MW, 9:30am to 10:45am
Class will not meet on:
Class will meet on:
The purpose of this course is to examine key management issues facing companies that conduct business overseas. The course addresses two broad questions: (1) how does managing a multinational corporation (MNC) differ from managing a domestic firm? and (2) how do managers cope with multiple, and often conflicting, demands they face when managing cross-border operations?
At the end of this class, the students should be able to (1) gain an understanding of how managers’ businesses, functional responsibilities and country locations interact to affect their perspectives and decisions concerning business problems and working relationships; (2) develop an awareness of the three major advantages that distinguish MNCs from local companies – strategic advantages (firm-specific assets), location advantages (country-specific conditions), and transaction advantages (organizational structures); and (3) identify the unique characteristics of MNCs in some functional areas such as finance, marketing, and human resources.
This class will combine lectures with class discussion of textual material and analysis of cases. Students are expected to: (1) be familiar with all major functional areas of business; (2) actively take part in class discussions and case analyses; and (3) attend class regularly. Conspicuous absence from class (i.e., more than three absences) may carry a grade penalty of up to 5% of your overall grade. Standard school policy will be followed concerning academic integrity (cheating, plagiarism, etc.)
COURSE OUTLINE AND READINGS
9/8 Introduction/Syllabus explanation --
9/13 Case Assignment/Paper Topic HBR article: “Go Global or No?”
9/15 Local vs. Global HBR articles, “The Globalization of Markets” and “The Myth of Globalization.” HBS Case: Philips and Matsushita.
9/20 Global Strategies H: Chapter 12. HBR article, “Going Global: Lessons from Late Movers.” HBS Case: Sime Darby Berhard.
9/22, 9/27 Exporting/Franchising H: Chapter 15. HBR article, “Assessing the Franchise Option.” HBS Cases: Weight Watchers in Mexico; and Lamoiyan Corp. of the Philippines.
9/29, 10/4 Alliances/Joint Ventures H: Chapter 14. HBR articles, “Collaborate with your Competitors and Win”; and “When to Ally and When to Acquire”. HBS Case: Xerox & Fuji-Xerox.
10/6, 10/13 Mergers & Acquisitions H: Chapter 14. HBR Ghemawat and Eccles articles. HBS Case: Daimler Chrysler: Quest to Create “One Company”; and Asea Brown Boveri.
10/18 Location HBR articles, “Distance Still Matters”, “Clusters and the New Economics of Competition”, and “The Competitive Advantage of Nations.” HBS Case: Toys R Us: Japan.
10/20 MID-TERM EXAMINATION All of Above.
10/25, 10/27 Managing Production H: Chapter 16. HBS Case: Zara: Fast Fashion.
11/1, 11/3 Managing Marketing H: Chapter 17. HBS Case: P&G: Vizir Launch.
11/8, 11/10 Managing Financial Resources H: Chapter 20.
11/15, 11/17 Managing Human Resources H: Chapter 18. HBS Case: Silvio Napoli at Schindler India.\
11/22, 11/24 Organizational Forms H: Chapter 13. HBS Case: Real Madrid Club de Futbol.
11/29, 12/1 Business & Society H: Chapter 4. “International Negotiations: An Entirely Different Animal”, by Drew Martin, et. al. HBS Case: Corruption in International Business (A & B.)
12/6, 12/8 Global Business Cultures Min Chen, Asian Management Systems.
12/13, 12/15 Conclusions – Last Day of Class --
12/20, 8 AM FINAL EXAMINATION -- WRITTEN CASE/PAPER DUE
1. Charles W. L. Hill, International Business, McGraw-Hill, 8th edition, 2011, ISBN: 0-07-813719-5 (coded H in the reading list.)
2. International Business Management Fall 2010 course pack that contains Harvard Business Review (coded HBR) articles, and Harvard cases (HBS in the reading list.)
COURSE REQUIREMENTS AND GRADING
Requirements: There are five requirements for this class:
(1) Individual Case Analysis (Written)
Each student will write an individual case analysis, which will be due on the last day of class. The written case analyses will be approximately 5 pages long, double-spaced. The cover page and exhibits are additional pages.
Each case analysis should contain the following elements: (1) case background and problem identification; (2) a set of feasible solutions to the problem; (3) criteria for solving the problem, and a ranking of the offered solutions; (4) action plan and recommendations; and (5) an update on the company/issue analyzed.
(2) Individual Written Paper/Oral Presentation
Each student will write an individual paper on a topic of his/her choosing. In addition, each student will make an oral presentation on the subject of his/her paper, summarizing the key findings to date and sources of information utilized. Possible topics for the paper as well as dates for the oral presentation will be discussed in class. The written paper is due on the last day of class.
Each written paper should contain the following sections: (1) Introduction (description of the research problem and commentary on the significance of the topic); (2) Background (overview, historical data, tables, charts, etc.); (3) Methodology (i.e., research methods employed); (4) Data Analysis (analyzing and interpreting the main findings); (4) Conclusion (the bottom line or the main argument); (5) End Notes, if any (no footnotes); and (6) Bibliography.
(3) Mid-Term Examination
The mid-term examination will be a quiz consisting of 20 multiple choice questions on topics covered to date. This will be a closed-book test.
(4) Final Examination
The final examination will be an in-class, closed-book test. It will contain 5 short essay questions on topics covered in the readings, out of which students will answer 3 questions.
(5) Class Participation
You are expected to actively participate in class discussions of the topics and readings covered in class. You will get the points in this category only if you participate in class discussions on a sustained and consistent basis. Making a few comments once in a while will not qualify for the points.
Grading Policy Total Points = 100
Individual Case Analysis 20 Points
Written Paper (individual) 20 Points
Mid-Term Exam 20 Points
Final Exam 20 Points
Oral Presentation in Class 10 Points
Class Participation 10 Points
Guidelines for Group Projects
Business activities involve group effort. Consequently, learning how to work effectively in a group is a critical part of your business education.
Every member is expected to carry an equal share of the group’s workload. As such, it is in your interest to be involved in all aspects of the project. Even if you divide the work rather than work on each piece together, you are still responsible for each part. The group project will be graded as a whole: its different components will not be graded separately. Your exams may contain questions that are based on aspects of your group projects.
It is recommended that each group establish ground rules early in the process to facilitate your joint work including a problem-solving process for handling conflicts. In the infrequent case where you believe that a group member is not carrying out his or her fair share of work, you are urged not to permit problems to develop to a point where they become serious. If you cannot resolve conflicts internally after your best efforts, they should be brought to my attention and I will work with you to find a resolution.
You will be asked to complete a peer evaluation form to evaluate the contribution of each of your group members (including your own contribution) at the conclusion of each project. If there is consensus that a group member did not contribute a fair share of work to the project, I will consider this feedback during grading.
At NYU Stern we seek to teach challenging courses that allow students to demonstrate their mastery of the subject matter. In general, students in undergraduate core courses can expect a grading distribution where:
Note that while the School uses these ranges as a guide, the actual distribution for this course and your own grade will depend upon how well you actually perform in this course.
The process of assigning grades is intended to be one of unbiased evaluation. Students are encouraged to respect the integrity and authority of the professor’s grading system and are discouraged from pursuing arbitrary challenges to it.
If you believe an inadvertent error has been made in the grading of an individual assignment or in assessing an overall course grade, a request to have the grade re-evaluated may be submitted. You must submit such requests in writing to me within 7 days of receiving the grade, including a brief written statement of why you believe that an error in grading has been made.
In-class contribution is a significant part of your grade and an important part of our shared learning experience. Your active participation helps me to evaluate your overall performance.
You can excel in this area if you come to class on time and contribute to the course by:
The School expects that students will conduct themselves with respect and professionalism toward faculty, students, and others present in class and will follow the rules laid down by the instructor for classroom behavior. Students who fail to do so may be asked to leave the classroom.
Collaboration on Graded Assignments
Students may not work together on graded assignment unless the instructor gives express permission.
Course evaluations are important to us and to students who come after you. Please complete them thoughtfully.
Integrity is critical to the learning process and to all that we do here at NYU Stern. As members of our community, all students agree to abide by the NYU Stern Student Code of Conduct, which includes a commitment to:
The entire Stern Student Code of Conduct applies to all students enrolled in Stern courses and can be found here:
Undergraduate College: http://www.stern.nyu.edu/uc/codeofconduct
Graduate Programs: http://w4.stern.nyu.edu/studentactivities/involved.cfm?doc_id=102505
To help ensure the integrity of our learning community, prose assignments you submit to Blackboard will be submitted to Turnitin. Turnitin will compare your submission to a database of prior submissions to Turnitin, current and archived Web pages, periodicals, journals, and publications. Additionally, your document will become part of the Turnitin database.
Your class may be recorded for educational purposes
If you have a qualified disability and will require academic accommodation of any kind during this course, you must notify me at the beginning of the course and provide a letter from the Moses Center for Students with Disabilities (CSD, 998-4980, www.nyu.edu/csd) verifying your registration and outlining the accommodations they recommend. If you will need to take an exam at the CSD, you must submit a completed Exam Accommodations Form to them at least one week prior to the scheduled exam time to be guaranteed accommodation.