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2011/2012  BA-JAP_VIBA  International Business in an Asian Context

English Title
International Business in an Asian Context

Course Information

Language English
Point 7,5 ECTS (225 SAT)
Type Elective
Level Bachelor
Duration One Semester
Course Period Autumn
Time Table Please see course schedule at e-Campus
Max. participants 35
Study Board
Study Board for Asian Study Programme
Course Coordinator
  • Michael Jacobsen - Department of International Economics and Management
Secretary Marianne Christensen - mc.int@cbs.dk
Main Category of the Course
  • Globalization, International Business, markets and studies
  • Corporate and Business Strategy

Taught under Open University-Taught under open university.
Last updated on 29 maj 2012
Learning Objectives
The course shall enable students to analyse issues of international business in emerging markets found in Asia. Furthermore, the course will enable students to analyse international business relationships from the perspectives of both the multinational enterprise and local stakeholders.
At the end of the course students will be able to:
• Assess risks and opportunities in emerging markets and transitional economies
• Describe various FDI motives and business strategies in emerging markets
• Discuss entry modes and marketing in emerging markets
• Analyse different types of business networks in emerging markets
• Discuss human resource management in emerging markets and transitional economies
• Describe different types of business practices and cultural stereotyping found in emerging markets
It is an advantage, not a necessity, if the students have prior knowledge of theoretical models such as the OLI Paradigm, Resource Based View, Transaction Cost Economy, Agency Theory, Institutional Theory, etc., as well as knowledge of various types of entry modes.
International Business in an Asian Context:
Assessment Term Paper
Marking Scale 7-step scale
Censorship No censorship
Exam Period Winter Term
Aids Please, see the detailed regulations below
Duration Please, see the detailed regulations below
Term paper 8 pages max 18200 STU.
Course Content

The course focuses on the following issues faced by international business across emerging markets in Asia:

· Business Environment: How do emerging markets differ from established market economies? Why is the development of institutions so important? How do the specific business conditions impact on the strategies and operations of local businesses? How do multinational enterprises manage their relationships with host governments?

· Entry Strategies in Emerging Markets: Why do multinational firms consider engaging in business in less advanced economies? How do they design their entry-strategy, with respect to for instance entry mode and entry timing?

  • Operating affiliates in emerging markets: What specific issues arise for multinational firm operating within emerging markets? How do firms handle the gap in terms of culture and economic development between their country of origin and the host country?

The course is a regional based course in international business that is to provide the students with a theoretical background for (1) analysing different business environments in Asia and (2) to identify implications for business strategies and operations in the said region.

Teaching Methods
The methods employed are based on a pedagogical concept of learning by doing. Most of the learning occurs as participants prepare themselves individually before class and thereafter reflect upon the lecture together with their fellow students. Students are encouraged to form study groups. During the course, the instructor will ask various groups to prepare presentations on specific questions or aspects for the rest of the class. Furthermore, the instructor reserve the right to "cold-call" on students at any time during class. Students are expected to be able to answer questions about the readings from both the instructor and fellow students in an in-depth and well-informed manner from a variety of case based and theoretical perspectives.
  • Khanna T., K.G. Krishna and J. Sinha: (2005): Strategies That Fit Emerging Markets, Harvard Business Review, June, pp 63-76. (online journal CBS library)
  • Meyer, K. and Estrin, S. (2002). Investment Strategies in Emerging Markets, Edward Elgar. Chapter 1. (Sitescape)
  • Hoskisson, R., Eden, L., Ming Lau, C. and Wright, M. (2000). Strategy in Emerging Markets, Academyof ManagementJournal, 43(3): 249-267.

· Dawar, N. and Chattopadhay, A. (2003). Rethinking Marketing Programs for Emerging Markets, Long Range Planning, 35: 457-474.

· Peng, M.W. (2002), ‘Cultures, Institution and Strategic Choices: Towards an Institutional Perspective on Business Strategy’, in M. Cannon and K. Newman, (eds): the Blackwell Handbook pf Cross-Cultural Management, Oxford: Blackwell, pp. 52-66.

· Hancké, B, and M. Goyer (2005). Degrees of Freedom: Rethinking the Institutional Analysis of Economic Change. Chapter 3 in G. Morgan, R. Whitley, and E. Moen (Eds.), Changing Capitalisms? Internationalization, Institutional Change, and Systems of Economic Organization (pp. 53 – 77). Oxford: Oxford University Press.

  • Carney, M. (2005), ‘Globalisation and the Renewal of Asian Business Networks’, Asia Pacific Journal of Management, Vol. 22, pp. 337-54. (sitescape)
  • Peng, M.W. and Zhou, J.Q. (2005), ‘How Network Strategies and Institutional Transitions Evolve in Asia’, Asia Pacific Journal of Management, Vol. 22, pp. 321-36. (sitescape)
  • Yao, Souchou (2002), 'Chinese Business Networks and the Penalty of Culture', in Souchou Yao. London: Routledge/Curzon, pp. 141-161. (sitescape)
  • McCourt, W. and Eldridge, D. (2003). Global Human Resource Management: Managing People in Developing and Transitional Countries, Edward Elgar
  • Brewster, Chris (2002), ‘Human Resource Practice in Multinational Companies’, in M. Cannon and K. Newman, (eds): The Blackwell Handbook of Cross-Cultural Management. Oxford: Blackwell, pp. 126-41.

· Jette Steen Knudsen and Allan Lerberg Jørgensen (2006), “Sustainable Competitiveness in Global Value Chains: How do Small Danish Firms Behave?” in Corporate Governance, Vol. 6, No 4, 449-462.

· Thomas, David C. et al. (2008), ‘Cultural Intelligence. Domain and Assessment’, in International Journal of Cross Cultural Management. Vol. 8(2), pp. 123-43 (sitescape)

· Shapiro, Jon M., Ozanne, Julie, L. and Saatcioglu, Bige (2008), ‘An Interpretive Examination of the Development of Cultural Sensitivity in International Business (sitescape)

· Robertson, Diana C. (2002), ‘Business Ethics across Cultures’, in M. Cannon and K. Newman, (eds): The Blackwell Handbook of Cross-Cultural Management. Oxford: Blackwell, pp. 361-92 (sitescape).

· Nisbett, Richard E., Peng, Kaiping, Incheol Choi and Norenzayan, Ara (2001), ‘Culture and Systems of Thought: Holistic Versus Analytic Cognition’, in Psychological Review. Vol. 108, No. 2, pp. 291-310.

· Chen, Ming-Jer (2002), ‘Transcending Paradox: The Chinese “Middle Way” Perspective’, in Asia Pacific Journal of Management, pp. 179-99.