Бизнес и менеджмент в глобальном мире

Бакалавриат 2019/2020

Статус: Курс по выбору (Программа двух дипломов НИУ ВШЭ и Лондонского университета по международным отношениям)

Направление: 41.03.05. Международные отношения

Кто читает: Факультет мировой экономики и мировой политики

Где читается: Факультет мировой экономики и мировой политики

Когда читается: 4-й курс, 3, 4 модуль

Формат изучения: с онлайн-курсом

Преподаватели: Герман Екатерина Борисовна

Язык: английский

Кредиты: 6

Контактные часы: 108

Full Syllabus

Abstract

If business was the same everywhere, we could all get on with providing products or services and, through gaining competitive advantage, make profits. However, despite the flattening effects of globalisation, international business demonstrates huge diversity and complexity. To understand business in a global context, and its threats and opportunities, you need to consider the drivers and nature of globalisation, and the political, economic, social, technological and legal differences that various regions and countries exhibit. You also need to work within the frameworks of multilateral organisations and regional economic blocs. As a manager faced with this complexity and diversity, you need to devise strategies that will work internationally, in different parts of the globe, plan entry strategies for new markets, and decide who you need to establish alliances with and how your strategy is to evolve. You then need to work at the detail of managing, specifically designing structure and organisation, devising sourcing and supply chain arrangements, establishing information systems that perform globally, and creating distinctive arrangements for managing international human resources. As a student, you will find understanding and analysing international business and making managerial judgements to be full of fresh challenges, and you will also find that the study of this subject area not only provides insights, but also gives you the analytical equipment and knowledge to actually begin to perform in a business that operates globally.

Learning Objectives

Give you a research-based grounding in the context of international business including globalising trends, formal and informal institutions, the political, economic, social, technological and legal issues and the resultant diversity of international business
Prepare you to be able to discuss cultural, ethical and social issues for international business and suggest policies of corporate social responsibility
Provide an introduction to and develop your ability to assess international trade and investment, multilateral organisations and regional integration and the global financial system
Prepare you to be able to discuss how firms develop international business, marketing and R&D strategies, enter markets and alliances, and operate and manage on the global stage
Give you insight through frameworks, studies and examples of how businesses manage organisational structure and architecture, sourcing and the supply chain, information systems and human resources, in different parts of the globe, globally, regionally and domestically
Give you insight into the contexts of international business and enable you to work within these contexts to make judgements on strategising and managing operations in the global economy.

Expected Learning Outcomes

Demonstrate knowledge of, and the ability to assess, core institutions of international business and how firms manage on the global stage
Assess regional, cultural and institutional differences in how business is conducted globally
Formulate choices and decisions in international business strategy and operations
Apply core understandings, frameworks and management principles to specific business contexts
Operate as an informed employee in an international firm.

Course Contents

Perspectives on globalization and international business
Political, economic and legal environments
Informal institutions: cultural, social and ethical challenges
International trade and investment
Multilateral organizations and regional integration
Exchange rates and the international monetary system
Strategy and the enterprise in international contexts - overview
Competitive strategy for international business
Entry strategies, alliances and evolution
International marketing and R&D strategy
The organization of international business
Global sourcing of production and services
Global information systems management
International dimensions of human resource management

Assessment Elements

Seminars activity 3rd module
Seminars activity 4th module
Mock 1
Final Exam
Your exam will be held online. You should submit a paper via Google-Forms platform in 3-hours period. All further details will be send to you directly by the professor.

Interim Assessment

Interim assessment (4 module)
0.25 * Final Exam + 0.25 * Mock 1 + 0.25 * Seminars activity 3rd module + 0.25 * Seminars activity 4th module

Bibliography

Recommended Core Bibliography

Collings, D. G., & Scullion, H. (2009). Global staffing. International Journal of Human Resource Management, 20(6), 1249–1252. https://doi.org/10.1080/09585190902909798
Decker, C., & Mellewigt, T. (2007). Thirty Years After Michael E. Porter: What Do We Know About Business Exit? Academy of Management Perspectives, 21(2), 41–55. https://doi.org/10.5465/AMP.2007.25356511
Ghemawat, P. (2001). Distance Still Matters. The Hard Reality of Global Expansion. Harvard Business Review, 79(8), 137–147. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=5134712
Ghemawat, P. (2007). Managing Differences: The Central Challenge of Global Strategy. (cover story). Harvard Business Review, 85(3), 58–68. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=23925599
Goold, M., & Campbell, A. (2002). Do You Have a Well-Designed Organization? Harvard Business Review, 80(3), 117–124. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=6327095
Gottfredson, M., Puryear, R., & Phillips, S. (2005). Strategic Sourcing From Periphery to the Core. Harvard Business Review, 83(2), 132–139. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=15906490
Howard Davies, & Paul Ellis. (2000). Porter’s Competitive Advantage Of Nations: Time For The Final Judgement? Journal of Management Studies, (8), 1189. https://doi.org/10.1111/1467-6486.00221
Inkpen Andrew and Ramaswamy Kannan Global Strategy: Creating and Sustaining Advantage across Borders [Book]. - Oxford : Oxford University Press, 2005.
John Cantwell, John H Dunning, & Sarianna M Lundan. (2010). An evolutionary approach to understanding international business activity: The co-evolution of MNEs and the institutional environment. Journal of International Business Studies, (4), 567. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.a.pal.jintbs.v41y2010i4p567.586
Kettinger, W. J., Marchand, D. A., & Davis, J. M. (2010). Designing Enterprise It Architectures to Optimize Flexibility and Standardization in Global Business. MIS Quarterly Executive, 9(2), 95–113. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=51300803
Mike W Peng, Denis Y L Wang, & Yi Jiang. (2008). An institution-based view of international business strategy: a focus on emerging economies. Journal of International Business Studies, (5), 920. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.a.pal.jintbs.v39y2008i5p920.936
Namrata Malhotra, & CR (Bob) Hinings. (2010). An organizational model for understanding internationalization processes. Journal of International Business Studies, (2), 330. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.a.pal.jintbs.v41y2010i2p330.349
Peng, M. W. (2001). The resource-based view and international business. Journal of Management, 27(6), 803. https://doi.org/10.1177/014920630102700611
Porter, M. E. (1996). What Is Strategy? Harvard Business Review, 74(6), 61–78. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=9611187954
Research and Markets. (3AD, September 2011). Research and Markets: Managing the Outsourcing Lifecycle: 56 Key Activities for Success. Business Wire (English). Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bwh&AN=bizwire.c32632150

Recommended Additional Bibliography

Barney, J. B. (2001). Is the Resource-Based “View” a Useful Perspective for Strategic Management Research? Yes. Academy of Management Review, 26(1), 41–56. https://doi.org/10.5465/AMR.2001.4011938
Buchanan, I. C. (2007). Emerging Giants: Building World-Class Companies in Developing Countries. Harvard Business Review, 85(4), 133–134. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=97080283
Jean-François Hennart. (2009). Down with MNE-centric theories! Market entry and expansion as the bundling of MNE and local assets. Journal of International Business Studies, (9), 1591. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.a.pal.jintbs.v40y2009i9p1591.1591
Peter J Buckley, & Mark C Casson. (2009). The internalisation theory of the multinational enterprise: A review of the progress of a research agenda after 30 years. Journal of International Business Studies, (9), 1563. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.a.pal.jintbs.v40y2009i9p1563.1580
Rugman, A. M., & Collinson, S. (2012). International Business (Vol. 6th ed). Harlow, UK: Pearson. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1417842
Werner H. Hoffmann. (2007). Strategies for managing a portfolio of alliances. Strategic Management Journal, (8), 827. https://doi.org/10.1002/smj.607

Course Syllabus