2024/2025 KAN-CCBDO1006U Managing Foreign Direct Investment Projects in Developing Countries and Emerging Markets
English Title | |
Managing Foreign Direct Investment Projects in Developing Countries and Emerging Markets |
Course information |
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Language | English |
Course ECTS | 7.5 ECTS |
Type | Mandatory (also offered as elective) |
Level | Full Degree Master |
Duration | One Semester |
Start time of the course | Spring |
Timetable | Course schedule will be posted at calendar.cbs.dk |
Study board |
Study Board for BSc and MSc in Business, Language and Culture,
MSc
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Course coordinator | |
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Main academic disciplines | |
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Teaching methods | |
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Last updated on 24-06-2024 |
Relevant links |
Learning objectives | ||||||||||||||||||||||||||||
At the end of the course, and against the
backdrop of the course literature in its entirety, students should
be able to
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Course prerequisites | ||||||||||||||||||||||||||||
Knowledge of International Business literature is an advantage, but it is not a requirement. | ||||||||||||||||||||||||||||
Prerequisites for registering for the exam (activities during the teaching period) | ||||||||||||||||||||||||||||
Number of compulsory
activities which must be approved (see section 13 of the Programme
Regulations): 2
Compulsory home
assignments
To qualify for the mini project exam, students need to pass academic writing assignments. The first assignment is a 3-5 page assignment in class. In case of illness, a retake is scheduled prior to the hand-in of the mini project. The second assignment is a group assignment of 3-4 pages. The assignment will be approved/dismissed on the basis of the academic writing in English, but students will also receive feedback on the content. In case of documented illness, a retake is planned prior to the hand-in of the mini project. |
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Examination | ||||||||||||||||||||||||||||
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Course content, structure and pedagogical approach | ||||||||||||||||||||||||||||
Through foreign direct investments (FDI), western multinational corporations (MNCs) are massively present in emerging markets and developing countries, partly to access rapidly growing markets, partly to access the vast human and natural resource potentials. It is pertinent that MNC managers understand, how to plan, organize and manage activities in such countries, where institutional, market environment and cultural factors often are fundamentaly different from those of more developed 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 and managerial issues arising in connection with setting up and managing subsidiaries in emerging markets and developing countries.
More specifically, the course will provide an overview of the specific issues that arise when a company establishes and manages a subsidiary in a developing country/ emerging market. Students will be introduced to Global Strategic Management as it relates to emerging markets and developing countries. They will furthermore be presented to the tools that are employed planning and managing a subsidiary in such locations, e.g. in connection with location choice, marketing, partneridentification and entry mode, human resource management, and corporate finance. The introduction to these issues will be based on experiences from concrete MNC investments in emerging markets and developing countries presented by practitioners. There will be presentations by and on firms such as Bestseller, Carlsberg, Arla, Danfoss, Ecco, FLS, Maersk, etc. |
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Description of the teaching methods | ||||||||||||||||||||||||||||
The course has app. 800 pages of literature that
will form the basis for the lectures, project work and the exam.
The teaching is to a large extent based on presentations by practitioners. The practitioners all have ample experience with setting up and managing FDIs in emerging markets. It is essential that students are well prepared and ready to engage the practitioners in a qualified dialogue. In order to facilitate dialogue with the practitioners, a discussant group will be assigned for each lecture. The task of the discussant group is to conduct background research on the company case in question and prepare questions for the practitioner. Moreover, the discussant group will, in collaboration with faculty, be responsible for summarizing and reflecting on the lecture in relation to the required literature. To ensure a frank and open dialogue, it is essential that students respect that information obtained through the practitioner presentations is kept confidential and only is used in the context of the course, except if explicit approval is obtained from the practitioners. If students for some reason are not willing to observe these Chatham House style rules, they must explicitly state this in advance of the lecture. The course will emphasize methodologies of case writing and case analysis. This will be done through lectures and class exercises. During the course, students must hand in brief assignments that will be assessed in terms of their academic writing proficiency. The assignments must be passed in order to qualify for the final exam. The course will combine online and on-site teaching elements. |
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Feedback during the teaching period | ||||||||||||||||||||||||||||
Students will get individual and class feedback
on proposals for mini-projects
Students will get individual and class feedback on academic writing skills Students will get group feedback for exercises |
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Student workload | ||||||||||||||||||||||||||||
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Expected literature | ||||||||||||||||||||||||||||
The complete list will be available at Canvas. |