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2011/2012  KAN-CBL_FDIP  Managing Foreign Direct Investment in Developming Coutries

English Title
Managing Foreign Direct Investment in Developming Coutries

Course Information

Language English
Point 7,5 ECTS (225 SAT)
Type Mandatory
Level Full Degree Master
Duration One Semester
Course Period Spring
Time Table Please see course schedule at e-Campus
Study Board
Study Board for BSc og MSc in Business, Language and Culture
Course Coordinator
  • Michael Wendelboe Hansen - Department of Intercultural Communication and Management
Main Category of the Course
  • Globalization, International Business, markets and studies
Last updated on 29 maj 2012
Learning Objectives
At the end of the course, and against the backdrop of the course literature in its entirety, students should be able to
  • • Present and discuss the particular strategic challenges and opportunities that relates to the planning, design,
  • • Present, discuss and assess relevant theories and concepts related to global strategic management and the FDI project cycle in developing countries and emerging markets.
  • • Apply relevant theoretical frameworks and concepts to concrete cases of FDI in developing countries and emerging markets with the view of generating realistic and usable analyses and prescriptions.
Bachelor degree – Knowledge of International Business theory literature is an advantage, but it is not a requirement. This course is an approved CEMS elective.
Managing Foreign Direct Investment in Developming Coutries:
Assessment Oral with Written Assignment
Marking Scale 7-step scale
Censorship Internal examiners
Exam Period May/June
Aids Without preparation
Duration 20 Minutes
Full degree BLC students write a mini-project against the backdrop of this course. The mini project will present and analyze one or more cases of foreign direct investment projects in developing countries or emerging markets. Students will defend their project and relate it to the course literature in an oral exam. The oral exam will take place in June. Exchange/credit students take an individual oral curricula exam based on a 3-page written synopsis presenting an individual case of a firm’s FDI in a developing country/ emerging market. The oral exam will take place in June.
Course Content
More and more firms in the North are undertaking foreign direct investment (FDI) in emerging markets and developing countries, partly to access rapidly growing markets there, partly to access the vast human and natural resource potentials of these countries. In this situation, it becomes increasingly pertinent for managers to understand how to plan, design, organize and manage an investment project in such countries. The aim of this course is, based on practical examples and real life cases presented by practitioners, to enable students to analyze, present and make recommendations for various strategic issues arising in connection with setting up FDI projects in emerging markets and developing countries.
More specifically, the course will provide an overview of the issues that arise when a company plans a foreign direct investment project in a developing country/ emerging market. Students will learn about global strategy as it relates to emerging markets and developing countries. They will furthermore be presented to the tools that are employed when designing, organizing and implementing an investment project in such locations, e.g. in connection with organizing a marketing strategy; getting finance for the project; searching for local partners; making a feasibility study; managing human resources; and providing for an appropriate exit of the project. The introduction to these issues will be based on experiences from concrete projects in emerging markets and developing countries presented by practitioners. There will be presentations by and on firms and organizations such as Bestseller, Carlsberg, IFU, Dalberg, Orana, Ecco, FLS, etc.
Teaching Methods
The course will consist of 12 lectures. It will to a large extend use external guest lecturers to provide a practical perspective on FDI. In order to ensure a qualified dialogue with the external guest lectures, it is necessary that students prepare in advance of lectures and engage in discussion of the cases presented
Recommended literature:

Cavusgil, S.,P.Ghaury, and M. Agarwal, Doing Business in Emerging Markets, London: Sage, 2002.
Dawar, Niraj and Amitava Chattopadhay (2003): Rethinking Marketing Programs for Emerging Markets, Long Range Planning 35,
Hansen, M.W., Pedersen, T., Marcus Larsen, and Wad, P., Strategies in emerging markets: A Case Book on Danish Multinational Corporations in China and India, Copenhagen: Copenhagen Business School Press, 2010.
Khanna, T. & Palepu, K.G (2010). Winning in Emerging Markets – A Road Map for Strategy and Execution. Boston, MA: Harvard Business School Press.
Lasserre, P., Global Strategic Management, New York: Palgrave Macmillan, 2007.
Tallman S. B. and Yip, G. S. 2001. Strategy and the Multinational Enterprise, in A. Rugman and T. Brewer (eds.): Oxford Handbook of International Business.
Welch, L. S., Benito, G. R. G., & Petersen, B. (2007). Internationalization, International strategies and FOMs, in Foreign operation methods: Theory, analysis, strategy. Cheltenham: Edward Elgar.