PGPM International Business

Instructor Professor Sukumaran (Suku) Bhaskaran Indian Institute of Management IIMK Campus Kunnamangalam Kerala, India Tel: +91 0495 2809254 Email: sukubhaskaran@iimk.ac.in Office: Room 16 Faculty Block 2 (Consultation: By prior appointment only and definitely not in class after completion of a session) Discipline (a) Mobile phones must be switched off when the class is in session (b) Students must not engage in discussions with one another when the class is in session (c) The Teaching Assistant (TS) will mark attendance. Students cannot challenge the TA. If there are disputes students should take an appointment with the Instructor and attempt to resolve the issue. (d) Assignments submitted after the prescribed deadline for submission will not be marked. No marks or grades will be awarded for assignments submitted after the due date. Contact Hours/Session: 2 hours per session, 15 sessions Aim and Objectives With India accelerating its integration with the international economy, businesses in India are rapidly increasing their engagement with consumers, businesses, governments, employees, advocacy groups and other stakeholders abroad. Managing the needs and demands of these diverse stakeholders is critical to developing and sustaining successful international business operations. This course aims to meet the demands of Indian businesses for managers with an international mindset and the capabilities and skills to pursue business in a globalized and rapidly transforming business environment. The objectives of this course are to develop knowledge of key theoretical and practitioner thoughts on international business including (a) Principles and practices of international business the international business arena (c) Methods of identifying, assessing and making international market choice and entry decisions

(b) Environment dynamics which impinge on industry and business attractiveness in

(d) Motivations, modes and models of international strategic partnerships and alliances (e) Managerial challenges in establishing, developing and sustaining international

business operations and strategic partnerships Learning Outcomes On completion of this course students are expected to have knowledge and skills on the following:

(a) (b) (c) (d) (e)

(f)

Motivations for internationalizing business endeavors Conventional and contemporary developments in international business environments Industry, corporate, business and operational level issues to be considered in decisions pertaining to internationalization and international business operations International market entry modes and motivations for choices pertaining to different modes of market entry Motivations and modalities of international business alliances Challenges and trends in international business including issues pertaining to managing businesses in multi-locations and managing strategic alliances

Pedagogy Lectures; peer-to-peer discussions of issues presented in lectures and assigned reading; syndicate case study assignments including analysis and inquiry of the presentations of other syndicate groups: analysis of the strategies and internationalization moves within industry sectors and business organizations in India drawing on experiences and information in sources such as business periodicals, newspapers, business programs on TV and business websites. Core Textbook Oded Shenkar and Ydong Lao, International Business, Wiley-India. ISBN13: 9788126516445. Recommended/Suggested Textbooks C.K. Prahalad. The Fortune at the Bottom of the Pyramid, Dorling Kindersley (India) Pty Ltd, New Delhi. ISBN 81-7758-776-5. Christopher A. Bartlett, Sumantra Ghoshal and Julian Birkinshaw. Transnational Management: Text, Cases and Readings in Cross-Border Management, McGraw-Hill. ISBN 0-07-248276-1. Assessment Assessments aim to assess student capabilities and skills to discuss, present and report on issues insightfully and persuasively with appropriate evidence (examples) to support their points. It is compulsory that students read all 19 case studies used in this course, assigned reading from the textbook and power point presentations upload on Moodle. It is recommend that students read the suggested reading for more in-depth knowledge on matters discussed in class. The lectures will draw on information in the suggested reading. The following six methods of assessment would be used to evaluate learning outcomes:

(a)

Individual Written Assignment 1 and 2: Case Study (20%)

(b)
(c)

Syndicate Project 1 and 2: Class power point presentation and discussions [including quality of answers to questions from peers] (15%) Class Participation (10%) Mid Term Closed Book Examination [1.5 hours] (20%) Answer both questions on a case study Case Study: The case study will be sent to students seven days in advance of the date of the examination. It is important that students are explicit in demonstrating their knowledge of appropriate theories, concepts and frameworks and their ability to evaluate and critique the case when answering the questions.

(d)

(d)

End of Term Closed Book Examination [3 hours] (35%) Answer two essay questions [from a choice of three questions] (20 marks) and both questions on a case study (15 marks) Case Study: The case study will be sent to students seven days in advance of the date of the examination. It is important that students are explicit in demonstrating their knowledge of appropriate theories, concepts and frameworks and their ability to evaluate and critique the case when answering the questions.

PGP International Business: Topics and Reading Session Number

1-2 Introduction to course, assessment, assignments, discipline and other matters Theories, concepts, frameworks and motivations for international business Compulsory Reading Shenkar and Lao: Chapters 1-3 and 5 Suggested Reading Michael E. Porter. Competitive advantage of nations, Harvard Business Review, March-April 1990. Pankaj Ghemawat. Managing differences: The central challenge of global strategy, Harvard Business Review, March 2007. Compulsory Reading Shenkar and Lao: Chapters 6-9 Suggested Reading Bart Becht. Building a company without borders, Harvard Business Review, April 2010 Compulsory Reading Shenkar and Lao: Chapters 4 Suggested Reading Mansour Javidan: Mary Teagarden: David Bowen. Making it overseas, Harvard Business Review, April 2010. John A. Quelch; and V. Kasturi Rangan. Profit globally, Give globally, Harvard Business Review, December 2003. Christopher A. Bartlett and Sumantra Ghoshal Going global: Lessons from late movers, Harvard Business Review, March-April 2000.

Topics/Issues for Discussions

Compulsory and Suggested Readings

3-4

Legal and regulatory frameworks in international business

Conventions and multi-lateral arrangements in international trade 5-8 International, transnational and global corporations

Marcus, Alexander; and Harry, Korine. When you shouldnt go global, Harvard Business Review, December 2008. C.K. Prahalad and Kenneth Lieberthal. The end of corporate imperialism, Harvard Business Review, August 2003. Case Discussions and Assignments (1) General Electric Medical Systems (2) Becton Dickinson: Worldwide Blood Collection Team (3) Palliser Furniture Ltd 9-12 Market selection, market entry and international business operations Compulsory Reading Shenkar and Lao: Chapters 10 and 11 Suggested Reading Ian Bremmer. Managing risk in an unstable world, Harvard Business Review, June 2005.

Tarun Khanna; Krishna G. Palepu; Jayant Sinha. Strategies that fit emerging markets, Harvard Business Review, June 2005. Pankaj Ghemawat. Distance still matters: The hard reality of global expansion, Harvard Business Review, September 2001. Case Discussions and Assignments (1) Global Wine Wars: New World Challenges Old (2) Toys R Us Japan (3) South African Breweries in Tanzania (4) Wal-Mart and Bharti: Transforming Retail in India

13-16

International market development and growth strategies

Compulsory Reading Shenkar and Lao: Chapters 16 and 17 Suggested Reading Christopher A. Bartlett; and Sumantra Ghoshal. Tap your subsidiaries for global reach, Harvard Business Review, November-December 1986. Floris A. Maljers. Inside Unilever: The evolving transnational company, Harvard Business Review, September-October 1992. David J. Arnold. Seven rules of international distribution, Harvard Business Review, November-December 2000. Howard S. Tu; Seung Yong Kim; Sherry E. Sullivan. Global strategy lessons from Japanese and Korean business groups, Business Horizons, March 2002. Stephen Tallman; Karin Fladmoe Lindquist; Karin Fladmoe-Lindquist. Internationalization, globalization, and capability-based strategy, California Management Review, 45(1), 2002. Marcus Alexander; Harry Korine; Pankaj Ghemawat; C.K. Prahalad; Kenneth Lieberthal; Diana Farrell. Winning the Globalization Game, 2nd Edition (HBR Article Collection). C.K. Prahalad and Kenneth Lieberthal. The end of corporate imperialism, Harvard Business Review, August 2003. Case Discussions and Assignments (1) Genzymes Gaucher Initiative: Global Risk and Responsibility (2) Globalizing an Australian Wine Company (3) Philips versus Matsushita: The Competitive Battle Continues (4) Wal-Mart Stores: "Everyday Low Prices" in China

17-20

International strategic partnerships and alliances

Compulsory Reading Shenkar and Lao: Chapters 12-13 Suggested Reading Diana Farrell. Beyond offshoring: Assess your companys global potential, Harvard Business Review, December 2004. Elise Campbell; Jeffrey J. Reuer. International alliance negotiations: Legal issues for general managers, Business Horizons, January-February 2001. Case Discussions and Assignments (1) ABBs Relays Business: Building and Managing a Global Matrix (2) P&G Japan:The SK-II Globalization Project (3) Silvio Napoli at Schindler India (4) Making China Beautiful: Shiseido and the China Market

20-24

Managing international business through building multidimensional capabilities

Compulsory Reading Shenkar and Lao: Chapters 14-17 Suggested Reading J. Stewart Black; Allen J. Morrison. A cautionary tale for emerging market giants, Harvard Business Review, September 2010. Elise Campbell; Jeffrey J. Reuer. International alliance negotiations: Legal issues for general managers, Business Horizons, January-February 2001. Case Discussions and Assignments (1) Xerox and Fuji Xerox (2) Skandia AFS: Developing Intellectual Capital Globally (3) The China and India Real Estate Market Entry Decisions

26-30

Contemporary issues and developments in international business

Compulsory Reading Shenkar and Lao: Chapters 18-20 Suggested Reading Diana Farrell. Beyond offshoring: Assess your companys global potential, Harvard Business Review, December 2004.