NYU Stern School of Business

Undergraduate College

C50.0011.012: INTERNATIONAL STUDIES PROGRAM:

Spring 2011

Instructor Details

Katzenstein, Gary

gkatzens@stern.nyu.edu

212-998-4019

Tuesdays 2:30-5pm; or by appointment

KMC 7-49

 

Course Meetings

TR, 3:30pm to 4:45pm

Tisch T-LC21


Final Exam:

Schedule exceptions
    Class will not meet on:
    Class will meet on:

 

Course Description and Learning Goals

Course Description


The International Study Program (ISP) is a follow-on class to the Economics of Global Business (EGB) course. The central objective of the EGB course was to introduce students to theories of international trade and finance as well as the causes and consequences of globalization. Despite the age of globalization we find ourselves in, there are many differences in the national institutional contexts within which firms operate. Responding to these differences, this course gives students the tools to understand how to conduct business in different countries. Differences in national business systems are driven by historical, political, legal, social and cultural forces as well as underlying economic and geographic conditions. These factors can result in significant divergences in the policies and goals of states as well as the economic performance of firms and patterns of specialization compared to what global economic reasoning alone would predict.

Accordingly, the main objective of the ISP course is to enrich students' understanding of variations in the institutional contexts of nations and the impact of these variations on economic growth, conducting business in different countries and the management of multinational firms. Pursuit of that objective will start by developing frameworks for country analysis that can be applied to understanding the economic performance of any country in the world, and the challenges, opportunities, and risks to multinational firms of doing business in different states. Classroom time will be spent applying this framework to China as a country, Singapore as a location and to Asian business more generally.

The course will then proceed with a visit to Singapore during which students will be able to observe directly the ways national institutions and cultural factors impact how business is conducted in other countries, particularly in comparison to the United States. While in Singapore, students will participate in presentations and discussions of Asian business and economics and participate in a visit to the company they are researching and hold meetings with corporate managers at that firm. In addition, students will have time to explore the history, cultural sites and local customs of Singapore. Upon return, students will debrief from their trip, take the midterm and then spend the remainder of the semester working in teams to create strategic reports offering advice to the firms they have visited during their trip.

Reports are presented in class and then the course will culminate in a school-wide competition among the top student teams from all sections of the International Study Program course.  The reports the teams prepare will diagnose the major performance problems and opportunities facing the company visited, and make strategic recommendations to its management addressing those problems and opportunities. After returning from the trip to Singapore, students will be also be required to complete an individual written report that analyzes the role of the national setting of the company visited in supporting its international competitiveness.

 

Course Outline

January 2010

 

Sun

Mon

Tue

Wed

Thu

Fri

Sat

10

11

12

13

14

15

16

 

 

 

 

 

 

 

17

18

19

20

21

22

23

 

MLK Day—No Class

 

Class 1

Introduction

 

 

 

24

25

26

27

28

29

30

 

Class 2

Environments of MNCs

Hill, Chapter  2

 

Class 3

Culture

Hill, Chapter 3

 

 

 

 

February 2010

 

Sun

Mon

Tue

Wed

Thu

Fri

Sat

 

1

2

3

4

5

6

 

Class 4

Country Competitiveness

Global

Competitiveness Report

 

Class 5

Applying Country Analysis

Italy Case

 

 

 

7

8

9

10

11

12

13

 

Class 6

An Introduction to Asia and Singapore

Singapore, Inc. Case

The Singapore Hawker Centers

Singapore Report Analysis (Due)

 

Class 7

Asian Mgt, Pt. 1.

AMS, (Japan/Korea)

pp. 421-469

 

 

 

 

14

15

16

17

18

19

20

 

NO CLASS

Presidents’ Day Weekend

 

 

Class 8

Asian Mgt, Pt. 2

Asian Mgt Sys, pp. 407-420

Gannon, “The Chinese Family Altar”

China Case

MANDATORY5:30pm -7pm

Singapore Orientation and Ticket Distribution

 

 

 

21

22

23

24

25

26

27

 

Class 9

Asian Work, Mgt. Culture

Ellen Moore Case

Wa, Guanxi Article

Gannon,  “China’s Great Wall and Cross-Cultural Paradox”

 

Class 10

Business Strategy

Collis and Montgomery,

pp. 187-225

 

 

 

 

 

March 2010

 

Sun

Mon

Tue

Wed

Thu

Fri

Sat

28

1

2

3

4

5

6

 

Class 11

International Business Strategy

Hill,

Chapters 12, 13

 

Class 12

 

Report Preparation

No Class –

Team Meeting

Team Questions Due

 

 

 

 

 

 

7

8

9

10

11

12

13

 

Class 13

Entry Strategies

Hill,

Chapters 14

 

 

Class 14

Applying International Strategy

KFC Case

 

Individual Report Due

 

Fly to Singapore

Arrive Singapore J

15

16

17

18

19

20

21

Singapore

 

Singapore

 

Singapore

Singapore

 

Singapore

Return to NYC L

 

 

21

22

23

24

25

26

27

 

Class 17

Debrief Trip

5 Learnings Due

 

Class 18

Midterm

 

 

 

 

28

29

30

31

 

 

 

 

Class 19

Emerging Market Strategies

Cola Wars

 

Class 20

No Class - Teams

 

 

 

 

April 2010

Sun

Mon

Tue

Wed

Thu

Fri

Sat

 

 

 

 

1

2

3

 

 

 

 

 

 

 

4

5

6

7

8

9

10

 

Class 21

No Class - Teams

 

Class 22

No Class - Teams

 

 

 

11

13

 

15

 

16

17

 

Class 23

No Class - Teams

 

Class 24

No Class - Teams

 

 

 

18

20

 

22

 

23

24

 

Class 25

Presentations

Presentation Slides Due

 

 

Class 26

Presentations

 

 

 

25

27

 

29

 

1

 

 

Class 27

Presentations

 

Class 28

No Class-

Work on Papers

 

ISP Final

Competition J

 

 

 

 


 

Session

Day

Date

Topic

Assignment

 

1

Wed

1/20

 

Introduction to the Course

 

 

 

2

Mon

1/25

A Framework for Country Analysis: Environments of MNCs

 

Read:  Hill, International Business, Chapter 2

 

3

Wed

1/27

A Framework for Country Analysis:

Culture

 

Read:  Hill, International Business, Chapter 3

 

 

4

Mon

2/1

A Framework for Country Analysis:

The Macro and Microeconomics of Country Competitiveness

Read: The Global Competitiveness Report (Blackboard and handouts)

 

 

5

Wed

2/3

Applying Country Analysis:

      Italy– One Country, Two Systems?

·         Case:  “Italy and the Mezzogiorno,” Harvard Business Case Study

 

 

6

Mon

2/8

An Introduction to Asia and Singapore:  Its History and Economic, Social and Political Institutions

·         Case:  “Singapore, Inc.” HBS Case Study

·         Gannon, “The Singapore Hawker Centers”

·         Singapore Analysis Due (Ungraded Assignment)

 

7

Wed

2/10

Applying Country Analysis:

Asian Business, Finance and Management I

·         Asian Management Systems, Japan and Korea, pp. 421-469

 

 

Mon

2/15

 

No Class—President’s Day Holiday

--------------------------------------------------------------

 

8

Wed

2/17

Applying Country Analysis:

Asian Business, Finance and Management II

·         Asian Management Systems, China, pp. 407-420

·         Gannon, “The Chinese Family Altar”

·         Case:  “China:  Building “Capitalism with Socialist Characteristics,” Harvard Business Case Study

 

9

  Mon

2/22

Applying Country Analysis:

Work, Management and Culture in Asia

·         Case:  “Ellen Moore:  Living and Working in Korea,” Ivey Case

·          Study “Wa, Guanxi, and Inhwa,” Business Horizons, March 1989 (Blackboard)

·         Gannon, “China’s Great Wall and Cross-Cultural Paradox”

 

 

10

  Wed

2/24

International Business Strategy:

Business Strategy

Read:  Collis and Montgomery, Corporate Strategy, (pp. 187-225) Text and Appendix

 

 

 

11

  Mon

3/1

International Business Strategy:

Strategy in an International Context

Read:  Hill, International Business, Chapter 12, 13

 

 

 

12

Wed

3/3

Company Workshop

Analyzing the Firm and Its Industry

 

Group Company Questions Due in Class

No Readings Assigned

 

 

13

Mon

3/8

International Business Strategy:

Entry Strategies

 

Read:  Hill, International Business, Chapter 14

In-Class Video:  “China Rising,” The Newshour, (Marketing in China)

 

14

Wed

3/10

Applying International Strategy:

KFC and Entry into Fast Food in Asia

 

Case:  “KFC in Japan,” Harvard Business Case Study

In-Class Video:  Colonel Comes to Japan

 

 

Fri

3/12

Travel to Singapore  Q

 

Individual Report Due by 6PM - Two Country, Two Firm/Industry Comparison  

 

 

 

3/22

Debrief Country/Company Visit in Class

5 Learnings Due (Ungraded Assignment)

                                                                     

 

17

Mon

3/22

Debrief Trip

“5 Learnings” Paper Due (ungraded)

 

18

Wed

3/24

MIDTERM

 

 

 

 

 

19

Mon

3/29

 

 

Applying International Strategy:

Emerging Market Strategies and

Send off/Advice on Your Presentations

Brief Case:  “Cola Wars in China:  The Future is Here,”  Ivey Case Study

 

 

20

Wed

3/31

Team Meeting:  Presentation Preparation (No Class)

 

 

21

Mon

4/5

Team Meeting:  Presentation Preparation (No Class)

 

 

22

Wed

4/7

Team Meeting:  Presentation Preparation (No Class)

 

 

 

 

23

Mon

4/13

Team Meeting:  Presentation Preparation (No Class)

 

 

24

Wed

4/15

Team Meeting:  Presentation Preparation (No Class)

 

 

25

Mon

4/20

Company Presentations (3-4 per day)

 

Team PowerPoint Due

at the Beginning of Class

 

26

Wed

4/22

Company Presentations (3-4 per day)

 

 

 

 

27

Mon

4/27

Company Presentations (3-4 per day)

 

 

 

28

Wed

4/29

Individual Report Preparation:

Work on Individual Papers (No Class)

 

 

 

x

Fri

5/1

 

Regional Playoffs and Global Championship

 

x

Tues

5/4

 

Individual Report Due in Office by 6PM

 

 

Required Course Materials

A course reader will be available for purchase from the school store. The course reader will also be available as an eBook. Copies of both will also be on reserve at the library. Library links to additional readings will be posted on Blackboard.

 

Assessment Components

Evaluation

A) Individual Assignments (70%)

Individual Company/Industry Comparison (3/11)

Midterm Quiz (3/24)
Individual Strategic Report (5/5)
Class, Trip and Group Participation
 

B) Group Assignments (30%)

Team Competitive Analysis Report (3/5)
Team Presentation (Slides due 4/20)


 

 

 

 

15%
20%
20%

15%

 

 

5%
25%

 

 

The distribution of grades in the course will be guided by the Stern Grading Guidelines for Core Courses at the Undergraduate College (25 - 35% A’s, 50 - 70% B’s, and 5 -15% C’s).

A) Individual Assignments

1) Company/Country Comparison:  Individual Assignment (15%)

The project report builds on your knowledge of the firm you will be visiting in Singapore and asks you to compare it to a firm in the same industry in a different country (Suggested length is 5-7 typewritten pages, double-spaced, 12-point Times New Roman or comparable font.)

Two copies of this report are due in my office/under my door by 6PM on Thursday, March 11th (with a copy submitted to turnitin.com).

2) Midterm Quiz (20%)

The midterm exam will take place in class on Wednesday, March 24th.

3) Strategic Report:  Individual Assignment (20%)

Write a report [not exceeding 8 pages, excluding appendices] on your company that

1) Compares, contrasts, and critically evaluates the recommendations of the teams in your section in terms of their potential impact on firm performance, their impact on the firm’s competitive position and risks, their use of competitively valuable firm resources, and their “affordability” in terms of the cash flows and debt capacity of the firm.

2) Presents an integrated set of strategic recommendations that you would make to management based on the above comparison, contrast and evaluation. 

Two copies of this report are due in my office by 6PM on Tuesday, May 4th (with a copy submitted to turnitin.com).

4) Class Trip and Participation (15%)

We have a reasonable policy for excused absences for job interviews and personal circumstances, providing you clear absences with me in advanceOtherwise you are allowed two unexcused absences, after which absences will affect your participation grade. Attendance during class activity and the trip to Singapore is a very important component of the learning process in this course. 

You are also expected to be present for the final competition (Friday, April 30th), the midterm (Wednesday, March 24th) and the presentation days (April 20th, 22nd and 26th).  Please mark your calendars for all of these days immediately.  Please also note that there is a mandatory travel orientation and ticket distribution meeting for the trip to be held in Paulson Auditorium on Wednesday, February 17th from 5:30pm to 7pm.

Short Ungraded Assignments

5) Singapore Country Assessment

            For this assignment you will be asked to assess the strengths and weaknesses of Singapore based on the Singapore, Inc. case and the Hawker Center reading.  This will provide a good application of the institutional material presented this point, building a foundation for the work you will do on your Singaporean company.  The write-up will be short.

6) 5 Learnings

For the “5 Learnings” assignment you will be asked to reflect what you have learned about Singapore during your week there in March.  More details to follow, but no outside research will be required for this short paper.

 

Group Projects

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.+

 

B) Team Assignments

1) Competitive Analysis and Company Questions: Team Assignment (5%)

In a report, (1) outline industry structure and main competitors, (2) identify competitive issues facing the company (its strengths, weaknesses, opportunities and threats), and (3) list questions to ask presenters during the company visit. (Suggested length is 5-7 typewritten pages, double-spaced). Two copies of this report are due at the beginning of class on Wednesday, March 3rd (with a copy submitted to turnitin.com).

2) Company Presentation: Team Assignment (25%)

Outline your company's strategic situation, that is, its strengths/advantages over competitors, and the major challenges and weaknesses it will have to overcome in the next few years. Develop a strategic plan for the next 3-5 years to maintain and/or improve the firm's performance. (Specifically, what significant changes in the firm's geographic scope, innovations, product development, marketing, technologies, operations, financial structure, organizational structure, mergers & acquisitions, joint ventures, strategic alliances, franchising, licensing or human resource management policies would you recommend?)

The presentation slides are due at the beginning of class on April 20th.

The presentation will be evaluated by the Professor, the TF and your fellow classmates. Each group will have 12 minutes for their presentation, followed by 3 minutes for Q&A.  In order to insure that students do not garner an unfair advantage all presentations must be handed in at that time and no extensions will be granted. Students will have substantial time to work on the team assignment after the trip.  A student’s participation in their group will be reflected in their grade as peer evaluations will be done.  Each group must meet with the professor at least once while preparing this report.

 

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.

 

Re-Grading

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.

 

Professional Responsibilities For This Course

Attendance

 

Participation

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:

 

Assignments

 

Classroom Norms

For those who already informed the Dean’s office in the fall that you will not be participating in the trip, you will be given a make-up assignment whose weight would be equal to that of your trip participation grade. In addition, you are expected to do additional research work on your group project so that there is an equitable distribution of work among the members of your group.  For those traveling to Singapore, you are required to adhere to the Code of Conduct given below:

ISP Travel and the Stern Undergraduate Code of Conduct

While on the ISP trip, students will have a significant amount of time on their own to explore the history, cultural sites, and local customs of Singapore. During this unsupervised time, students are expected to behave in a manner consistent with the Stern Undergraduate Code of Conduct. Behavioral violations include, but are not limited to, physical assault, harassment (including sexual and verbal), and property damage.

Accusations of behavioral violations will be investigated by faculty and administrative staff accompanying the students on the trip, and may result in students being immediately sent home to prevent further damage.In all cases, behavioral violations will be reported to the Office of Academic Affairs for further investigation and determination of sanctions by the Honor Committee.

Failure to attend and actively participate in the scheduled events while on the trip is also a violation of the Code. Such failures will also result in penalty in the class participation portion of the course grade. Misconduct or frequent failure to attend and actively participate while on the trip will result in as much as a two-letter reduction in the course grade.

 

Stern Policies

General Behavior
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
Course evaluations are important to us and to students who come after you.  Please complete them thoughtfully.

 

Academic Integrity

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.

 

Recording of Classes

Your class may be recorded for educational purposes

 

Students with Disabilities

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.

 

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