Course guide of International Business Management (23511D1)

• Students are expected to possess an adequate level of knowledge in:
  • Business Management.
  • Strategic Management.
• A minimum English level of B1 is recommended in order to follow the course effectively.
• If AI tools are used for course preparation and/or assignments, students must adopt an ethical and responsible approach. They must follow the recommendations contained in the document Recommendations for the Use of Artificial Intelligence in the UGR, which can be found here: https://ceprud.ugr.es/formacion-tic/inteligencia-artificial/recomendaciones-ia#contenido0.

• Definition and design of a firm’s strategic internationalisation plan: key strategic decisions to be taken.
• Strategies for entering international markets.
• Export strategies, with particular reference to the management of export processes in SMEs.
• Cooperation strategies: types and characteristics.
• Strategic and organisational approaches in multinational firms.
• The cultural dimension and human resource management in multinational firms.

• Ability to acquire, comprehend and systematise the characteristics of different entry strategies and categories in international markets.
• Ability to understand and apply the strategic and organisational approaches of multinational companies at a practical level.

• Unit 1. Internationalization and international competitiveness
  • 1.1.- Internationalization, Globalization and Competitiveness.
  • 1.2.- Competitive Advantage of Nations and Regional Clusters.
  • 1.3.- International Management Theories
• Unit 2. Motives for internationalization.
  • 2.1.-Motives for internationalization.
    • 2.1.2.-Heterogeneous Strategic Objectives for Internationalization.
    • 2.1.2.-Market Barriers.
  • 2.2.- Basic Types of Foreign Operation Modes.
• Unit 3. Export modes and contractual joint ventures.
  • 3.1.- Export modes.
  • 3.2.- Contractual joint ventures.
• Unit 4. Foreign direct investment (F.D.I.)
  • 4.1.- Foreign Direct Investment.
  • 4.2.- International Equity Joint Ventures.
  • 4.3.- Configuration of Value Chain Activities:
    • 4.3.1.-Production.
    • 4.3.2.-Sourcing.
    • 4.3.3.-R&D.
• Unit 5. Strategic international management
  • 5.1.- Strategic orientation of the multinational corporation.
  • 5.2.- Role Typologies for Foreign Subsidiaries.
  • 5.3.- Coordination and international control.
  • 5.4.- International Organizational Structures.
• Unit 6. The role of culture and Human Resource Management in International Management
  • 6.1.- Country culture.
  • 6.2.- Corporate culture.
  • 6.3.- International Human Resource Management.
• Unit 7. Multinational Corporations’ Corporate Social Responsibility
  • 7.1.- Loss of Confidence, the Challenge of Responsibility and Sustainability.
  • 7.2- Corporate Social Responsibility and the Stakeholder View.
  • 7.3.- CSR Management Model.
  • 7.4.- International Codes of Conduct.
  • 7.5.- CSR and Profitability.
  • 7.6.- CSR and Corporate Governance.

CASE STUDIES:

• Case 1: Competitive Advantage of Nations and Regional Clusters: Aerospace Valley.
• Case 2: Motives for internationalization: BP.
• Case 3: Export Modes: LVMH.
• Case 4: Foreign Operation Modes: Heineken.
• Case 5: International Organisational Structures as Coordination Mechanism: Unilever.
• Case 6: International Human Resource Management: Google.
• Case 7: Multinational Corporations’ Corporate Social Responsibility: Air France-KLM.

• Morschett, D., Schramm-Klein, H., Zentes, J., & Bader, B. (2025). Strategic international management: Text and cases (4th ed.). Springer. https://doi.org/10.1007/978-3-031-86213-7

• Darling, J. R., & Seristö, H. T. (2004). Key steps for success in export markets: A new paradigm for strategic decision making. European Business Review, 16(1), 28-43.
• Katsikeas, C. S., Leonidou, L. C., & Morgan, N. A. (2000). Firm-level export performance assessment: review, evaluation, and development. Journal of the Academy of Marketing Science, 28(4), 493-511.
• Witt (2019): “De-globalization: Theories, predictions, and opportunities for international business research”. Journal of International Business Studies.
• Wolff, J. A., & Pett, T. L. (2000). Internationalization of small firms: An examination of export competitive patterns, firm size, and export performance. Journal of small business management, 38(2), 34.

• https://www.weforum.org/
• http://geert-hofstede.com/
• https://globeproject.com/

• MD01. Docencia presencial en el aula 
• MD02. Estudio individualizado del alumno, búsqueda, consulta y tratamiento de información, resolución de problemas y casos prácticos, y realización de trabajos y exposiciones. 
• MD03. Tutorías individuales y/o colectivas y evaluación  

• Theoretical component (50% of the final mark): This consists of a written examination with open-ended questions. Students who have passed this component through the continuous assessment system will not be required to complete it in the final examination. The continuous assessment system is based on passing two midterm exams with open-ended questions. To be eligible for this system, students must take and pass both midterm exams.
• Practical component (50% of the final mark): This consists of solving a case study related to the course topics. Students who have passed this part through the continuous assessment system will not be required to complete it in the final examination. The continuous assessment system is based on attendance, participation, and assessment of the proposed practical activities. To be eligible for this system, students must attend and actively participate in at least 60% of the proposed activities.
• Final mark: The final mark will be the average of the theoretical and practical parts. However, the theoretical part must be passed in order to pass the course overall. If the theoretical part is not passed, the final mark will correspond to the score obtained in the theoretical part.
• Important: Students who do not attend the final examination will receive a final grade of "not presented".

• The structure of the examination will be similar to that of the ordinary examination.
• Marks obtained through the continuous assessment system will be retained for students who do not pass the ordinary examination, provided this occurs within the same academic year. In such cases, students who have passed either the theoretical or practical component through continuous assessment will not be required to retake that part of the examination.

The single final assessment (for those who request it and are permitted to take it) will be structured as follows:

• Theoretical component (50% of the final mark): a written examination consisting of open-ended questions.
• Practical component (50% of the final mark): the resolution of a case study based on the course content.