies. ¿ The use of local partners. The use of local alliances Guest Speaker: TBD Reading: Slangen, A. and Hennart, J-F. (2008): "Do multinationals really prefer to enter culturally distant countries through greenfields rather than through acquisitions? The role of parent experience and subsidiary autonomy?, Journal of International Business Studies, vol. 39, pp. 472-490 Sesión 5: How to compete in a diverse world 27-jun.- 17:10 a 20:00 h ¿ The centralization vs localization of decisions. ¿ The dilemma of global standardization vs local adaptation ¿ The roles of Headquarter and Subsidiary implementing global strategies. Guest Speaker: TBD Radings: Prahalad, C.K. and Hart, S.L. (2002): "The Fortune at the Bottom of the Pyramid?. Strategy+Business, Issue 26, pp. 1-14 Sesión 6 Who 29-jun.- 17:10 a 20:00 h ¿ The Who. The key roles of International Managers. ¿ International Business Manager profile. The expat professional career. ¿ International and cross cultural leadership. ¿ The culture shock process. ¿ Business Ethics. Reading: -Transparency International (2015): "Corruption Perceptions Index 2015" http://www.transparency.org/cpi2015

The course relies on various pedagogical methods for individual and group learning:

- Faculty Presentations: These presentations introduce course topics for discussion and present managerially relevant theoretical and analytical frameworks. The approach is interactive.

- Guest Speakers: In some sessions a senior executive will present his/her own company's experience. These presentations offer a unique opportunity to have a first-hand knowledge of the success factors and challenges related to doing business indifferent geographies of the world (Asia, Africa, Latam, Russia, Middle east, ...)

- Background Readings: These readings refer to some of the basic conceptual frameworks and tools of international strategy that are relevant for the session's topic. We assume you are familiar with such frameworks and tools so we may discuss them in class, and but build on them to present new material.

- Team Assignment: Each student will be assigned to a team when the course starts and each team is expected to prepare one assignment, to be delivered at course's end. For the team assignments groups would select a company from a list proposed by the Professor including different business sectors and different company profiles, ranging from multinationals, to start ups and ONGs. The assignment consists in describing the market, the competitors, and the company; analyzing the company's international strategy using the concepts and learning used in the course; making a qualitative comment on its strategy, and proposing further ways to grow internationally. These assignments play a significant role in both yours' and, importantly, your colleagues' in-class learning experience.

- Lessard, D. R., Lucea, R. and Vives, L. (2013): "Building Your Global Capabilities Through Global Expansion?, Sloan Management Review, Winter, pp. 1-7
- Slangen, A. and Hennart, J-F. (2008): "Do multinationals really prefer to enter culturally distant countries through greenfields rather than through acquisitions? The role of parent experience and subsidiary autonomy?, Journal of International Business Studies, vol. 39, pp. 472-490
- Gupta, A.K. and Govindarajan, V. (2001): "Managing Global Expansion: A Conceptual Framework?, Business Horizons, vol. 43, no. 2, pp. 45-54
- Ghemawat, P. (2007): "Managing Differences. The Central Challenge of Global Strategy?, Harvard Business Review, vol. 85, no. 3 (March), pp. 59-68
- Cavusgil, T. and Knight, G. (2015): "The born global firm: An entrepreneurial and capabilities perspective on early and rapid internationalization?, Journal of International Business Studies, vol. 46, no. 1, pp. 3-16
- Morschett, D.; Schramm-Klein, H. and J. Zentes (2010): Chapter 8 "Formal and Informal Coordination Mechanisms? in Strategic International Management (2nd edition), Gabler Verlag, pp. 157-180
- Prahalad, C.K. and Hart, S.L. (2002): "The Fortune at the Bottom of the Pyramid?. Strategy+Business, Issue 26, pp. 1-14
- Larker, D.F. and Tayan, B. (2008): "Models of Corporate Governance: Who's the Fairest of Them All?? Stanford Business School
- Transparency International (2015): "Corruption Perceptions Index 2015" http://www.transparency.org/cpi2015
- Santiso, Javier (2013). The Decade of the Multilatinas. Cambridge University Press
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Group	Teacher	Department
	Carmen Martínez Nebot	Dirección General y Estrategia