INMGT588-20A (NET)

International Business Strategy

30 Points

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Division of Management
School of Management and Marketing

Staff

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Convenor(s)

Lecturer(s)

Administrator(s)

: sade.lomas@waikato.ac.nz

Placement/WIL Coordinator(s)

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Lab Technician(s)

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: nat.enright@waikato.ac.nz

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Paper Description

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This paper focuses on the international business strategy of organisations, industries and countries. International business strategy at the level of the organisation identifies the differences between national and international competitors and the complex environment in which they operate. The international strategy utilised by an industry identifies the forces that drive that industry, including competitive pressures and government policy.

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Paper Structure

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This class will be taught ONLINE using panopto software via Moodle (see right hand menu). There are 12 sessions in all. Each panopto session corresponds to a chapter in your e-textbook, International Business Strategy: A New Zealand Perspective. A pdf copy of your textbook can be downloaded online (under resources) free of charge.

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Learning Outcomes

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Students who successfully complete the course should be able to:

  • 1.
    To understand the similarities and differences between domestically focused business strategy and international business strategy, and how strategy formulation needs to be grounded in an understanding of the complexities of the international business environment
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  • 2.

    To lead a critical discussion on a topic in international business and international management and discuss the theoretical implications

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  • 3.

    To demonstrate how these theories underpin the ways in which organisations seek to operate internationally and contribute to New Zealand's economic growth in the wider Asia Pacific context

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  • 4.

    To critically assess arguments and standards in academic writing

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  • 5.

    To demonstrate an ability to think laterally and creatively about international business problems and practice in international organisations

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  • 6.
    To read scholarly discussions in international business and management and apply these understandings to specific instances of international business strategy
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Assessment

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Assessment Components

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The internal assessment/exam ratio (as stated in the University Calendar) is 100:0. There is no final exam. The final exam makes up 0% of the overall mark.

The internal assessment/exam ratio (as stated in the University Calendar) is 100:0 or 0:0, whichever is more favourable for the student. The final exam makes up either 0% or 0% of the overall mark.

Component DescriptionDue Date TimePercentage of overall markSubmission MethodCompulsory
1. Discussion Topic 1 - Global Change
19 Mar 2020
12:00 PM
20
  • Online: Moodle Forum Discussion
2. Case Study 1 - Trigon
9 Apr 2020
12:00 PM
30
  • Online: Submit through Moodle
3. Case Study 2 - Synlait - Group work
14 May 2020
12:00 PM
30
  • Online: Submit through Moodle
4. Discussion Topic 2 - Planet or Profit?
4 Jun 2020
12:00 PM
20
  • Online: Moodle Forum Discussion
Assessment Total:     100    
Failing to complete a compulsory assessment component of a paper will result in an IC grade
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Required and Recommended Readings

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Required Readings

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Scott-Kennel, J. & Akoorie, M E. 2014. International Business Strategy: A New Zealand Perspective. MI Publishing. This is an e-book, will be supplied free of charge. The cases needed for this course will also be made available free of charge.

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Recommended Readings

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Other resources needed for assignments can be obtained online or via reference material available in the library. For other theoretical resources please see recommended resources, below. These are supplementary readings, in the form of academic journal articles, below. Those articles that can be accessed electronically are highlighted (by author's name) and are identified by their electronic source. Just click on the highlighted name. Readings are also available via Waikato Reading Lists, see https://rl.talis.com/3/waikato/lists/014EFAF2-5F03-7E98-CEC7-76BEAC582461.html?lang=en-US&login=1

Chapter 2

Agmon, T. (2003). Who gets what: the MNE, the nation state and the distributional effects of globalization. Journal of International Business Studies. 34(5): 416-427. Retrieved from ProQuest Database.

Anonymous. (2019). Slowbalisation.The Economist, 69:70.

Buckley, P., and Ghauri, P. (2004). Globalisation, economic geography and the strategy of multinational enterprises. Journal of International Business Studies. 35(2): 81-98. Retrieved from ProQuest Database.

Buckley, P. J. and Hashai, N. (2004). A global system view of firm boundaries. Journal of International Business Studies. 35(1): 33-45. Retrieved from ProQuest Database.

Leamer E. E. and Storper, M. (2001). The economic geography of the Internet Age, Journal of International Business Studies. 32 (4): 641-665. Retrieved from ProQuest Database.

Levitt, T. (1983). The Globalization of Markets, Harvard Business Review. May-June: 92-102. Retrieved from Ebsco Database.

Lund, S. et. al. (2019). Globalization in transition: The future of trade and global value chains. McKinsey & Co.

Moore, K., and Lewis, D. (1998). The first multinationals: Assyria circa 2000 B.C. Management International Review. 38 (2): 95-107. Retrieved from ProQuest Database.

Ricart, J., Enright, M., Ghemawat, P. Hart, S. and Khanna, T. (2004). New Frontiers in International Strategy, Journal of International Business Studies. 35(3): 175-200.

Shenkar, O. 2004. One more time: international business in a global economy. Journal of International Business Studies. 35 (2): 161-171. Retrieved from ProQuest Database.

Chapter 3

Collinson, S., & Rugman, A. M. (2008). The regional nature of Japanese multinational business. Journal of International Business Studies, 39(2), 215-230.

Feils, D. J., & Rahman, M. (2008). Regional economic integration and foreign direct investment: The case of NAFTA. Management International Review (MIR), 48(2), 147-163.

Rugman, A. M. 2003. Regional strategy and the demise of globalization, Journal of International Management, 9: 409-417. Retrieved from ElsevierScienceDirect® Database.

Tonby, O.; I. Woetzel; W. Choi; J. Seong; P. Wang (2019). Asia’s future is now. McKinsey & Co.

Chapter 4

Davies, H. (2018). Chapter 2 China’s miracle, China’s tensions – the four “izations”, in H. Davies, H. & M. Raskovic. Understanding a Changing China: Key Issues for Business. Routledge: London and New York, pp. 16-32.

Faure, G. O., Fang, T. (2008). Changing Chinese values: Keeping up with paradoxes. International Business Review, 17(2), 194-207.

Huan, Z., Ghauri, P. N. (2008). Learning through International Acquisitions: The Process of Knowledge Acquisition in China. Management International Review (MIR) , 48 (2), 207-226.

Luo, Y. (2008). The changing Chinese culture and business behavior: The perspective of intertwinement between guanxi and corruption. International Business Review, 17(2), 188-193.

Yunxia, Z. (2009). Managing business relationships in New Zealand and China. Management International Review (MIR), 49(2), 225-248.

Chapter 5

Barney, J.B. (1995). Looking inside for competitive advantage. The Academy of Management Executive. 9 (4): 49-62. Retrieved from ProQuest Database.

Makhija, M.V., Kim, K. and Williamson, S.D. (1997). Measuring globalization of industries using a national industry approach: Empirical evidence across five countries and over time. Journal of International Business Studies. 28(4): 679-711. Retrieved from ProQuest Database.

Prahalad, C.K. and Hamel, G. (1990). The core competence of the corporation. Harvard Business Review. 68 (3): 79-91.

Porter, M.E. (1991). Towards a Dynamic Theory of Strategy. Strategic Management Journal, 12 Winter Special Issue: Fundamental issues in Strategy and Economics: 95-117. Retrieved from ProQuest Database.

Ricart, J. E., Enright, M. J., Ghemawat, P., Hart, S.L. and Khanna, T. (2004). New frontiers in international strategy. Journal of International Business Studies. 35(3):175-200.

Chapter 6

David, B. (2016). SMEs; Localisation vs. Internationalisation: A Critical Review of Theoretical Frameworks and Business Strategy. J. Entrepren. Organiz. Management 5:191. doi:10.4172/2169-026X.1000191

Meyer, K. E., Estrin, S., Bhaumik, S. K., & Peng, M. W. (2009). Institutions, resources, and entry strategies in emerging economies. Strategic Management Journal, 30(1), 61-80.

Buckley, P. J., & Hashai, N. (2009). Formalizinginternationalization in the eclectic paradigm. Journal of International Business Studies, 40(1), 58-70.

Singh, D. A. (2009). Export performance of emerging market firms. International Business Review, 18(4), 321-330.

Contractor, F. J. (2007). Is international business good for companies? The evolutionary or multi-stage theory of internationalization vs. the transaction cost perspective. Management International Review (MIR), 47(3), 453-475.

Chapter 7

Townsend, J. D., Yeniyurt, S., & Talay, M. B. (2009). Getting to global: An evolutionary perspective of brand expansion in international markets. Journal of International Business Studies, 40(4), 539-558.

Xin, L., Musteen, M., & Datta, D. K. (2009). Strategic orientation and the choice of foreign market entry mode. Management International Review (MIR), 49(3), 269-290.

Chapter 8

Buckley, P. J., & Casson, M. C. (2009). The internalisation theory of the multinational enterprise: A review of the progress of a research agenda after 30 years. Journal of International Business Studies, 40(9), 1563-1580.

De Beule, F., & Van Den Bulcke, D. (2009). Retrospective and prospective views about the future of the multinational enterprise. International Business Review, 18(3), 215-223.

Hennart, J. F. O. (2009). Down with MNE-centric theories! Market entry and expansion as the bundling of MNE and local assets. Journal of International Business Studies, 40(9), 1432-1454.

Rangan, S., & Sengul, M. (2009). Information technology and transnational integration: Theory and evidence on the evolution of the modern multinational enterprise. Journal of International Business Studies, 40(9), 1496-1514.

Chapter 9

Birkinshaw, J. M. and Morrison, A. J. 1995. Configurations of strategy and structure in subsidiaries of multinational corporations. Journal of International Business Studies. 26 (4), 729-753. Retrieved from ProQuest Database.

Gronroos, C. 1999. Internationalization strategies for services. Journal of Services Marketing, 13(4/5), 290-297. Retrieved from Emerald Database.

Harzing, A.-W. 2000. An empirical analysis and extension of the Bartlett and Ghoshal typology of multinational companies. Journal of International Business Studies, 31(1), 101-120. Retrieved from ProQuest Database.

Malnight, T. W. 1996. The transition from decentralized to network-based MNC structures: An evolutionary perspective. Journal of International Business Studies: 27(1): 43-65. Retrieved from ProQuest Database.

Ricart, J. E., Enright, M. J., Ghemawat, P., Hart, S. L., & Khanna, T. 2004. New frontiers in international strategy. Journal of International Business Studies, 35(3), 175-200.

Tse, T. and Soufani, K. 2003 Business strategies for small firms in the new economy, Journal of Small Business and Enterprise Development, 10 (3): 306-320. Retrieved from Emerald Database.

Zámborský, P. 2019. International Business and Global Strategy. Bookboon. Available at https://bookboon.com/en/international-business-and-global-strategy-ebook

Chapter 10

Birkinshaw, J., and Hood, N. 2000. Characteristics of foreign subsidiaries in industry clusters. Journal of International Business Studies, 31(1), 141. Retrieved from ProQuest Database.

Maitland, E., Rose, E. L. and Nicholas, S. 2005. How firms grow: clustering as a dynamic model of internationalization. Journal of International Business Studies, 36 ( 4): 435-452. Retrieved from InfoTracOneFile: Thomson Gale Database.

Markusen, A. (1996) Sticky places in slippery space: a typology of industrial districts, Economic Geography, 72 (3): 293-313.

Maskell, P. 2001. Towards a knowledge-based theory of the geographical cluster. Industrial and Corporate Change, 10(4), 921. Now available online.

Lazeron, M. and Lorenzoni, G. 1999. The firms that feed industrial districts: a return to the Italian source. Industrial and Corporate Changes, 8 (2):235 -266. Now available online.

Porter, M. 1998. Clusters and the new economics of competition. Harvard Business Review, November/December: 77-90. Retrieved from Ebsco Database.

Porter, M. 1998. The Adam Smith Address: Location clusters and the new microeconomics of competition, Business Economics, 33 (1): 7-13 Retrieved from ProQuest Database.

Chapter 11

Cuervo-Cazurra, A., & Genc, M. (2008). Transforming disadvantages into advantages: developing-country MNEs in the least developed countries. Journal of International Business Studies, 39(6), 957-979.

New Zealand China Council (2019).Understanding Chinese investment in New Zealand. New Zealand China Council, Wellington.

Chapter 12

Clarke, T; & Boersma, M. (2017). The Governance of Global Value Chains: Unresolved Human Rights, Environmental and Ethical Dilemmas in the Apple Supply Chain. Journal of Business Ethics, 143(1): 111-131. DOI:10.1007/s10551-015-2781-3

Rodriguez, P., Siegel, D. S., Hillman, A., & Eden, L. (2006). Three lenses on the multinational enterprise: politics, corruption, and corporate social responsibility. Journal of International Business Studies, 37(6), 733-746.

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Online Support

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This paper uses Moodle. Questions of an academic nature should be emailed directly to the course co-ordinator. Questions relating to technical issues should be directed to its.helpdesk@waikato.ac.nz
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Workload

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300 hours
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Linkages to Other Papers

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Prerequisite(s)

Prerequisite papers: INMG311

Corequisite(s)

Equivalent(s)

Restriction(s)

Restricted papers: INMG412, INMG512, STMG588 and INMG588

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