2010/2011 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
.
Spring
Pending schedule: Thurs.:11.40-14.15, week: 36-41, 43-46 This course will also be offered in Spring 2012 |
Time Table | Please see course schedule at e-Campus |
Max. participants | 35 |
Study Board |
Study Board for Asian Study Programme |
Course Coordinator | |
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Secretary Marianne Christensen - mc.int@cbs.dk | |
Main Category of the Course | |
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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. Objectives: 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 | |||||
Prerequisite | |||||
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. 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. | |||||
Examination | |||||
Term paper 8 pages | |||||
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Examination | |||||
Term paper 8 pages. The grading scale is based on the Danish 7-grade scale | |||||
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?
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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. | |||||
Literature | |||||
· 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.
· 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. |