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Search for an optimal scope across geographic markets is an important objective of international strategy. A multinational firm either introduces or leverages something of value from the home market or exploits something from the new market that is valuable in its home market. It is usually observed that when a firm’s activities cross national borders then apart from being exposed to the unpredictability of economic conditions between countries it also has to deal with heterogeneity and complexity of global operations across markets. The objective of the course is giving students an exposure of how multinational companies add value as they manage cross-border businesses. The central objective of this course is to explore the unique opportunities and problems that confront international managers as they navigate the company through the extremely complex and ever-changing global economic, political, legal, technological and cultural environment. As a result of undertaking this course a student will be better equipped to undertake an international career and to work within organizations with a culturally diverse workforce. 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.

2. Student Learning Outcomes

On completion of the course, the students are expected to have an understanding of the following

· Motivation for internationalization of Business.
· Nature and challenges of socio-economic, political and cultural forces impacting international business
· Complex problem-solving and analytical skills required to analyze international business situations
· Foreign market entry, inter-firm collaborative options and nature of emerging markets
· Relevance of contemporary issues to international business
3. Reference Text Books and Courseware
Cases play a central role in the learning experience of this course and hence the course would be drawing upon heavily on Case Based discussion in the classroom to develop clarity on the different aspects of managing business in an international context. While cases require a significant preparation effort from the students, they reflect actual “real world” decision situations and hence are expected to help the decision making skills of the students. The course will be delivered through a mix of lectures and case discussions. Students need to read relevant cases and the prescribed readings before attending the sessions. For the sessions involving case discussions, the students also need to carry out a thorough analysis of the case before attending the teaching sessions. Use of laptops, mobile phones and tables etc is not permitted in the classroom.

4. Tentative Session Plan

The simulation would be conducted in the Computer Lab and each session would be of 2 hours duration.

Session	Topics/ Key Learning	Reading/ Case List
1	Introduction to the Course, History of International Business, International Trade Theory
2	Competitiveness between Countries	Case Study - Porter, M. E., Vallejo, J. R., & Eenennaam, F. V. (2013). The Dutch Flower Cluster. HBS No. 711507. Boston, MA: Harvard Business School Publishing.
3	Influence of Global Environment (Political, Economic, Social, & Legal)	Case Study - Spar, D.L. (1999). Toys “R” Us Japan. HBS No. 796077. Boston, MA: Harvard Business School Publishing.
4	Influence of Global Environment (Accounting & Financial)	Case Study - Desai, M. & Veblen, M.F. (2006). Foreign Exchange Hedging Strategies at General Motors - Competitive Exposures. HBS No. 205096. Boston, MA: Harvard Business School Publishing.
5	Evaluating different Expansion Modes	Case Study - Ghemawat, P. & Matthews, J.L. (2004). Globalization of Cemex HBS No. 701017. Boston, MA: Harvard Business School Publishing.
6	Issues encountered during entering an International Market and adoption of Global Strategy	Porter, M.E., & Solvell, O. (2006). Volvo Trucks (A) - Penetrating the US market. HBS No. 702418. Boston, MA: Harvard Business School Publishing.
7	Illustrates the relationships between (1) mode of entry and location choice, and (2) mode of entry and time of entry	Case Study - Alcacer, J., Agarwal, A., & Vaish, H. (2017). WALMART AROUND THE WORLD. HBS No. 714431. Boston, MA: Harvard Business School Publishing.
8	Managing International Operations	Case Study - Yoshino, M.Y., & George, A.S. (1998). Li & Fung (A): Beyond. HBS No. 398092. Boston, MA: Harvard Business School Publishing.
9	Global Marketing and to build a Global Brand	Case Study - Quelch, J.A., & Harrington, A. (2008). SAMSUNG ELECTRONICS CO. - GLOBAL MARKETING OPERATIONS. HBS No. 505022. Boston, MA: Harvard Business School Publishing.
10	Dealing with Ethical Aspects of International Business	Wells, L.T. (1999). Caselets - Bribery and Extortion in International Business. HBS No. 700055. Boston, MA: Harvard Business School Publishing.

5. Evaluation
Weightage

Class Participation 30 %
Group Project Report 30 %
End Term 40 %
100 %

6. Academic Integrity
The academic integrity would be followed as per the norms laid down in the Student Handbook of the Xavier Institute of Management, Bhubaneswar.

Created By: Alora Kar on 11/17/2018 at 09:21 AM
Category: MBA(Exe.)2018-19 T-IV Doctype: Document