Academic Year/course: 2020/21

80124 - International Management

TEACHING PLAN
1. Basic description

Name of the course: International Management

Academic year: 2020–2021
Term: 1st
Degree / Course: International Business Programme (IBP)
Code: 80124
Number of ECTS credits: 6
Total number of hours committed: 150
Teaching language: English
Lecturers: Andy Coles / Xavier Jou
Timetable:
SIGMA Schedule
Office hours:
Tuesday 12.00 - 1.00 p.m. or by appointment

2. Presentation of the course

The International Management course focuses on the opportunities and challenges created by globalisation. It examines a
series of cross-cultural and management issues related to management in an international marketplace. The aim of this
course is to enable students to analyse and understand the opportunities and challenges that companies face when
expanding their activities internationally and when dealing with international competitors in their home markets. Special
attention is placed upon the different tools and analytic competences available to the different specialised managerial roles
when competing internationally.

The course comprises three segments. The first builds a better understanding of the challenges in the international
environment. It focuses on the analysis of country differences in political economy and political risks as well as cultural and
social heterogeneities. In this segment, the course covers the major facets of the international management environment
(legal, political, economic and cultural). The central debates surrounding the cultural construct, formal and informal
institutions, economic development and regional integrations are presented in class, along with the major frameworks that
have been used to describe these phenomena.

Students are exposed to a range of ideas about cultural values in different nations and learn how those values influence
management and organisational practices.

The readings build upon students’ existing knowledge of the functioning of American, Western European and Asian
business organisations, and help them develop an understanding of how organisations function in a wide variety of cultures.

The second segment of the course builds on the first section and analyses global organisational forms and international
strategies. It focuses on the strategic challenges confronting firms that compete in the global economy. It aims to develop
understanding of how to gain a competitive advantage and compete successfully in the international marketplace. In other
words, it explores the most fundamental question in international strategic management: What determines whether
companies succeed or fail internationally?

Finally, the third segment deals with international management operations and covers an array of organisational issues such
as human resource staffing and motivating a multicultural workforce, global marketing, design of global products and
services, global R&D and financing and accountability.

This is a core course in the ESCI-UPF International Business Programme, which is designed primarily for applicants who
have a major or a minor in business.

Generally, students pursuing any degree in Business Administration or Economics should not need any prerequisite.
Applicants pursuing degrees in other areas should make sure they have taken Business Organisation or an equivalent
course.

3. Competences to be worked in the course

Own competences of the subject:

a. An awareness of and an interest in how formal and informal institutions impact business decisions.

b. An in-depth knowledge of analytical frameworks used in the screening of national markets (defining the
key factors in a firm’s internationalisation process by evaluating the international business environment,
stressing particularly the economic and cultural dimensions).

c. An enhanced understanding of what determines the success and failure of companies around the globe.

d. An ability to invoke different management theories (e.g. resource-based view, stakeholder theory and
institutional theory) to understand what lies behind different firm performances around the world.

e. An understanding of the “other side” of international business, namely, local firms that often compete
and/or collaborate with foreign entrants, especially in emerging economies.

f. An ability to recognise the tensions in adopting global standardised actions as opposed to locally
responsive actions in international management and relate these to the companies’ overall corporate
strategy.

g. A disposition to consider ethical and social responsibility issues in the development and implementation
of an international management strategy.

General competences Specific competences

Instrumental competences Disciplinary competences

G.I.2. Ability to relate concepts and knowledge from E.D.8. Analyse the organisation of businesses based
different areas. on economic principles that make it possible to identify
G.I.3. Ability to organise and plan. the most determining factors in results.
G.I.5. Ability to take decisions in complex and
changing situations. Professional competences
G.I.8. Oral and written competence in communicating
in English. E.P.2. Ability to analyse economic and market
indicators when taking decisions within the
General personal competences organisation.
E.P.5. Ability to take strategic business decisions that
G.P.1. Ability to adapt and work in and lead take into account economic, cultural, social and
international, multicultural, interdisciplinary, political determinants specific to each area.
competitive, changing and complex groups. E.P.7. Illustrate the reality of business by using
activities such as assignments and lectures or by
Generic systemic competences preparing case studies.
G.S.4. Entrepreneurial ability. E.P.8. Be able to take functional decisions within an
G.S.7. Promotion of and respect for multicultural organisation with international activity.
values: respect, equality, solidarity, commitment. E.P.17. Be able to express oneself and understand
G.S.8. Promotion and respect for gender, spoken and written communication in English at an
environmental and safety at work issues. advanced level to apply it to the international business
area.
Competences for applicability
G.A.4. Ability to understand and apply the network
concept.

Working competences and assessment of learning outcomes.

G.I.1 G.I.3 G.I.6 G.I.8 G.P.1 G.P.2 G.S.1 G.S.2 G.S.3 G.A.1 G.A.3 E.D.8 E.P.7 E.P.-5 E.P.-2 E.P.-8 E.P.17 LO*

Bonus Class X X X X X X X X X X

Participation

Case Studies X X X X X X X X X X X X X X

& Exercises

Questionnaires X X X X

Presntations X X X X X X X X X X X X X X

Final exam X X X X X X X X X

The following table summarizes the total number of hours per week per programmed activity that a student should
dedicate to this course, TOTAL 150 HRS (6 CREDITS)
Autonomous
Autonomous Group
Week Lectures Questionnaire Prep. Exam Preparation Exam Taking Total
Work
Individual Work

1 4 0 3 0 0 0 7

2 4 2 4,5 4 0 0 14,5

3 4 2 4,5 4 0 0 14,5

4 4 2 4,5 4 0 0 14,5

5 4 2 4,5 4 0 0 14,5

6 4 2 4,5 4 0 0 14,5

7 4 2 4,5 4 0 0 14,5

8 4 2 4,5 4 0 0 14,5

9 4 2 4,5 4 0 0 14,5

10 4 2 4,5 4 0 0 14,5

Exam N/A N/A N/A N/A 10,5 2 12,5

TOTAL 40 18 43,5 36 10,5 2 150

The competences, the learning outcomes, the assessment elements and the quality of the learning process
included in this Teaching Plan will not be affected if during the academic trimester the teaching model has to
switch either to an hybrid model (combination of face-to-face and on-line sessions) or to a complete on-line
model.

4. Contents

I. INTERNATIONAL ENVIRONMENT CHALLENGES

Globalisation
International Business Environment

i. The Global Trade

ii. Foreign Direct Investment
iii. Developed Countries Investing in Emerging Markets 
iv. National & International Markets 
v. Internationalisation Theories 
vi. Regional Economic Integrations and International Multilateral Institutions 
vii. Global Growth Generators. Emerging Economies: The Case of Brazil, Russia, India and China (BRICs)

International Trade Theories

i. Trading Strategies and Methods 

ii. International Regulatory Framework 
iii. Technical Standards 
iv. The Export and Import Process. Strategy and Management

International Management Structures

i. Management Styles 
ii. Simple Functional Organisations to Divisional or Matrix Structures

Global Leadership | Global Entrepreneur

i. Practical Examples from Different Business Environments

Managing Cultural Diversity

i. Theory
ii. CAGE Distance Framework.
iii. Cross Cultural Business Communication 
iv. The Case of Brazil, Russia, India and China (BRICs)
v. Business Environment
vi. Business Etiquette
vii. Business Cultural Barriers 
viii. Negotiation Techniques

II. THE STRATEGY AND STRUCTURE OF INTERNATIONAL BUSINESS

Understanding Global Strategy

i. Fundamentals of International Strategic Management

ii. Strategies, Main Strategic Choices, Value Chain, Tools: PEST, SWOT, Porter 5 Forces, CAGE

Identifying International Market Attractiveness and Competitive Strength. Breaking into Foreign Markets

i. The International Market Selection Process

ii.
 ii. Identifying International Market Attractiveness and Competitive Strength
iii. Building a Model for International Market Selection 
iv. Managing for Competitive Advantage 

Managing Strategic Alliances. Managing International Assets and Risk Strategic Alliances

i. Agents
ii. Franchising/Licensin
iii. Manufacturing Contract
iv. Joint Ventures

Managing Strategic Alliances

i. Making Strategic Alliances and Networks Work

ii. Diversifying, Acquiring and Restructuring
iii. Strategizing with Corporate Social Responsibility

International Business Contracts and Conduct

i. Overview of Business Contracts

ii. Extraterritorial Application of Laws
iii. Bribery and Corruption in Different International Cultural Environments 
iv. Mediation, Arbitration and Litigation
v. Patent, Copyright, Trademark, Trade Secret, Licensing of Intellectual Property

III. INTERNATIONAL BUSINESS OPERATIONS

Distribution Decisions in the International Market

i. Managing and Controlling Distribution Channels 

ii. Value Chain
iii. Technical Regulations

Designing Global Products and Services

Global Production, Outsourcing and Logistics
International Pricing Strategies

i. Skimming, Market Pricing, Penetration Pricing, Price Changes

ii. Factors Influencing International Pricing Decisions

International HR Management. Building an International Workforce

i. Importance of Skill-Building
ii. Recruitment Issues 
iii. Hiring Strategies
iv. Training Strategies
v. Developing Managers
vi. Retaining People

5. Assessment

During the term you will be evaluated as indicated in the table below.

a. Each assessment element is scored with a grade between 0 and 10, to one decimal place. Zero is the lowest grade and ten
is the highest grade.

b. The final grade for the course is calculated by adding the grades obtained for each element multiplied by their assigned
weights.
c. The final grade of the course is reported on the scale from 0 to 10, to one decimal place.

Students whose final grade is equal to or greater than 5.0 will pass the course.

d. In addition to your numerical final grades, you will also be given descriptive grades:

No Show
4.9 Fail
5.0–6.9 Pass
7.0–8.9 Very Good
9.0–10.0 Excellent

e. The assessment elements are either Mandatory or Optional. For Mandatory assessment elements students must score a
minimum grade to pass the course. Optional assessment elements do not require a minimum passing grade. However, any
uncompleted Optional assessment elements will still count towards your final course grade.

Assessment element Prof. Minimum Grade Assessment agent Type of activity Individual or Weight (%)

Requirement Group Activity

Prof Self 360?

CONTINUOUS EVALUATION

CONTINUOUS EVALUATION REQUIREMENTS TO BE ABLE TO TAKE THE FINAL EXAM: Minimum 5.0 out of 10.0 is required on both presentations to calculate weighted

average continuous evaluation grade. Overall, minimum 4.0 out of 10.0 on total continuous evaluation grade is required to be allowed to take the final exam. If any of the 3 conditions is

not met, a student cannot take the final exam, and the lowest of the grades becomes the final course grade.

Case Studies & XJ N/A X Analysis 4-5 per group 20%

Exercises AC Application (each professor

Conceptual assigns 10%)

Overall

Understanding

Online questionnaires XJ Minimum 40% X     Analysis Individual 20%

AC Application

Conceptual (XJ 8%

Overall AC 12%)

Understanding

Presentation I XJ Minimum 50% X     Analysis 4-5 per group 15%

Application

Conceptual

Overall

Understanding

Presentation II AC Minimum 50% X Analysis 4-5 per group 15%

Application

Conceptual

Overall

Understanding

EXAMS

There will be 2 exams. The first will cover the 1st block (sessions 1 - 8) and will take place at the 8th session. The second exam will cover 2nd and 3rd block (sessions 9 - 20) and will take

place after the 20th session.

EXAM REQUIREMENTS TO BE ABLE TO PASS THE COURSE: Minimum 4.0 out of 10.0 required to pass the course. The course is passed if the weighted average of all graded

elements is 5.0 or higher. The final exam will have two parts of equal weight. There is no minimum grade required on each individual part of the final exam, only on the overall grade.

Exam 1 XJ Minimum 40% X Application and Individual 15%

synthesis In the classroom

 Exam 2 AC Minimum 40% X Application and Individual 25%

synthesis In the classroom

BONUS EVALUATION (each professor will provide a separate grade – maximum 5% each)

Participation bonus XJ Maximum 10% X Analysis and Individual ?10%

grade AC Default 0% application In the classroom bonus grade

f. Please DO NOT BOOK tickets for your flight home before the dates for the final exams are announced. Even if you have
a ticket and a valid reason, ESCI-UPF will NOT PROVIDE ALTERNATIVE DATES for the final exam.

g. Your continuous evaluation grade (assignments + class preparation + final group project) must be 4.0 or greater AND
your final group project grade must be 5.0 or greater before you can be entered for the final exam. If either of these two
conditions is not met, you will not be allowed to take the final exam and the lower of the two grades will become your final
course grade.

h. In order to pass the course, you must take the final exam. If you do not take the final exam, your final course grade will
be “No Show”, irrespective of your grades in the other evaluation elements.

i. To obtain a passing course grade, your final exam grade must be equal to or greater than 4.0. If your final exam grade is
less than 4.0, the final exam grade becomes your final course grade, irrespective of your other grades.

j. The final exam is cumulative: it covers all the material covered during the term.

k. The class preparation grading element evaluates your preparation for the case and article discussions. Missing classes or
coming to classes unprepared may lower your grade for this evaluation element. A missed class, whether justified or
unjustified, counts as an unprepared class. Failure to actively participate in group and class activities during the discussions
of cases and articles will be considered as an indication that you have not prepared for the class.

l. There will be neither individual make-up work nor extra credit work assigned if you fail any of obligatory grading
elements, are unable to attend the final exam or obtain a grade below your expectations.

m. All students in a group receive the same grade for any group work. However, the peer evaluation you perform as part of
the final exam will be used to adjust group grades for individuals who have contributed more than their fair share of work
(their grades will be higher than the grade given to the rest of the group members) and those who didn’t contribute their fair
share of work (their grades will be lower than the grade given to the rest of the group members).

n. Participation in this course is evaluated as an extra credit that can add up to 10% to your final grade (the default grade is
zero). If you don’t say a word during the classes or you have irregular attendance (below 80%), your participation grade
will be zero. However, you still may obtain a maximum final course grade. Participation grade is based exclusively on your
CONTRIBUTION during class discussions.

My experience with courses evaluated on a continuous basis (like this one) is that it is hard to fail but it is also hard to
obtain a very high mark. So, if you are keen to get a good average grade, take this element seriously as it can compensate
for losses of grades in other elements.

Furthermore, do not think of this grade as an entitlement or a gift: it has to be EARNED. Finally, do not confuse attendance
with participation. A student can have a perfect attendance record and still score zero for participation. Effective class
participation is assessed by asking questions such as these:

1. Is the participant a good listener?

2. Are their points relevant to the discussion? Are they linked to the comments of others?

3. Do the comments add to our understanding of the situation?

4. Do the comments show evidence of analysis of the case?

5. Does the participant distinguish between different kinds of data (i.e. facts, opinions, beliefs, concepts, etc.)?
 6. Is there a willingness to share?

7. Is there a willingness to test new ideas, or are all comments "safe" (e.g. repetition of case facts without analysis and
conclusions or a comment already made by a colleague)?

8. Is the participant willing to interact with other class members?

9. Do their comments clarify and highlight the important aspects of earlier comments and lead to a clearer statement
of the concepts being covered?

The above questions deal with both the process of class participation and (of equal or greater concern) the content of what
you say. Remember: both quality and frequency are important, but quantity never can make up for low quality.

Retakes

Students who obtained a grade below 4.0 in their final exam will be allowed to retake it in January, in accordance with the
ESCI-UPF calendar and academic regulations. This make-up exam can only be sat on ESCI-UPF premises: it cannot be
done remotely.

You may only retake your final exam during this session. All other grades stay unchanged and cannot be compensated by
extra work. To pass the make-up exam, you must obtain a minimum score of 4.0. If you pass the make-up exam, your final
course grade will be determined using the regular course assessment rules as outlined above. If your score in the make-up
exam is below 4.0, this score will become your final course grade. Any participation bonus grade is set to zero if you have
to sit the make-up exam.

Any students found copying and/or plagiarising work, in whole or in part, will fail the subject. They will receive a
final grade of zero and will not be allowed to take the make-up exam. In accordance with the UPF Disciplinary
Rules and Regulations for Students, other additional sanctions may apply depending on the seriousness of the
offence.

6. Bibliography and teaching resources

Basic REQUIRED bibliography

Hill, C.W.L. International Business: Competing in the Global Marketplace. 10th ed. New York: McGraw-Hill,
2014.
Goddard, C.R., P. Cronin, and K.C. Dash. International Political Economy: State-Market Relations in a Changing
Global Order. 2nd ed. Boulder, CO: Lynne Rienner, 2003.
Grath, Anders. The Handbook of International Trade and Finance: The Complete Guide for International Sales,
Finance, Shipping and Administration. 3rd ed. London: Kogan Page, 2013.
Hisrich, R.D. International Entrepreneurship: Starting, Developing, and Managing a Global Venture. London:
SAGE, 2012.

Supplementary bibliography
Ahlstrom, D., and G.D. Bruton. International Management: Strategy and Culture in the Emerging World. 1st ed.
Mason, OH: South Western Cengage Learning, 2010.
Armstrong, M. Armstrong's Handbook of Human Resource Management Practice. London: Kogan Page, 2009.
Bartlett, C., and S. Ghoshal. Managing Across Borders: The Transnational Solution. Brighton, MA: Harvard
Business School Press, 1998.
British Chambers of Commerce. International Trade Manual: Importing Exporting Forwarding. Oxford:
Routledge, 2011.
Brown, Robert, and Alan Gutterman. International Business Plans. Petaluma, CA: World Trade Press, 2003.
Cavusgil, S.T., and P.N. Ghauri. Doing Business in Emerging Markets: Entry and Negotiation Strategies. London:
SAGE, 2002.
Cavusgil, S.T., P.N. Ghauri, and A. Akcal. Doing Business in Emerging Markets. 2nd ed. London: SAGE, 2012.
Chow, D.C.K., and T.J. Schoenbaum. International Business Transactions: Problems, Cases, and Materials. New
York: Aspen Publishers, 2010.
Cook, Thomas. Managing Growth and Expansion into Global Markets: Logistics, Transportation, and
 Distribution. Global Warrior Series. Boca Raton, FL: CRC Press, 2015.
Cook, Thomas, Rennie Alston, and Kelly Raia. Mastering Import & Export Management. New York: AMACOM,
2012.
Dawson, John, and Masao Mukoyama. Global Strategies in Retailing: Asian and European Experiences.
Routledge Studies in International Business and the World Economy. Oxford: Routledge, 2013.
Dunning, J. Multinational Enterprises and the Global Economy. 2nd ed. Reading, MA: Addison-Wesley, 2008.
Feenstra, R.C. Advanced International Trade: Theory and Evidence. Princeton, NJ: Princeton University Press,
2004.
Foley, J.F. The Global Entrepreneur. 3rd ed. United States: Jamric Press International, 2013.
Forum for International Trade Training. International Marketing Manual. Ottawa: FITT, 2005.
Forum for International Trade Training. International Market Entry and Distribution Manual. Ottawa: FITT,
2005.
García-Merino, Teresa, and Valle Santos-Álvarez. Managerial Cognition & Strategic Management: Rethinking
Internationalization Strategies. New York: Nova Science Publishers, 2011.
Ghemawat, P. Redefining Global Strategy: Crossing Border in a World Where Differences Still Matter. Boston,
MA: Harvard Business School Publishing, 2007.
Ghemawat, P. Strategy and the Business Landscape. Harlow: Pearson, 2009.
Ghemawat, P. World 3.0: Global Prosperity and How to Achieve It. Boston, MA: Harvard Business School
Publishing, 2011.
Gomes, Emanuel, Yaakov Weber, Chris Brown, and Shlomo Yedidia Tarba. Mergers, Acquisitions and Strategic
Alliances: Understanding the Process. New York: Palgrave Macmillan, 2011.
Grünig, Rudolf, and Dirk Morschett. Developing International Strategies: Going and Being International for
Medium-Sized Companies. Berlin: Springer, 2013.
Harvard Business Review, Doing Business in China. Watertown, MA: Harvard Business Review Press, 2004.
Hisrich, Robert, Michael Peters, and Dean Shepherd, Entrepreneurship. New York: McGraw-Hill Irwin, 2012.
Hollensen, Svend. Global Marketing: A Decision-Oriented Approach. 5th ed. Harlow: Prentice Hall, 2010.
International Chamber of Commerce. Incoterms® 2010.
Johnson, T.E., and D.L. Bade. Export/Import Procedures and Documentation. New York: AMACOM, 2010.
Jones, G. Multinationals and Global Capitalism. Oxford: Oxford University Press, 2005.
Lehmann, D., and R. Winer. Analysis for Marketing Planning. 7th ed. New York: McGraw-Hill, 2007.
Mankiw, N.G., and M.P. Taylor, Economics. London: Thomson, 2006.
Murphy, Bill Jr. The Intelligent Entrepreneur. New York: St. Martin’s Griffin, 2010.
Nevin, Mike. The Strategic Alliance Handbook. United Kingdom: Gower, 2014.
Nuevo, Pedro. Entrepreneuring towards 2010. An Updated Global Perspective of the Art of Creating Companies
and Their Affairs. Barcelona: Deusto, 2005.
Peng, M.W. Global Business. 2nd ed. Mason, OH: South Western Cengage Learning, 2011.
Porter, M.E. Competitive Strategy: Techniques for Analyzing Industries and Competitors. New York: The Free
Press, 2004.
Robbins, S.P. and T.A. Judge. Organizational Behavior. 15th ed. Harlow: Prentice Hall, 2012.
Tapping, D., and T. Shuker. Value Stream Management for the Lean Office. Boca Raton, FL: Productivity Press,
2003.
Thomas, D.C., and K. Inkson. Cultural Intelligence: People Skills for Global Business. San Francisco: Berrett
Koehler, 2004.
Verbeke, A. International Business Strategy. Cambridge: Cambridge University Press, 2009.

Teaching resources

Posted on the course intranet site:

Supplementary teaching cases

PowerPoint slides (short version)

Supplementary articles
Other:

Supplementary video cases (web link provided when possible)

Students are required to read all the assigned cases and articles. The main required texts for this course are the following:

Hill, C.W.L. International Business: Competing in the Global Marketplace. 10th ed. New York: McGraw-Hill,
2014.

Goddard, C.R., P. Cronin, and K.C. Dash. International Political Economy: State-Market Relations in a Changing
Global Order. 2nd ed. Boulder, CO: Lynne Rienner, 2003.

Grath, Anders. The Handbook of International Trade and Finance: The Complete Guide for International Sales,
Finance, Shipping and Administration. 3rd ed. London: Kogan Page, 2013.

In addition, the supplementary reading list features some of the books you might want to refer to during the course (or
afterwards) for further reading on the topics covered in class.

7. Methodology

In this class, we will take an active learning approach. This approach requires students to prepare for EVERY lesson. In
other words, you should do the assigned readings and case studies (on average 4 or more readings per week), think about
the issues discussed in the assigned readings, and be prepared to contribute to the class discussion. As instructor, my
primary role is to facilitate the learning process. While you will have formal lectures, the main learning will be achieved
through case and article preparations, class discussions and work on assignments.

The course is composed of a mixture of theory classes, case and article analyses and discussions, class assignment (on
cross-cultural business communication) and a group project work. Given that the class is taught in English, all class
material will be available in English only. Students will be provided with the cases, readings, exercises and lectures before
the class via the intranet Moodle site (AULA ESCI-UPF).

Face-to-face Directed Independent

(in the classroom) (outside the classroom) (outside the classroom)

Professor

Lectures
Prepare classes
Tutorials and seminars
Prepare tutorials and Follow current business press
Discussion of cases and
seminars for latest developments related
articles to the class
Prepare cases and articles
Simulation (in class)

Student

Prepare case studies

presentations (group) Class preparation and readings
Participation in discussions Prepare case study Projects preparation
Case presentations questions (group) Independent study
Exams Prepare cases and articles Exams preparation
Online questionnaires

Theory classes

The objective of theory classes is to understand the main issues related to International Management and consider all
relevant elements in developing and implementing effective international strategies and organisational policies. For each
topic, we will provide a set of PowerPoint slides (short version). These slides will be posted on AULA ESCI-UPF after the
class. While we will not discuss every single slide or spend equal time on each slide, you are expected to be familiar with
ALL the material covered in the slides.

Case studies

The objective of case presentations, discussions and analyses is to develop the necessary abilities to apply previously
acquired concepts to a specific situation. The case studies put you in the shoes of a decision maker: you have to perform the
appropriate analysis and then make a recommendation. Beyond the International Management–related content, you benefit
by improving your problem-solving ability, your ability to think on your feet and your powers of persuasion to move others
towards your point of view.

A case-study course involves continuous student-to-student and student-to-instructor discussion. Much of the learning
occurs during the class, as students work through what they prepared in advance, ask questions about it, and improve on it.

To get the most out of the class you must prepare conscientiously and participate actively in class discussions. Failure to
participate robs others of your perspective and increases the chances that the discussion will not be relevant to your interests
and abilities. So please participate actively.

So what is conscientious case preparation? Read the case through thoroughly; identify the main issues to be addressed in
the case; attempt to analyse these issues using your common sense and any appropriate tools or techniques; and note any
action recommendations implied by your analysis. Alternatively, if you find yourself hitting a roadblock, try to articulate
what your problem is. Identifying roadblocks is as often valuable as a complete analysis.

For each case assigned, we will provide the questions to be answered and the points to be addressed in the group
PowerPoint presentation. The questions play several roles, which vary depending on the case in question.

Usually the questions are simply to help you get started on your analysis. You should not feel constrained by them, nor
should you assume that answering all of the preparation questions necessarily constitutes a complete analysis. My general
advice is always to read the preparation questions, but do not feel overly constrained by them.

On Moodle you will find the guidelines for the case studies group presentations for each specific session plus the questions
to be answered by all groups.

In class we tend to switch between asking for volunteers and calling on individuals. If you are not prepared, please notify
me before the class, and we can both avoid some embarrassment. If you have spent time preparing the case, but still feel
unsure of your opinions, count yourself prepared. If you have made the effort, you should never feel embarrassed by the
result.

News, articles and professional papers

The objective of article discussions is to develop the ability to analyse current issues in International Management as well
as to keep abreast of recent socioeconomic developments and link them to the class material. The course outline at the end
of this document lists the required articles, but additional articles from various relevant sources (e.g. The Economist, New
York Times and the Financial Times) will be posted on AULA ESCI-UPF and will serve to initiate discussions, either in the
classroom or on the intranet site.

Final group project work

During the course you will have to give a group presentation on a topic related to the content of the course. Working on
these assignments should:

Allow you to practise the concepts covered in class to help you learn and understand them better, mainly by
appreciating what their practical application means for real business life.
Motivate you to learn more about specific industries and sectors.
Sharpen your analytical skills.
Apply the theory in practical business life situations.
 Help you become better in dealing with ambiguity.
Encourage you to learn how to make recommendations and how to justify your opinions.
Improve your teamwork skills.
Give you an opportunity to improve your written and spoken English.
Present you with an opportunity for public speaking in front of a relatively friendly audience.

Activity Hours Credits

Directed

Theory classes 15 0.6

Cases 15 0.6

News articles and papers 17 0.68

Supervised

Assignment – supervision 5 0.18

Autonomous

Assignment and study 71 2.86

Final exam 2 0.08

8. Scheduled activities

Clarifying Expectations

OUR EXPECTATIONS

Class Preparation. We expect you to come to classes prepared. This includes reading the assigned cases, articles and
books. Your preparation will count towards a significant part of your participation mark. While participation during the
classes is predominantly voluntary, we also practise “cold calling”. This means that anyone may be asked to answer any
question. Fear of public speaking will not be accepted as an excuse.

Punctuality and Deadlines. We expect you to be on time for classes. We understand that, due to unforeseen circumstances,
you may be occasionally late. If possible, please let me know in advance if you are going to be late. Being habitually late is
a good way of losing goodwill (e.g. not performing well on class participation). Deadlines will always be strictly enforced
and no exceptions of any kind will be made without prior approval.

Attendance. We expect you to attend classes regularly. We understand that, due to unforeseen circumstances, you may be
occasionally absent. If possible, please let me know in advance if you are going to be absent. Being habitually absent and/or
being absent without a valid reason is a good way of losing goodwill (e.g. not performing well on class participation).
Being absent does not excuse you from any deadline. It is your responsibility to ensure that we receive the required material
in the specified format by the given deadline, even if you are not present. If your attendance falls below 80% (more than 4
absences or 8 hours), your participation extra credit will be set to zero.

Class Discipline. It is of the utmost importance that you respect your classmates and the lecturer by allowing them to work
and study in a professional environment. You are expected to exhibit the highest levels of professionalism and courtesy in
and out of class. Minimum behavioural expectations include the following:

Turn off mobile phones while in class.

Arrive punctually (if you arrive late or have to leave early, please find a seat close to the door in a non-disruptive
manner).
Keep private conversations to a minimum.
 According to ESCI-UPF rules, lecturers may ask student(s) to leave the classroom. If you are asked to leave the
classroom, your attendance sheet will be marked as “Expelled” (counts as two unjustified absences) and you will
be asked to meet with the programme coordinator.

Intranet (AULA ESCI-UPF). It is students’ responsibility to ensure timely access to AULA ESCI-UPF (
https://aula.esci.upf.edu/login/index.php?lang=en). You are expected to obtain AULA ESCI-UPF access as soon as
possible, and it is your responsibility to do so. All class material will be posted on AULA ESCI-UPF and no material will
be printed. The fact that you have not obtained access to AULA ESCI-UPF will not be accepted as an excuse for not doing
the required coursework.

Internet-Enabled Devices: Students must bring some type of internet-enabled device (e.g. laptop, tablet or smartphone) to
the class WHEN INSTRUCTED. Class materials will be available exclusively online. For the remainder of the class, use of
any of these devices is allowed ONLY for class-related activities (e.g. taking notes). If you are found using these devices
for any other purpose, especially for activities that distract your classmates, you may be asked to leave the classroom.

Academic Integrity. ESCI-UPF expects the highest levels of responsibility and academic honesty from its students. Given
that the value of an academic degree depends upon the absolute integrity of the work done by the student for that degree, it
is imperative that students demonstrate high standards of individual honour in their academic work. As a general rule,
academic dishonesty involves any of the following acts: cheating, plagiarism, collusion and/or falsifying academic records.
Students suspected of academic dishonesty will face disciplinary proceedings. Plagiarism, be it from the internet, papers for
other classes or any other source, is unacceptable: you must always cite your sources.

YOUR EXPECTATIONS

Responsiveness and Feedback. You should expect that any questions and concerns you raise with me will be answered,
addressed and responded to. Besides formal feedback mechanisms, feel free to jot me an email with any questions or
feedback. I will try my best to respond as speedily as I possibly can. If you need to talk to me, you can send me an e-mail
requesting to meet either before or after the class and I will schedule time to talk to you. Although I am usually available
before and after the class for impromptu questions and consultations, unless you previously request to meet, you need to be
prepared for the possibility that I may ask you to postpone the conversation for another day due to my previously scheduled
obligations.

Punctuality. You should expect me to start and finish classes on time. If we need extra time to cover materials, or need to
organise an extra session, we will only do so if the majority of the class agrees.

Preparation and Rigour. You should expect the most up-to-date and rigorous materials to be covered in class.

Guidelines and Expectations. For all assignments, exams and other course materials, we will state my expectations as
clearly as possible. If either of us finds that the other party has been violating expectations, it is our duty to inform the other
party as promptly and in as fair a manner as possible.

Class Timetable

*** The initials at the bottom of the second column cells indicate the lecturer who will deliver specific topic.

Week 1 Presentation I: Introduction to the course. Setting out rules and expectations.
Session 1
Lecture I: Globalization and its impact in the international business environment
Spt. 28 · Concept of Globalization
Monday · Background
· International Trade
· International markets integration
· Impacts of Globalization

To read before class:

 · Robert C. Feenstra (1998), Integration of Trade and Disintegration of
Production in the Global Economy

Relevant book chapters:

XJ
· Globalization: Hill, pp. 3-35.

Lecture II: International Business Environment. International Trade and Foreign

Session 2 Direct Investment
· FDI theories
Spt. 30 · Developed countries investing in emerging markets
Wednesday · New economies: BRICs

In class:
· The cases of Brazil, Russia, India and China (BRICs)

Relevant book chapters:

XJ ?      International Trade: Hill, pp. 160-194.
?      Foreign Direct Investment: Hill, pp. 224-253.

After class:
· Online questionnaire.

Week 2 Lecture III: The role of international multilateral institutions and trade
Session 3 agreements.

Oct. 5 Monday Regional Economic Integrations and International Multilateral Institutions

To read before class:

· Paul Krugman (2011), Can Europe be saved?

In class:
· The cases of UN, WTO, IMF, World Bank, etc.
· The cases of EU, NAFTA, Mercosur, etc.
XJ

Relevant book chapters:

International Institutions & Regional Economic Integration: Hill, pp. 194-253;
254-285.

Lecture IV: Internationalization theories.

Session 4
· The Uppsala Internationalization Model
Oct. 7 · The Transaction Cost Analysis (TCA) Model
Wednesday · Internationalization of SMEs
· Internationalization of services
· Internationalization motives
 Managing Cultural diversity I:

CAGE model
Guidelines for group presentations

In class:
· Example of Case presentation.
XJ
Relevant Book Chapters:

· International Trade: Hill, pp. 160-194.

· Trade risks and assessments: Grath, pp. 9-26.

After class:
· Online questionnaire.

Week 3 Lecture V: Trading strategies and methods.

Session 5
· Export and Import Process
Oct.14 · International Regulatory Framework
Wednesday

International Management Structures

· Management Styles
· Functional - Divisional - Matrix Organisations Styles

In class:
· Group presentation.
Note: All students will have to answer questions related to each presentation
(check the appropriate doc. with instructions).
XJ

Relevant book Chapters:

· Trade risks and assessments: Grath, pp. 9-26.

Additional bibliography:
Robert C. Feenstra. Advanced International Trade: Theory and Evidence.
Princeton University Press, 2004.

Lecture VI: Differences in National and Organizational Cultures II

Session 6
· Cross Cultural Business Communications
Oct. 16 · The case of BRICs
Friday · Business environment

In class:
· Practical examples from different business environments

· Group presentation.
Note: All students will have to answer questions related to each presentation
(check the appropriate doc. with instructions).
 XJ

Relevant book chapters:

· Differences in Culture: Hill, pp. 90-127.

After class:
· Online questionnaire.

Week 4 Lecture VII: Differences in National and Organizational Cultures III

Session 7
· Business Cultural Barriers:
Oct. 19 Geographical - Religion - Politics
Monday
· Business Etiquette and negotiation techniques

In class:

· Group presentation.
Note: All students will have to answer questions related to each presentation
(check the appropriate doc. with instructions).

Relevant Book Chapters:

XJ · Culture: Hill, pp. 90-127.

· Ethics, CSR and Sustainability: Hill, 128-159.

Lecture VIII: Student Presentations - Exam.

Session 8
In class:
Oct. 21
Wednesday · Group presentation.
Note: All students will have to answer questions related to each presentation
(check the appropriate doc. with instructions).

Exam to evaluate the knowledge from sessions 1 to 8 (Syllabus content for Block
XJ 1)

After class:
· Online questionnaire.
Week 5 Lecture IX: Presentation : Introduction to the course part II. Setting out rules and
Session 9 expectations.

Oct. 26 Understanding Global Strategy

Monday i. Fundamentals of International Strategic Management
ii. Strategies, Main Strategic Choices, Value Chain, Tools: PEST, SWOT,
Porter 5 Forces, CAGE

To do before class:
· Read the related articles uploaded to Moodle

Levitt - The Globalization of Markets

AC Porter - The Competitive Advantage of Nations.

 
In class:
· Practical examples from different business environments
 
Relevant books:
Hill, C.W.L. International Business: Competing in the Global Marketplace.
10th ed. New York: McGraw-Hill, 2014.

Lecture X: The International Market Selection Process:

Session 10

Oct. 28 International market selection: SMEs versus LSEs

Wednesday Building a model for international market selection
Market expansion strategies
The global product/market portfolio
 
To do before class:
· Read the related articles uploaded to Moodle
· Prepare the following case study:

Philips Lighting: Screening markets in the Middle East

AC
 
Note: case study group presentation. Plus, all groups must answer and deliver the
questions related to the case study (check the appropriate doc @aula with
instructions).
 
In class:
· Practical examples from different business environments
 
Relevant books:
Hill, C.W.L. International Business: Competing in the Global Marketplace.
10th ed. New York: McGraw-Hill, 2014.

Hollensen Svend. Global Marketing: A decision-oriented approach:

Financial Times Prentice 5th Ed. 2010.

Week 6 Lecture XI: Managing Strategic Alliances. Managing International Assets and Risk.
Session 11 Strategic Alliances
i. Agents
Nov. 2ii. Franchising/Licensing
Mondayiii. Manufacturing Contract
iv. Joint Ventures

To do before class:
· Read the related articles uploaded to Moodle
AC
 

Hill, C.W.L. International Business: Competing in the Global Marketplace.

10th ed. New York: McGraw-Hill, 2014. p486-537

Lecture XII: Corporate Strategy, The Transnational Solution Part 1

Session 12
–Multidomestic strategy
Nov. 4 –International strategy
Wednesday
–Global strategy
–Transnational strategy

Case Philips/Matsushita:
AC

To do before class:
?      Read the related articles uploaded to Moodle

In class:
· Practical examples from different business environments

Hill, C.W.L. International Business: Competing in the Global Marketplace. 10th ed.
New York: McGraw-Hill, 2014. p436-443

Week 7 Lecture XIII: Lecture XII: Corporate Strategy, The Transnational Solution Part 2
Session 13
–Administrative Heritage
Nov. 09
Monday 1. Making Central Management Flexible:
Lessons from Matsushita.
2. Making Local Management Effective:
Lessons from Philips.
3. Building Transnational Capabilities:
Lessons from Ericcson.

AC

To do before class:
 ?      Read the related articles uploaded to Moodle

Bartlett & Ghoshal The Transnational Solution.

In class:
· Practical examples from different business environments

Hill, C.W.L. International Business: Competing in the Global Marketplace. 10th ed.
New York: McGraw-Hill, 2014. p436-443

Lecture XIV: Organizational Design and Structure of International Businesses

Session 14
To do before class:
Nov. 11 · Read Case - Procter Gamble: Organization 2005 (A) (HBS 707-519). No
Wednesday written preparation or presentation is required for this case.
· Read the related articles uploaded to Moodle

In class:
AC · Analysing the case

Hill, C.W.L. International Business: Competing in the Global Marketplace. 10th ed.
New York: McGraw-Hill, 2014. Chapter 13

Week 8 Lecture XV: Managing Strategic Alliances

Session 15
i. Making Strategic Alliances and Networks Work
Nov. 16 ii. Diversifying, Acquiring and Restructuring
Monday iii. Strategizing with Corporate Social Responsibility

To do before class:

Reading: Strategy and Society

The Link Between Competitive Advantage and Corporate Social Responsibility by
Michael E. Porter and Mark R. Kramer

Read Case - Sustainability at IKEA Group: (HBS 9-515-033)

In class:
· Analysing the case and discussing the arguments of the reading.

AC
 Relevant books:
·
Hill, C.W.L. International Business: Competing in the Global Marketplace. 10th
ed. New York: McGraw-Hill, 2014. 501-513

Reading: Strategy and Society

The Link Between Competitive Advantage and Corporate Social Responsibility by
Michael E. Porter and Mark R. Kramer

Lecture XVI: Pricing Decisions in the International Market

Session 16
· International pricing strategies
Nov. 18 · Skimming, market pricing, penetration pricing, price changes
Wednesday · Factors influencing international pricing decisions

To do before class:
· Read the related articles uploaded to Moodle
AC
 
In class:
· Practical examples from different business environments

Week 9 Lecture XVII: Value Chain. Distribution Decisions in the International Market.
Session 17  
· Managing and controlling distribution channels
Nov. 23 · Value chain
Monday · Technical regulations
· Strategies
 
To do before class:
· Read the case - ZARA: Fast Fashion (HBS 703-497). No written preparation
AC or presentation is required for this case.
· Read the related articles uploaded to Moodle

In class:
· Case discussion
· Practical examples from different business environments
Relevant books:
· Cook, Thomas. Managing Growth and Expansion into Global Markets:
Logistics, Transportation, and Distribution. Global Warrior Series. Boca
Raton, FL: CRC Press, 2015.
 Lecture XVIII: International HR Management. Building an International
Session 18 Workforce.
 
Nov. 25 · Importance of skill-building and global mindset
Wednesday · Recruitment issues
· Hiring strategies
· Training strategies
· Developing managers
· Retaining people

To do before class:
AC · Read the case - Colgate-Palmolive: Managing international careers (HBS
394-184). No written preparation or presentation is required for this case.
· Read the related articles uploaded to Moodle
 
In class:
· Case discussion
· Practical examples from different business environments
 
Relevant books:
· Armstrong, M. Armstrong's Handbook of Human Resource Management
Practice. London: Kogan Page, 2009.

Week 10 Lecture XIX: International Business Contracts and Conduct

Session 19  
· Overview of business contracts
Nov. 30 · Extraterritorial application of laws
Monday · Bribery and corruption in different cultural environments
· Mediation
· International arbitration or litigation
· Enforcement of foreign judgments
· Patent protection
· Copyright protection
· Trademark protection
· Trade secret
· Licensing of intellectual property

To do before class:
AC
· Read the related articles uploaded to Moodle
 
In class:
· Practical examples from different business environments
 
 
Relevant books:
· Chow, D.C.K., and T.J. Schoenbaum. International Business Transactions:
Problems, Cases, and Materials. New York: Aspen Publishers, 2010.
 Final Presentations
Session 20  
In class:
Dec. 2 · All groups must give their final project PPP and hand in the HARD COPY
Wednesday directly to the lecturer

Note: look at the specific guidelines

AC