INDIAN INSTITUTE OF MANAGEMENT KOZHIKODE

Post Graduate Programme in Management

Course Outline

Course Name International Business Year and Batch II Year, 2015-16,

PGP19
Term VI Course Credit 3
Total no. of 15 Session 2 hrs
sessions Duration
Instructor(s) S.Subramanian
Contact Details 0495-2809112 (Off), s.subramanian@iimk.ac.in
Office Faculty Block 1, Room No. 12

Introduction
This course will primarily focus on the application of strategic management concepts to
international businesses. While it will borrow some of the basic theories from classical
management disciplines, it will go beyond merely extending such theories to organizations
operating overseas. The course will provide a framework within which multinational
organizations can be analyzed. It will cover the entire spectrum of foreign venture
management ranging from the definition of multinationals, the rationale behind foreign
expansion, the alternative modes of market entry, understanding foreign environments and
cultures, and designing international business strategies. The course will emphasize both
theoretical and practical elements.

Learning Outcomes/Course Objectives

On completion of the course, the students are expected to have an understanding of the
following
1. Motivation for internationalization of Business.
2. Nature and challenges of socio-economic, political and cultural forces impacting
international business
3. Complex problem-solving and analytical skills required to analyze international
business situations
4. Foreign market entry, inter-firm collaborative options and nature of emerging markets
5. Relevance of contemporary issues to international business

Textbooks and Learning Materials

Text Book(s)
Hill.C.W.L and Jain.A.K (2014) International Business: Competing in the Global
marketplace, 10th Edition, McGraw Hill Education (India) Pvt Ltd.

Reference Book(s)
Sitkin.A and Bowen.N (2013) International Business: Challenges and Choices, 2 nd Edition
Oxford University Press, Delhi

Additional Reading(s)

RM-1. Introduction to International Strategy by David Collis & Jordan Seighal (HBS 9-706-
481)
RM-2 Introduction to Global Strategy, Module Note by Jordan Siegel (HBS 706448-PDF-
ENG)
RM-3. Porter, M.E. 1990. Competitive Advantage of Nations. Harvard Business Review.
March.
RM-4 Checa, N., Maguire, J., & Barney, J. 2003. The new world disorder. Harvard business
review, 81(8), 70-79.
RM-5. Ghemawat, P. (2001) Distance still matters. Harvard business review, 79(8), 137-147.
RM-6. De Kluyver.C.A., Target Markets and Modes of Entry, Harvard Business Publishing,
BEP043
RM-7 Ohmae, Kenichi . 1989. The Global Logic of Strategic Alliances. Harvard Business
Review March/April
RM-8 PJ Buckley/PN Ghauri (Hg.), The Internationalization of the Firm. A Reader, 2, 295-
311.
RM-9 Bartlett, C. & Ghoshal, B. 1988. Organizing for worldwide effectiveness: The
transnational solution. California Management Review. Fall.
RM-10 Bartlett, C. & Ghoshal, S. 1986. Tap your subsidiaries for global reach. Harvard
Business Review. November.
RM-11 Ghemawat, P. 2007. Managing differences: The central challenge of global strategy.
R0703C-PDF-ENG
RM-12 Global Wine War 2009: New World versus Old, HBS- 910405-PDF-ENG
RM-13, Gurucharan Das. 1993. Local Memoirs of a Global Manger. Harvard Business
Review, March/April
RM-14 Becht, B. (2010). Building a company without borders. Harvard business review,
88(4). April
RM-15 Kashani, Kamran. 1989. Beware the Pitfalls of Global Marketing. Harvard Business
Review, March/April
RM-16 Khanna, T. & Palepu, K. 2006. Emerging Giants: Building World-Class Companies in
Developing Countries. Harvard Business Review. October.
RM-17, Khanna, Tarun and Palepu, Krishna. 2010. Spotting and responding to institutional
voids: Identifying opportunities in emerging markets. Harvard Business Press chapters.
5905BC-PDF-ENG
RM-18 . Business Environment in India
RM-19 M. Zeng and P. Williamson.2003. The Hidden Dragons Harvard Business Review,
October
RM-20Park,S.H., & Vanhonacker, W.R. 2007. The challenge for multinational corporations in
China: think local, act global. MIT Sloan Management Review, 48(4), 9-15.
RM-21 Inkpen, A. & Ramaswamy, K. 2007. End of the multinational: Emerging markets
redraw picture. The Journal of Business Strategy. 28,5.
RM-22Bartlett, C.A., and Ghoshal.S. 2003, "What is a Global Manager?" Harvard Business
Review, August.
RM-23 Conklin.D.W, Corruption: The International Evolution of New Management
Challenges HBS product -909M65-PDF-ENG

Case -1 The Globalization of Cemex (HBS, 9-701-017)

Case-2 The Dutch Flower Cluster (HBS 9-711-507)
Case-3 Toys R Us Japan (HBS, 9-796-077)
Case -4 eBay's Strategy in China: Alliance or Acquisition (HKU701-PDF-ENG)
Case-5 Volvo Trucks (A): Penetrating the US market (HBS,9-702-418)
Case-6 Philips versus Matsushita: The Competitive Battle (HBS, 9-910-410)
Case-7 BRL Hardy: Globalizing an Australian Wine (HBS,9-300-018)
Case-8 Procter & Gamble Europe: Vizir Launch (HBS,9-384-139)
Case-9 Lenovo: Building a global brand (HBS, 9-507-014)
Case-10 LG Electronics: Global Strategy in Emerging Markets (TB0073-PDF-ENG)
Case 11- Metro Cash & Carry (HBS, 9- 707-505)
Case-12 Wal-Mart in China 2012 (HKU984-PDF-ENG)
Case-13 Crossing Borders: MTCs Journey through Africa (HBS,9-708-477)
Case-14 Silvio Napoli at Schindler India (A) & (B) (HBS, 303086 & 302054)
Case-15: Bribery and Extortion in International Business (HBS 9-700-055)

Pedagogy Used/Learning Process

This course would be thought through a combination of readings, case discussions, group
learnings and lectures with intent to cover varied perspectives. The instructor expect the
students to participate actively in the class. Students are expected to read the textbooks or
other assigned readings outside of class and participate in the critical evaluation of the
material through class discussion.

Session Plan

Ses. Module Topic Chapter No. /

No Reading material /
Cases
1 Introduction to What is IB , History- International Trade Chapter-1 & 6,
International Business theories Current IB environment RM-1 & 2, Case-1
2 Global business Country Level competitiveness- Chapter-6 & 7
environment determining factors and measurement RM-3, Case-2
3 Political, Legal and cultural environment Chapter-2, 3 & 4
RM-4 & 5, Case -3
4 Entry into foreign Entry strategies for foreign markets Chapter 15, RM 6 & 7
markets Case - 4
5 MNC/ global Strategies Strategies for foreign markets Chapter 13, RM- 8
Case 5
6 Structure of MNCs Organizational design and structure for Chapter 14,
global reach RM-9 & 10, Case 6
7 Coordination and Coordination and Control structure and Chapter 14
Control in MNCs process for effective implementation of RM 11 & 12, Case 7
international strategy
8 Learning Global Organizational Learning Process in global RM 13 & 14
Corporation markets Case 8
9 Global Marketing Marketing Mix and issues in International Chapter 18
markets RM 15 , Case 9
10 Emerging Markets Global Strategies for emerging markets RM-16 & 17
institutional voids Case -10
11 MNC Strategies for India RM-18, Case 11
12 MNC Strategies for China RM-19 & 20
Case 12
13 Pan-Regional Strategies African and Middle East market strategies Chapter-9
RM- 21, Case-13
14 Human resources issues Managing Global workforce and ensuring Chapter-19
in IB coordination RM- 22 , Case 14

15 Integrity Issues and Managing corruption and integrity issues Chapter-5

Challenges in IB in IB RM- 23, Case - 15
Evaluation Components/Assessment of Student Learning

Assessment Tool Weightage

Class Participation & Case Discussion 25%
Quizzes (3) 15%
Group Project & Presentation 10%
Mid-term Examination 20%
End term Examination 30%
Total 100%

Class Participation& Case Discussion - 25 Marks

Active and thoughtful class participation will be critical for learning. Marks for class
participation will be awarded on the basis of the contribution made in the class, particularly
during case discussion. In evaluating class participation, the quality rather than the frequency
of contributions will matter the most. In assessing the quality, the following would be
considered:
Does the participant simply repeat the facts of the case or he / she provides analysis to
broaden our understanding of the issues facing the protagonist?
Does the comment fit well into the flow of the discussion? Is he /she linking the
comments to comments made by others?
How significantly did this students participation contribute to the learning of the section
as a whole?

Quiz15 Marks
There will be a number of surprise quizzes during the term, either at the beginning or the end
or middle of class to test the students understanding of readings, up to date knowledge of case
and even class discussions. There will NOT BE any make-up quizzes for those quizzes
missed.

Group Project 10 marks

This is a group project aimed at testing the students understanding ofinternational business
strategies of the MNCs. This will also evaluate their mastery over a body of analytical tools
and strategic frameworks and the ability to take an integrative point of view. The details
would be provided later in the class.
Evaluation Criteria for Reports
Content and relevance of the content - 4 marks
Analysis - 4 marks
Structure of the report - 2 marks

General rules for the reports

All the groups have to submit both printed copy and soft copy of the report. Direct copy-paste
from websites (except for tables and diagrams) will be considered as copying and will get
only zero marks.
Report format- Times News Roman font size 12 and 1.5 spacing. The report should be
printed on an A4 size sheet. First page should contain the name of the group members,
Enrolment number and the name of the industry analyzed. (The marks for structure of the
report will consider these formatting issues also)

Midterm (20 marks) and End Term Examinations (30 marks)

Both the examination would be a combination of multiple choice questions, small caselets
and cases. The details would be announced later in the class.