Frans Hikspoors, Juris Ulmanis
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Bachelor Degree or equivalent managerial working experience
The module International Management gives a broad picture of the subject of International Management. It attempts to present the subject’s body of thought and its instruments and to clarify it by means of topical examples. Within this context, the entire range of companies will be covered: from large multinational companies to SMEs operating in specific foreign markets. So, we do not limit ourselves to the well-known cases (such as Shell, Philips and Unilever), which always impress our imagination without much detailed knowledge. Also, the international SMEs will be extensively discussed. The module also pays attention to the specific (mostly managerial) problems of family companies taking an international business route; this is a fairly significant group of enterprises. Moreover, we will target national and local governments going international as well as the increasing influence of foreign (trans)national governmental and non-governmental organizations on the operations of both profit and non-profit organizations. In this connection, we will also consider ‘international lobby organizations’. The module sees International Management as a structured process. This does not imply that alternative points of view are put aside. For instance, according to various researchers and business people International Management is an intuitive matter mostly taken care of by senior management (such as the President or a division’s general manager). Furthermore, in International Management also power, politics and influence play a major role. These issues and their impact will be amply highlighted by means of cases and anecdotes.
- Apply knowledge and theory regarding the nature of the Multinational Enterprise (MNE): definition, motivations, means, mentalities (the internal forces that drive companies to expand to the larger, external, international environment in which they must operate)
- Recognize , explain and analyse various international contexts (in terms of external forces to integrate and coordinate activities and external forces - often social, legal and political in nature - leading MNEs to disaggregate their operations
- Be able to take decisions on concrete situations in how MNEs balance strategic ends and means to build the three required capabilities: global-scale efficiency and competitiveness, multinational flexibility and responsiveness, and worldwide innovation and learning
- Be able to apply and develop MNE’s organizational capabilities and international strategies
- Analyse in specific contexts the importance of MNEs’ and capture competitive advantage to develop innovative responses based on cross-border knowledge management (cross-border innovation)
- Possess, defend and communicate the managerial skills required to build and manage boundary-spanning relationships and strategic alliances effectively
- Analyse MNEs responsibilities and postures in a world where the benefits of globalization have led to value created through booming cross-border trade and investment which is unequally distributed
- Be able to explain and apply knowledge on key legal issues to businesses operating internationally
- The Multinational Enterprise (MNE): its modern definition requiring substantial direct foreign investment, strategic and organizational integration and active, coordinated management
- The factors that motivate companies to expand their operations internationally and the means and mentality needed to succeed in doing so
- Globalisation as the latest stage of a long transformation process and its countervailing forces
- Transnational strategies resulting from a balancing motivations for international expansion with the economic imperatives of its industry structure and competitive dynamics(the emerging transnational strategic model)
- The Global Matrix of international organizational structures and its failure; limitations of focusing on the formal structure, exploring the ‘administrative heritage’ (organizational history), values and norms and practices of a MNE’s management; key organizational dimensions
- Transnational innovation and its process (traditional versus the emerging models of cross border innovation
- Engaging in cross-border collaboration: managing across corporate boundaries (strategic alliances)
- Building multidimensional capabilities to implement the strategy: how to allocate the many complex strategic tasks and organizational roles among key management groups
- The MNE’s global role: its increasing power and its wider responsibilities. The shaky reputation of MNE in developing countries. The unequal division of the benefits of globalization around the world and persistent poverty; four possible MNE postures (exploitive, transactional, responsive, transformative)
Instruction / Study Load :
- 36 Lesson hours
- 101 Hours of reading literature, completing the handbook and preparation for examination.
- 3 Examination Hours
Total 140 Hours
IBA Final Qualification Mapping:
Mapped with numbers: 1, 2, 3, 5, 13, 14, 15, 25 and 26. See the EEG for further reference.
- Classroom lecturing
- Case study discussions
- Discussion sessions
- Research Papers
- Graphic Organizers
Module / Lecture and seminar status:
Testing and assessment:
Note: This is a Semester 1 Module 3 hour closed book Examination during exam week. See the Handbook and the EEG for further reference.
- C.A. Bartlett, P.W. Beamish (2014). Transnational Management – Text, cases, and readings in Cross-Border Management. Seventh Edition. McGraw Hill Education (Asia)
Recommended literature :
- P.K. Jagersma, “Guiding Global Growth”, Revised and Expanded, Brussels: Inspiration Press.
- Papers to be distributed during meetings – especially articles which reflect the results of research and case studies.