International Management II

Introduction.

This course will acquaint the international graduate student with some core concepts and major principles of International Management used by key executives of Multinational Corporations (MNCs) and Transnational Corporations (TNCs) in the United States and abroad.

This course is the second part of International Management offered Fall Term 2015. Students may enter this course without having taken International Management. There are no prerequisites.

This course will acquaint the international graduate student with some core concepts and major principles of International Management used by key executives of Multinational Corporations (MNCs) and Transnational Corporations (TNCs) in the United States and abroad. It is not an easy task to manage a domestic company, but this task becomes more difficult and subject to much greater risk once a firm decides it will “go international.” Important decisions have to be made, such as whether functional units such as Accounting, Design, Finance, Manufacturing, Marketing, Sales, Purchasing, Quality Control, Research and Development will be managed at home or abroad. Staffing becomes subject to difficult choices, such as the right “mix” of “expat” Parent Country Nationals (PCNs) with local Host Country Nationals (HCNs) or even Third Country Nationals (TCNs).

Whenever managers are sent abroad to live and to work, a risk of failure emerges. Even with proper preparation for living as an “expat” in a foreign country, the risk of failure (that the employee will decide to abort the assignment and return home before the assignment is completed) can be as high as 80% for the employee, even higher for family including spouse and children. Most foreign assignments are for three years’ duration, but failure is likely to occur within the first month or two. It can take up to 18 months to prepare an employee and her/his family to successfully work abroad, and at least half as long to prepare the same people for repatriation. As it is expensive for a corporation to send its managers and their families on foreign assignments, it is important to optimize their success in order to amortize this investment. Part of this course will focus on preparing managers for success in the international environment. Without having spent significant periods of time working abroad, a manager’s career pathway is likely to encounter promotion barriers, particularly at the higher levels.

Required Books.

Carpenter, Mason A., and Sanjyot P. Sunung. 2011. International Business. Minneapolis, MN: Saylor Foundation College for Open Education. ISBN 13:9781453312995 https://open.umn.edu/opentextbooks/textbooks/international-business

Deresky, Helen. 2014. International Management: Managing Across Borders and Cultures. Upper Saddle River: 8th edition, Pearson Prentice Hall. ISBN13: 9780133062120.

Student Power Point Slides for Helen Deresky, International Management: Managing Across Borders and Cultures. Upper Saddle River: 7th edition 2010, Pearson Prentice Hall. http://wps.prenhall.com/bp_deresky_im_7/140/35949/9203172.cw/index.html.

Recommended Readings.

Andrew Delios and Paul Delios. 2012 International Business: An Asia Pacific Perspective. Upper Saddle River: 2nd edition Pearson Prentice Hall. ISBN 0139789810684204.

David A. Jones. 2018. Asia in Europe: Emerging Trade Routes by Ocean and Land. Seattle: Amazon Kindle. Boston: CreateSpace. ISBN 13: 978 1729599563 plus ISBN 10: 1729599567

David A. Jones and Hanzhen Liu. 2018. “Changing Face of Europe: The Projected Impact on Europe’s ‘Core’ and ‘Periphery’ of Chinese FDI into the Ceec Region,” International Journal of Economics, Commerce & Research (ITECR), Vol. 8, No. 5, 13-32. Dec.

http://www.tjprc.org/publishpapers/2-41-1542884676-3.IJECRDEC20183.pdf

ISSN (P): 2250-0006; ISSN (E): 2319-4472

David A. Jones. 2018. “America Incorporated: Movement of Assets by Companies Chartered in the United States Across the World and Back Home,” European Journal of Business & Management Research, Vol. 3, No. 1, 1-7. Feb. file:///C:/Users/Windy/AppData/Local/Temp/16-Article%20Text-75-1-18-20180307-1.pdf

David A. Jones. 2018. “Move Europe East,” Hungarian Geopolitics (HUG), Vol. 10, No.2, 16-25. ISSN 2498 647.

David A. Jones. 2018. “Move Europe East: Seizing an Opportunity to Make Central and Eastern Europe’s Economic and Political Wealth Equal or Surpass that of Western Europe,” Geopolitikai Kutatόintezet. 11 Jun.

http://www.geopolitika.hu/en/2018/06/11/move-europe-east-seizing-an-opportunity-to-make-central-and-eastern-europes-economic-and-political-wealth-equal-or-surpass-that-of-western-europe/

David A. Jones. 2017. “Move Europe East: Seizing an Opportunity to Make Central and Eastern Europe’s Economic and Political Wealth Equal or Surpass that of Western Europe,” Keynote Address to the “New Global Order” Conference, Budapest, Hungary, 29 Nov. [with Professor dr Su Changhe, Vice Dean International Relations, Fudan University, Shanghai], sponsored by Pallas Athene Geopolitical Foundation (PAGEO) in cooperation with Magyar National Bank (Central Bank of Hungary)

David A. Jones and Hanzhen Liu. 2017. “Searching for the Tao? Reexamining Modern Changes in Asian Management: Characteristics and Significance,” International Journal of Business & General Management, Vol. 6, No. 5, 119-134. Aug/Sep.https://www.scribd.com/document/361294619/13-IJBGM-Searching-for-the-Tao-David-a-Jones

David A. Jones. 2017. "Revival of 'Dollar Diplomacy' As United States Foreign Economic Policy in 2017: Tradeoffs Exchanged to Maintain Trade and Restore Peace Along the Tottering Western Pacific Rim," Archives of Business Research, Vol. 5, No. 9, 31-41. Sep. http://scholarpublishing.org/index.php/ABR/article/view/3667/2099

David A. Jones and Hanzhen Liu. 2017. "Management of Chinese Foreign Direct Investment: 'One Belt, One Road' Across Eurasia to Africa and Europe Amidst Maritime Tensions in the South China Sea Region,” Journal of International Relations & Diplomacy, Vol. 5, No. 8, 486-500. Aug. http://www.davidpublisher.org/Public/uploads/Contribute/59cf3c2bbc994.pdf

David A. Jones. 2016. “Is Liber-Realism on the Horizon? Rule, Serica! Serica Rules the Waves? Private Sector Management Approaches to Explaining then Deescalating Conflict and Confrontation Along the Western Pacific Rim,” International Journal of Business Management & Research (IJBMR), Vol. 6, No. 5, 71-96. Oct. http://www.tjprc.org/view-archives.php?year=2016&id=32&jtype=2&page=3

David A. Jones. 2016. “A Corral in a Chinese Coral Lake? Territorial Sovereignty, Maritime Interests, Power Allocation As Defined by China’s Supreme People’s Court, and Its Impact on Foreign Private Sector Management Across and Beyond the East and South China Seas,” Advances in Social Sciences Research Journal, Vol. 3, No. 13, 261-274. Dec. http://scholarpublishing.org/index.php/ASSRJ/article/view/2632/1480

David A. Jones. 2016. “From A Desert to A Garden in A Lifetime: Rapid, Robust, Expeditionary Transformation of ‘Failed States’ to Avoid the Appearance or Reality of Social Control,” The International Manager: International Journal of Recent Trends in Management, Commerce, Accountancy, Public Administration, Law, and Allied Research, Vol. 3, No. 11, 97-117. Sep. http://www.issnjournals.com/uploads/admin/paper/97-117%20_The%20International%20Manger%20_%20FROM%20A%20DESERT%20TO%20A%20GARDEN%20IN%20A%20LIFETIME%20_%20%20Dr.%20David%20A.%20Jones.pdf

David A. Jones. 2016. “Social Class in the First Two Decades of the 21st Century America: Has Class Structure Been Altered by the Financial Crisis?” Swift Journal of Social Sciences and Humanity, Vol. 2, No. 4, 36-42. Sep. http://www.swiftjournals.org/sjssh/pdf/2016/september/David2.pdf

David A. Jones. 2016. “Microfinancing Abroad along China’s ‘One Belt, One Road’: Replicating the Wokai, Kiva and Other Experiments Worldwide and the American ‘War On Poverty’ Experience Internationally,” Proceedings of the Ninth Asia-Pacific Conference on Global Business, Economics, Finance and Banking (AP16 Hong Kong Conference) ISBN: 978 1 943579 68 6 Hong Kong SAR. 1-10. 11-13 Aug. Paper ID HK631.http://globalbizresearch.org/HongKong_Conference_2016_Aug/docs/doc/Global%20Business,%20Economics%20&%20Sustainability/HK631_Abstract.pdf

David A. Jones. 2015. Four Eagles and a Dragon: Successes and Failures of Quixotic Encirclement Strategies in Foreign Policy, an Analysis. New Delhi: Bloomsbury Publishing India Pvt. Ltd. and London: Bloomsbury Publishing, Plc. 2015. ISBN 978 93 85436 82 6.

David A. Jones. 2015. “Hybrid Conflict and Encirclement: Reconfiguration of Eastern Europe by NATO, Trade Barriers, and a Chinese Solution for Greece.” Journal of International Relations and Diplomacy, Vol. 3, No. 8, 497-510. Aug. http://www.davidpublisher.org/Public/uploads/Contribute/55ebfd364c909.pdf

David A. Jones. 2015. “Economic or Cultural Encirclement? Differential Association in the Strategic Management of MultiNational Asian and European Corporations,” China-USA Business Review, Vol. 14, No. 11, 532-544. Nov. http://www.davidpublisher.org/index.php/Home/Journal/detail?journalid=13&jx=CUBR

David A. Jones. 2015. “Déracinement of Foreign Alliances and Economic Policies Across Eurasia: Differential Association of Nations and its Consequences for Business, International Relations, and Society,” Global Advanced Research Journal of Social Science, Vol. 4, No. 2, 54-67. Dec. http://garj.org/garjss/12/2015/4/2

David A. Jones. 2014. “The Management of Trade for International Security: An Analysis of Some Strengths, Weaknesses, Opportunities, and Threats of the Transatlantic Trade and Investment Partnership,” International Journal of Arts and Sciences, Vol. 7, No. 3, 499-507.

http://search.proquest.com/openview/9d9a9b35efb78bc3bba55ecbc5acb151/1?pq-origsite=gscholar

David A. Jones. 2014. “On the Road Away from Mandalay: Heading West along the ‘Silk Road’ as China Moves its Investments into Europe,” Journal of Business and Economics, Vol. 5, No. 6, 787-801. Jun. http://www.academicstar.us/UploadFile/Picture/2014-9/20149169253145.pdf

David A. Jones. 2013. “Trans-Cultural Leadership Architecture: Implications for an Effective Eurasian Trading Partnership,” International Journal of Information and Intercultural Management Vol. 3, No. 2, 242-258.

David A. Jones. 2013. “Avoidance of ‘Landslides’ West of Karakoram: Projected Successes and Failures of China’s Foreign Direct Investment in Central and Eastern Europe,” in Chopra, Rakesh, Puri, Sandeep, Ranjan, Jayanthi, Malhotra, Gujan, eds. 2013. Beyond Norms: Management for Excellence. London: Bloomsbury, 51-59.

David A. Jones. 2013. “The Factory: Organizational Culture, Organizational Structure, in the Small to Medium Size 21st Century Chinese Factory,” Journal of US-China Public Administration, Vol. 10, Issue 8, 763-773. Aug.

David A. Jones. 2012. “China’s New Grand Strategy for Europe: What China’s 10 Billion Dollar Projected Enterprise Cooperation Will Mean for Central and Eastern Europe, for China Itself, and for the World,” Transnational Corporations Review Vol. 4, No. 4, 85-97.

David A. Jones. 2012. “Caveat Emptor: Conflict of Laws, Banking, Competition, Subsidies and Other Issues of International, European Union, and Local Laws that Parent and Host Country Nationals Should Understand Before Undertaking Foreign Direct Investment (FDI) in Europe,” Bharati Law Review Vol. 1, No. 2, 39-58. Oct/Dec. Pune, India: BVP University New Law School.

David A. Jones. 2010. "Nationalism in China: Is It Increasing? Is This Helpful?" in Burbick, Joan and William Glass (eds.), Beyond Imagined Uniqueness: Nationalisms in Contemporary Perspectives. Cambridge: Cambridge Scholars Publishing, 93-106.

Hanzhen Liu and David A. Jones. 2018. “Feudal Internationalism? Foreign Policy of the People’s Republic of China: See China Change From Back Then to Now to What Next?” Kwartalnik Naukowy Uczelni Vistula [Vistula Scientific Journal], Vol. 55, No. 1, 21-40. Mar.

http://www.i.vistula.edu.pl/media/docs/qsLdAgtz4EENy9Vd8yAWMiMXS.pdf

Barry Maude. 2020. International Business Negotiation: Principles and Practice. London: Macmillan International Higher Education (JL). ISBN: 9781352010046

Additional Readings.

Francesco, Anne Marie, and Barry Gold. 2004. International Organizational Behavior: Text, Readings, Cases and Skills. Upper Saddle River: 2nd edition 2004, Prentice Hall.

Connerley, Mary L., and Paul B. Pedersen. 2005. Leadership in a Diverse and Multicultural Environment: Developing Awareness, Knowledge, and Skills. Thousand Oaks: Sage Publications.

Schmidt, Eric, Jonathan Rosenberg, and Alan Eagle. 2019. Trillion Dollar Coach: The Leadership Playbook of Silicon Valley's Bill Campbell. New York: Harper Business.

Interesting Websites:

Overseas Private Investment Corporation (OPIC). http://www.opic.gov/

World Intellectual Property Organisation (WIPO)

http://www.wipo.int/portal/index.html.en

Transparency International: The Global Coalition Against Corruption.

http://www.transparency.org/

Students completing this course should possess the basic knowledge and confidence to go and live abroad and to begin to manage teams amidst workplace diversity within a Host Country. They should understand and foresee the political, economic, legal and technological constraints of conducting business across cultural barriers, and possess some of the skills required to bridge cross-cultural communication gaps.

This course is the second part of International Management offered Fall Term 2018. Students may enter this course without having taken International Management. There are no prerequisites. Students completing this course should possess a more comprehensive knowledge of the skills and networks required to manage international companies across cultures as well as needed to manage international workers at home. This course interfaces with Organisational Behaviour and Strategic Management rather considerably, and with Human Resources (HR) Management in general.

FINAL EXAMINATION

The date and time of your Final Exam, if any, or date on which your Term Paper will be due will be announced.

Grading.

The final course grade will be based on the following criteria. Your Case Analysis will be a Group Effort. The remaining requirements will be an Individual Effort:

30% Case Analysis from a Business Case in one of the assigned readings or online, submitted as a Group Presentation to the Class using PowerPoint Slides.

Note: There are 11 Comprehensive Cases provided in this edition of your book by Helen Deresky, at least four unbriefed last term. There are fifteen new cases in your book by Andrew Delios and Paul Beamish. Depending upon course enrollment, we will divide this class into work groups and assign to each such group one or two Cases to “brief” in the Harvard Business School (HBS) manner:

Facts

In narrative, one or two paragraphs, summarizing what happened.

Issues

As questions, beginning with “Is” or “Whether,” numbered sequentially.

Alternative Courses of Action

Listed and numbered separately, then also analysed separately, each with internal Strengths and Weaknesses, each with external Opportunities and Threats.

Best Course of Action [Only ONE Alternative Course of Action can be Best]

Selected by Number from List of Alternatives, then explained with justifications.

20% Final Examination, unless waived by agreement, only with good attendance.

50% Term Paper of twelve to fifteen pages with Footnotes and Bibliography.