INTERNATIONAL BUSINESS MANAGEMENT (ADVANCED)

Attività formativa monodisciplinare
Codice dell'attività formativa: 
910010-ENG

Scheda dell'insegnamento

Per studenti immatricolati al 1° anno a.a.: 
2018/2019
Insegnamento (nome in italiano): 
INTERNATIONAL BUSINESS MANAGEMENT (ADVANCED)
Insegnamento (nome in inglese): 
INTERNATIONAL BUSINESS MANAGEMENT (ADVANCED)
Tipo di attività formativa: 
Attività formativa Caratterizzante
Tipo di insegnamento: 
Obbligatoria
Settore disciplinare: 
ECONOMIA E GESTIONE DELLE IMPRESE (SECS-P/08)
Anno di corso: 
2
Anno accademico di offerta: 
2019/2020
Crediti: 
12
Responsabile della didattica: 
Mutuazioni

Altre informazioni sull'insegnamento

Lingua: 
Inglese
Ciclo: 
Primo Semestre
Obbligo di frequenza: 
No
Ore di attività frontale: 
96
Ore di studio individuale: 
204
Ambito: 
Aziendale
Materiali didattici: 
Prerequisites

none

Educational goals

The main aims are:
- to develop knowledge, competences and skills to operate and develop strategic planning for international business with the main focus on Emerging Markets;
- to help the students to develop an understanding of possible international and global strategies.

Course content

The students will gain an understanding of International Business Management specific topics that on the one hand allow to have a better view of the most recent trends in international business, on the other hand will allow them to dig deeper into key aspects of doing business internationally.

Textbooks and reading lists

FIRST SIX CREDITS (this part corresponds to the entire course for the students who have only 6 credits, and to the first half of the course for those who have 12 credits)

1. Porter M.E., Kramer M.R., Creating Shared Value, Harvard Business Review, January-February 2011

2. Eyring M.J., Johnson M.W., Nair H., New Business models in emerging markets, Harvard Business Review, January-February 2011

3. Govindarajan V., A Reverse Innovation Playbook, Harvard Business Review, April 2012

4. Trimble C., Reverse Innovation and The Emerging Market Growth Imperative, Ivey Business Journal, March/April 2012

5. Elkington J., Governance for Sustainability, Corporate Governance: an International Review, Blackwell Publishing, 2006

6. Kumar S., Teichman S. and Timpernagel T., A Green Supply Chain is a requirement for profitability, International Journal of Production Research, Vol 50, N 5, March 2012, 1278-1296

SECOND SIX CREDITS (only for those who have 12 credits)

7. Graham J.L., Requejo W.H., Managing Face to Face International Negotiations, Organizational Dynamics, Vol 38, N 2, pp 167-177, 2009

8. Ramamurti R., (2012), Competing with emerging market multinationals, Business Horizons 55, 241-249.

9. Ramamurti R., (2012), What is really different about Emerging Market Multinationals?, Global Strategy Journal, 2, 41-47.

10. Meyer, E. (2017). Being the boss in brussels, boston, and beijing: if you want to succeed, you’ll need to adapt. Harvard Business Review, 95(4), 70-77.

11. Ghemawat P. (2017) Globalization in the age of trump: protectionism will change how companies do business—but not in the ways you think. Harvard Business Review;95(4):112-123.

12. THennart, J. F., Majocchi, A., & Forlani, E. (2019). The myth of the stay-at-home family firm: How family-managed SMEs can overcome their internationalization limitations. Journal of International Business Studies, 50(5), 758-782.
13. Baronchelli, G., Bettinelli, C., Del Bosco, B., & Loane, S. (2016). The impact of family involvement on the investments of Italian small-medium enterprises in psychically distant countries. International Business Review, 25(4), 960-970.

Teaching methods

The course will use a mix of lectures, on-line simulation, discussions, in-class case study analysis and reading, critique and synthesis of the literature.

Assessment and Evaluation

For attending students (12 CFU):
50 % Business Strategy Game
50% Group works and individual projects/activities suggested by each professor. A final discussion with the instructor during the official exam date is needed.

For attending students (6 CFU):
100% Group works and individual activities suggested by each professor
A final discussion with the instructor during the official exam date is needed.
Attending students are those who attend regularly and take part into all assignments and IN CLASS activities (e.g., presentations, discussions, case analysis, projects). Please note: these IN CLASS activities are all strictly related to the list of readings of the course.

For not attending students 12 CFU:
written exam on the list of readings indicated in this syllabus (from paper 1 to paper 13). The exam will be made of 3 open questions on the topics considered in the readings (including max 3 sub-questions) we expect very accurate and precise answers based on all of the papers. In addition, the student must, for each of the open questions, include concrete examples and make connections with the real world and with the most recent events in the global setting.

For not attending students 6 CFU:
written exam on the list of readings indicated in this syllabus (from paper 1 to paper 6). The exam will be made of 3 open questions on the topics considered in the readings (including max 3 sub-questions) we expect very accurate and precise answers based on the knowledge acquired with the readings. The student is also asked, for each of the open questions, to offer concrete examples making thoughtful connections with the real world and with the most recent events in the global setting.

Further information

IMPORTANT:
Students from previous classes who have not yet passed the exam (i.e., debitori di prova) will have to refer exclusively to THIS syllabus (the assessment criteria and readings must be the ones indicated here, no previous versions are accepted).