International opportunities for students
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Instructor: Henrik Dellestrand, Henrik.Dellestrand [at]
Class hours: 18

Course goals

This intensive course aims to form students’ knowledge in the area of International Business. Specifically students will develop capabilities to identify, frame and understand problems related to the management of international operations. Throughout the course issues are discussed in both theoretical and practical terms to stimulate students to relate models and concepts with practical situations.

By the end of the course the students will be able to:

  • discuss implications of globalization and cultural differences 
  • understand the implications of operating across national borders 
  • compare different internationalization processes 
  • describe how firms operate in different markets
  • analyze different international strategies and organizational structures
  • evaluate and criticize different leadership and control models
  • describe the specificity of different functions and units within the international firm
  • understand the basis for the competitive advantage of international firms

Course relevance

Today firms are increasingly facing challenging tasks at international level: On one side the environment is increasingly globalized, following the disintegration of regional markets, the expansion of international trade and the internet, and on the other firms keep growing in their geographical and business scope fuelling competition. Therefore, the international manager is required to be flexible, to have a broad understanding of what is changing in the environment and within the firm, to develop always new abilities and to fit into new roles. This course deals specifically with the following topics:
•    Globalization & Regionalization
•    Cultural differences
•    Internationalization process
•    Organizational structures
•    International strategies
•    Control of foreign operations
•    International HRM
•    Transnational knowledge and innovation management
Throughout the course students will be encouraged to adopt different perspectives to nurture critical thinking and to form an overarching understanding of the phenomenon studied.

Course structure

The course is taught in English and it is structured in series of lectures, case-study sessions and discussions. Teamwork is required during the in-class discussions. The goal is to generate learning throughout interactive sessions, group work and individual assessment.

Textbook of reference

Hill, C.W.L. and Hult, G. T. M., 2016, Global Business Today, 9th edition, McGraw Hill.

Case Studies:
1. Jollibee Foods Corporation (a): International Expansion. Harvard Business School.

2. Philips vs. Matshushita: A New Century, a New Round. Harvard Business School.

3. McKinsey & Company: Managing Knowledge and Learning. Harvard Business School.

Additional readings:
Johanson, J. and Vahlne, J. (1990), The mechanism of internationalization, International Marketing Review, Vol.7, No 4 1990, 11-24.
Dunning J. H. (1988) “The Eclectic Paradigm of International Production: A Restatement and Some Possible Extensions” Journal of International Business Studies (Spring) 
Perlmutter, H. V. (1969), A drama in three acts … The Tortuous Evolution of the Multinational Corporation. Columbia Journal of World Business, January-February.
Bartlett, C. A. And Ghoshal, S., (1987), Managing Across Borders: New Strategic Requirements, Sloan Management Review, Summer, 7-16.
O’Donnell, S., (2000), Managing Foreign Subsidiary: Agents of Headquarters, or an Interdependent Network? Strategic Management Journal, 21,6, 525-548.
Rosenzweig, P. M. and Nohira, N., (1994), Influences on Human Resource Management Practices in Multinational Corporations, Journal of International Business Studies, 25, 2, 229-251. 
Hansen, M.T., Nohria, N., and Tierney, T., (1999). What’s your strategy for managing knowledge? Harvard Business Review, 77 (2), 106-118.