06260265 - International business
| Niveau de diplôme | |
|---|---|
| Crédits ECTS | 5 |
| Volume horaire total | 39 |
| Volume horaire CM | 24 |
| Volume horaire TD | 15 |
Responsables
Objectifs
The aim of this course is to introduce the principles and tools of international management. Several interrelated topics are covered, contributing to the emergence of a comprehensive framework for dealing with the problems and challenges encountered in formulating and deploying strategies for the internationalisation of organisations. The main themes covered in this course are analysis of the international business environment, the process of internationalisation of organisations, intercultural management and the adaptation of players to local specificities.
Estimation of private study (outside of contact hours): 2 hours per week
DIMENSION OF SOCIAL RESPONSIBILITY
During this seminar, students are made aware of the impact (direct and indirect, positive and negative) organizations can have on local populations and environments. Based on the Sustainable Development Goals (SDGs) defined by the United Nations, students are encouraged to consider the effects of the internationalization of business and trade on ecosystems. They are also encouraged to devise strategies for having a positive impact on local societies.
TARGETED KNOWLEDGE AND SKILLS
TARGETED KNOWLEDGE
• Be familiar with the current issues relating to the international development of companies
• Be familiar with the main ways of entering foreign markets
• Be familiar with the main internationalisation models
TARGET SKILLS
• Analysis of the economic, institutional and social context of a country or geographical area
• Carrying out a diagnosis
• Understanding interactions in an international context, taking account of cultural differences.
• Formulate an internationalisation strategy
Estimation of private study (outside of contact hours): 2 hours per week
DIMENSION OF SOCIAL RESPONSIBILITY
During this seminar, students are made aware of the impact (direct and indirect, positive and negative) organizations can have on local populations and environments. Based on the Sustainable Development Goals (SDGs) defined by the United Nations, students are encouraged to consider the effects of the internationalization of business and trade on ecosystems. They are also encouraged to devise strategies for having a positive impact on local societies.
TARGETED KNOWLEDGE AND SKILLS
TARGETED KNOWLEDGE
• Be familiar with the current issues relating to the international development of companies
• Be familiar with the main ways of entering foreign markets
• Be familiar with the main internationalisation models
TARGET SKILLS
• Analysis of the economic, institutional and social context of a country or geographical area
• Carrying out a diagnosis
• Understanding interactions in an international context, taking account of cultural differences.
• Formulate an internationalisation strategy
Contenu
COURSE OUTLINE
1. History and context of international management
2. Opportunities and risks of international development
3. Strategies for entering foreign markets
4. Models for the internationalisation of organisations
5. Innovation in a globalised world
6. Towards ‘responsible’ international development?
7. Managing cultural diversity
1. History and context of international management
2. Opportunities and risks of international development
3. Strategies for entering foreign markets
4. Models for the internationalisation of organisations
5. Innovation in a globalised world
6. Towards ‘responsible’ international development?
7. Managing cultural diversity
Bibliographie
RECOMMENDED TEXTS AND PUBLICATIONS
1. Buckley, P. J., Enderwick, P., & Voss, H. (2022). International Business (2nd ed.). Oxford University Press (available at the library)
2. Rugman, A. M., Collinson, S., & Narula, R. (2017). International business (7th ed.). Pearson (available at the library)
EMBLEMATIC BOOKS OR RESEARCH PAPERS REGARDING THE SUBJECT OF THE COURSE
Articles
1. Bell J., McNaugthon, R. et Young, S. (2001), Born-again global’ firms : An extension to the ‘born global’ phenomenon, Journal of International Management, vol. 7, n°3, p. 173-189.
2. Bell J., McNaugthon, R,. Young, S. et Crick, D. (2003), Towards an Integrative Model of Small Firm Internationalisation, Journal of International Entrepreneurship, vol. 1, n° 4, p. 339-362.
3. Håkanson, L., & Kappen, P. (2017). The ‘casino model’of internationalization: An alternative Uppsala paradigm. Journal of International Business Studies, 48, 1103-1113.
4. Johanson, J. et Vahlne J.-E. (1977), The internationalization process of the firm - A model of knowledge development and increasing foreign markets commitments, Journal of International Business Studies, vol. 8, n°1, p. 25-34.
5. Johanson, J. & Vahlne J.-E. (2009), The Uppsala internationalization process model revisited : From liability of foreignness to liability of outsidership, Journal of International Business Studies, vol. 40, n°9, p. 1411-1431.
6. Oviatt, B. M., & McDougall, P. P. (2005). Defining international entrepreneurship and modeling the speed of internationalization. Entrepreneurship theory and practice, 29(5), 537-553.
7. Vahlne, J.-E. & Johanson, J. (2020), The Uppsala model: Networks and micro-foundations. Journal of International Business Studies, 51(1), 4-10.
Books
1. Dunning, J. H., & Lundan, S. M. (2008). Multinational enterprises and the global economy, 2nd ed. Cheltenham, Elgar (available at the library)
TEXTS AND PUBLICATIONS OF IAELYON FACULTY ON THE SUBJECT OF THE COURSE
Articles
1. Chalençon, L., & Marion, A. (2024). Size and financing of external growth strategies among small and medium enterprises. European Management Review. (in press)
2. Chalencon, L. & Mayrhofer, U., (2018), Do cross-border mergers-acquisitions in mature and emerging markets create similar value?, Journal of Organizational Change Management, 47(1), 4-22
3. Dominguez N. (2018). Promotion agencies and SMEs’ internationalization process: A blessing or a curse ?, Journal of international Entrepreneurship, 16(1), 58-81.
4. Dominguez, N., & Mayrhofer, U. (2017). Internationalization stages of traditional SMEs: Increasing, decreasing and re-increasing commitment to foreign markets. International Business Review, 26(6), 1051-1063.
5. Dominguez, N., & Mayrhofer, U. (2024). How do cultural differences shape SME HQ-subsidiary relationships in China?, European Journal of International Management (in press).
6. Dominguez, N., Mayrhofer, U., & Obadia, C. (2017). The antecedents of information exchange in export business networks. M@n@gement, 20(5), 463-491.
7. Lamotte, O., Chalençon, L., Mayrhofer, U., & Colovic, A. (2021). Intangible resources and cross-border acquisition decisions: The impact of reputation and the moderating effect of experiential knowledge. Journal of Business Research, 131, 297-310.
8. Nguyen, A. & Özçaglar-Toulouse N (2021). Nation branding as a market-shaping strategy : A study on South Korean products in Vietnam, Journal of Business Research, 122, 131-144.
9. Thivant E. ; Machková H. (2017), An Analysis of French Mergers and Acquisitions in Different Sectors of the Czech Economy. Central European Business Review, University of Economics Prague, 2017, 6 (1), 48-60.
Books
1. Chalencon, L., (2017), Location Strategies and Value Creation of International Mergers and Acquisitions. London, Wiley-ISTE.
2. Dominguez, N. (2018), SMEs’ Internationalisation strategies: Innovate to conquier new markets. London, Wiley-ISTE.
3. Dominguez, N. & Mayrhofer, U. (2018), Key success factors of SME internationalisation: A cross-country perspective, Bingley: Emerald Publishing
1. Buckley, P. J., Enderwick, P., & Voss, H. (2022). International Business (2nd ed.). Oxford University Press (available at the library)
2. Rugman, A. M., Collinson, S., & Narula, R. (2017). International business (7th ed.). Pearson (available at the library)
EMBLEMATIC BOOKS OR RESEARCH PAPERS REGARDING THE SUBJECT OF THE COURSE
Articles
1. Bell J., McNaugthon, R. et Young, S. (2001), Born-again global’ firms : An extension to the ‘born global’ phenomenon, Journal of International Management, vol. 7, n°3, p. 173-189.
2. Bell J., McNaugthon, R,. Young, S. et Crick, D. (2003), Towards an Integrative Model of Small Firm Internationalisation, Journal of International Entrepreneurship, vol. 1, n° 4, p. 339-362.
3. Håkanson, L., & Kappen, P. (2017). The ‘casino model’of internationalization: An alternative Uppsala paradigm. Journal of International Business Studies, 48, 1103-1113.
4. Johanson, J. et Vahlne J.-E. (1977), The internationalization process of the firm - A model of knowledge development and increasing foreign markets commitments, Journal of International Business Studies, vol. 8, n°1, p. 25-34.
5. Johanson, J. & Vahlne J.-E. (2009), The Uppsala internationalization process model revisited : From liability of foreignness to liability of outsidership, Journal of International Business Studies, vol. 40, n°9, p. 1411-1431.
6. Oviatt, B. M., & McDougall, P. P. (2005). Defining international entrepreneurship and modeling the speed of internationalization. Entrepreneurship theory and practice, 29(5), 537-553.
7. Vahlne, J.-E. & Johanson, J. (2020), The Uppsala model: Networks and micro-foundations. Journal of International Business Studies, 51(1), 4-10.
Books
1. Dunning, J. H., & Lundan, S. M. (2008). Multinational enterprises and the global economy, 2nd ed. Cheltenham, Elgar (available at the library)
TEXTS AND PUBLICATIONS OF IAELYON FACULTY ON THE SUBJECT OF THE COURSE
Articles
1. Chalençon, L., & Marion, A. (2024). Size and financing of external growth strategies among small and medium enterprises. European Management Review. (in press)
2. Chalencon, L. & Mayrhofer, U., (2018), Do cross-border mergers-acquisitions in mature and emerging markets create similar value?, Journal of Organizational Change Management, 47(1), 4-22
3. Dominguez N. (2018). Promotion agencies and SMEs’ internationalization process: A blessing or a curse ?, Journal of international Entrepreneurship, 16(1), 58-81.
4. Dominguez, N., & Mayrhofer, U. (2017). Internationalization stages of traditional SMEs: Increasing, decreasing and re-increasing commitment to foreign markets. International Business Review, 26(6), 1051-1063.
5. Dominguez, N., & Mayrhofer, U. (2024). How do cultural differences shape SME HQ-subsidiary relationships in China?, European Journal of International Management (in press).
6. Dominguez, N., Mayrhofer, U., & Obadia, C. (2017). The antecedents of information exchange in export business networks. M@n@gement, 20(5), 463-491.
7. Lamotte, O., Chalençon, L., Mayrhofer, U., & Colovic, A. (2021). Intangible resources and cross-border acquisition decisions: The impact of reputation and the moderating effect of experiential knowledge. Journal of Business Research, 131, 297-310.
8. Nguyen, A. & Özçaglar-Toulouse N (2021). Nation branding as a market-shaping strategy : A study on South Korean products in Vietnam, Journal of Business Research, 122, 131-144.
9. Thivant E. ; Machková H. (2017), An Analysis of French Mergers and Acquisitions in Different Sectors of the Czech Economy. Central European Business Review, University of Economics Prague, 2017, 6 (1), 48-60.
Books
1. Chalencon, L., (2017), Location Strategies and Value Creation of International Mergers and Acquisitions. London, Wiley-ISTE.
2. Dominguez, N. (2018), SMEs’ Internationalisation strategies: Innovate to conquier new markets. London, Wiley-ISTE.
3. Dominguez, N. & Mayrhofer, U. (2018), Key success factors of SME internationalisation: A cross-country perspective, Bingley: Emerald Publishing
Contrôles des connaissances
Individual grade
Individual exam (final)
- Case study (50% final grade)
- MCQ (20% final grade)
- Questions (30% final grade)
Other grade(s)
Grading during class
Case study
- Presentations (50% final grade)
- Report (50% final grade)
20 mn per group
Weight: Individual grade (60% final grade) + collective grade (40% final grade)
Individual exam (final)
- Case study (50% final grade)
- MCQ (20% final grade)
- Questions (30% final grade)
Other grade(s)
Grading during class
Case study
- Presentations (50% final grade)
- Report (50% final grade)
20 mn per group
Weight: Individual grade (60% final grade) + collective grade (40% final grade)
Informations complémentaires
TEACHING METHODS
NATURE OF MATERIALS
A detailed list of readings will be provided to students during the first course on moodle.
Several tools and materials are used to illustrate this seminar, such as videos, case studies, newspaper, etc. Additional resources (podcasts, videos, reports, press articles, etc.) are provided to enable students to expand on and/or illustrate the points made in class. Harvard Business cases, Rotterdam School of Management and CCMP case studies will be used to illustrate the concepts seen in class.
TEACHING INNOVATIONS AND USE OF TECHNOLOGY
Digital tools - such as wooclap, kahoot, miro etc. – will be used to get students active during lessons, to gather their opinions, to brainstorm and also to test their knowledge.
PRE-REQUISITES IN TERMS OF KNOWLEDGE AND SKILLS
No pre-requisites are required to attend this seminar. However, students are strongly advised to keep abreast of business news. Reading business journals will give them additional keys to a better understanding of the day-to-day workings and constraints of organizations (examples: The Conversation, The Economist, The Financial Times, Harvard Business Review, among others).
RESOURCES AVAILABLE
Students can access key resources (books, newspapers, videos, etc.) via the electronic library (accessible via their student account). The Europresse, Factiva, Infopress, MetaNews… databases offer an extensive access to press resources. The Statista and Xerfi databases give students access to various market studies and a better understanding of trends in different sectors.
NATURE OF MATERIALS
A detailed list of readings will be provided to students during the first course on moodle.
Several tools and materials are used to illustrate this seminar, such as videos, case studies, newspaper, etc. Additional resources (podcasts, videos, reports, press articles, etc.) are provided to enable students to expand on and/or illustrate the points made in class. Harvard Business cases, Rotterdam School of Management and CCMP case studies will be used to illustrate the concepts seen in class.
TEACHING INNOVATIONS AND USE OF TECHNOLOGY
Digital tools - such as wooclap, kahoot, miro etc. – will be used to get students active during lessons, to gather their opinions, to brainstorm and also to test their knowledge.
PRE-REQUISITES IN TERMS OF KNOWLEDGE AND SKILLS
No pre-requisites are required to attend this seminar. However, students are strongly advised to keep abreast of business news. Reading business journals will give them additional keys to a better understanding of the day-to-day workings and constraints of organizations (examples: The Conversation, The Economist, The Financial Times, Harvard Business Review, among others).
RESOURCES AVAILABLE
Students can access key resources (books, newspapers, videos, etc.) via the electronic library (accessible via their student account). The Europresse, Factiva, Infopress, MetaNews… databases offer an extensive access to press resources. The Statista and Xerfi databases give students access to various market studies and a better understanding of trends in different sectors.