International Business Strategy

• Main theories in international business  (comprising classical theories on the multinational enterprise such as internalization and OLI-theories, as well as newer theories such as resource/capability-based and institutional theories) 
• Global strategy development  (comprising analytical frameworks to analyze and select between global markets, and concepts to compete in global markets) 
• Global entry and operation modes  (comprising models to guide the decision on specific modes, and concepts to manage specific modes such as strategic alliances and mergers and acquisitions) 
• Global organization (comprising the design of structures and processes, and headquarters-subsidiary relationships, subsidiary roles etc.) 
• Cross-cultural aspects of management and leadership (comprising concepts of culture and cultural competence, and their association with management, leadership and strategy development in an international business context).

The aim is that students, after participation in this course can:

The course will make use of the following books (or respective newer editions):  

Lassere, Philip (2018): Global Strategic Management, 4th  edition 

Rugman, Alan M. (ed.) (2009): The Oxford Handbook of International Business, 2nd edition; available at SDU Library as an e-book.  

The course will, moreover, make use of professionally written business cases and articles from academic journals. Hence, students are required to purchase 4-6 business cases/exercises from international case clearing houses and to search for state-of-the-art literature in peer-reviewed academic journals using SDU Library resources. 

Lectures and case based class discussions, group work and workshop-sessions, student (and guest) presentations.
The lectures are structured around five thematic streams in international business. The streams follow the principle of building up the background, discussing theoretical foundations, and analyzing essential research findings, before finally solving a comprehensive business case including the derivation of managerial implications.
The professionally written business cases will be solved, presented and discussed by the students in class.
We expect all students to solve all cases which are part of the lecture. Moreover, they are expected to hand in one of the case solutions as an in-group (4-6 students per group) home assignment and are invited to present their reflections and solutions in class.  

The groups will receive specific content related feedback on the cases they handed in during the classes. Instructions about the case work and case groupings will be presented in the course plan. Students are expected to attend all classes and produce their own lecture notes. 

Scheduled classes:

2 x 2 hours weekly in 11 weeks starting with the semester.

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The total workload of an average student is 270 hours.

The teaching activities result in the following estimated distribution of the work effort: 
Lectures: 45 hours. 
Preparation for/review of lectures: 70 hours. 
Homework on cases and exercises: 100 hours. 
Preparation for exam: 30 hours. 
Exam: 25 hours.