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Бакалавриат 2019/2020

Бизнес и менеджмент в глобальном мире

Направление: 41.03.05. Международные отношения
Когда читается: 4-й курс, 3, 4 модуль
Формат изучения: с онлайн-курсом
Язык: английский
Кредиты: 6

Course Syllabus


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

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

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

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

Assessment Elements

  • non-blocking Seminars activity 3rd module
  • non-blocking Seminars activity 4th module
  • non-blocking Mock 1
  • non-blocking 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

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


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