|Course Number||MGMT 6369 - 23236|
|Course Title||International Business Strategy|
|Prerequisites||ECON 6367, FINC 6367, MGMT 6367, MGMT 6377, and MKTG 6377|
|Office||Brazos Hall 340 (Sugar Land)|
|Office Hours||Mon 2PM-4PM SL; Wed 5PM-6PM Victoria, and by appointment|
Prerequisites for a course exist because the School of Business Administration faculty have determined that the knowledge, skills, and/or exposure students receive through the prerequisites is critical to their success in the course and their ability to contribute to their fellow students' learning experience. In addition, taking your core courses and concentration or elective courses in a prescribed sequence prepares you to integrate the knowledge and skills you are acquiring properly. Students bear the responsibility for verifying that they have the appropriate prerequisites for their courses. Students who enroll in a course without completing the prerequisites risk being dropped from the class at any time during the semester should their lack of prerequisites come to light. In addition, students who enroll without the prerequisites and as a result find themselves at a disadvantage in meeting course objectives will have no redress with the instructor.
Using an international consulting project, this course focuses on value creation through strategic formulation and implementation in the global marketplace.
International Business Strategy (IBS) is the capstone course for completing the Global MBA program and takes the perspective of the chief executive or general manager. Most of your prior courses have focused on functional skills; however, IBS decisions cut across functional areas and deal with the synergistic effectiveness of the total organization. We will examine the challenges that firms are facing by applying the analytical techniques you learned in accounting, finance, organization theory, marketing, economics, and related business disciplines into simulated business operations. A multinational perspective has become critical to your success in business. This course is designed to develop a broad understanding of management in the international business environment. The major objective of the course is to engender a global mindset and a better understanding of the problems and challenges that organizations and managers face in the international context. The course weaves together conceptual and practical considerations to create a balanced and exciting learning experience. It is designed to enhance your capacity to function more effectively in the international business environment. The course is divided into two parts. The first part of the class is designed to develop a broad international business and cross cultural perspective, with emphasis on the international business environment. The second part of the course will focus more explicitly on some of the broad yet more explicit strategic challenges for organizations and managers operating in the international arena through case studies. This will be a very participative class. Each of you as individuals and members of a team will have the opportunity to make major contributions to its success. We should have an enjoyable and productive semester.
Mike W. Peng, Global Strategy, 3 ed., ISBN 9781133964612(Required)The 2nd edition has different cases. Please purchase the 3rd edition.
The Victoria College Bookstore carries textbooks for all UHV SBA courses.
Students may use the publishing information posted above to order their textbooks from their favorite book vendor. However, before doing so you should find out what your vendor's anticipated shipping time is, and what their return policy is. Also, you should not write in or remove shrinkwrap from any textbook or materials you purchase from any vendor until the first class day in the event that:
In addition, be aware that, on occasion, certain outside vendors may substitute an international version of a textbook for the version you have requested without notice. International versions of textbooks may be quite different from the editions we require.
Mike W. Peng, Global Strategy, 3rd ed., Southwestern Cengage Learning, ISBN 9781133964612
The School of Business Administration is accredited by AACSB International, the hallmark of excellence in management education. AACSB International accreditation represents the highest standard of achievement for business schools worldwide. Institutions that earn accreditation confirm their commitment to quality and continuous improvement through a rigorous and comprehensive peer review. AACSB International accreditation is the hallmark of excellence in management education. AACSB International accreditation adds value to your degree. The AACSB International accreditation standards require you to:
Your letter grade is determined using the grade distribution that follows. You can calculate your percentage grade at any time in the semester by dividing the points you have accrued by the total points available up to that point. This percentage is then matched to a letter grade.
|A||90% or higher|
|B||80 to 89%|
|C||70 to 79%|
|D||60 to 69%|
|F||Less than 60%|
|Discussion Board||15 %|
|Chapter Quizzes||15 %|
|Mini Case Studies||20 %|
|Mid- Term Exam Progress Report||5 %|
|Mid- Term Exam: Individual Project||20 %|
|Final Exam Progress Report||5 %|
|Final Exam: Team Project||20 %|
Students are expected to participate weekly in the discussion sessions of selected topics and cases. All students are required to contribute meaningfully to weekly discussions. This assignment is associated with assessing learning objective 1.
There will be a quiz for each chapter that you need to do individually to help you to digest the textbook chapters. The quiz will be checked and graded at the beginning of the class. This assignment is associated with assessing learning objective 1.
All mini case studies can be found at the end of the textbook. The mini cases are used in this course for two purposes. One purpose is to provide opportunities to think through the application of theoretical material from the readings. Another purpose is to provide surrogate "learning from experience;" that is, to learn inductively from seeing the situations faced by organizations and managers, understanding what they did, and seeing some of the consequences of earlier actions. This is a team assignment. The class will be divided into teams. This assignment is associated with assessing learning objective 5.
The mid-term exam is an individual case analysis. This assignment is associated with assessing learning objectives 2 and 3.
The mid-term exam will be an individual case analysis, which is to provide you an opportunity to perform a strategic situation analysis (both internal and external) and to identify strategic issues. Each student will develop a formal written analysis using the outline that will be provided. The format is based on the premise that you are a consultant to the firm and have been asked to develop a strategic plan. You will need to begin with analysis (not description) on the external situation analysis and conclude with the most pressing strategic issues (driving forces and industry key success factors). This assignment is associated with assessing learning objectives 2 and 3.
The final exam is a group case study. This assignment is associated with assessing learning objectives 2, 3, and 4.
The final exam is a group case study. Each group will provide an in-depth analysis of the firms competitive position. In the final section of Strategic Fit Analysis or SWOT, you will identify strategic issues facing the organization supported by the results of your analysis. This case is to be more than a superficial analysis of the assigned firm. You are expected to utilize all of your knowledge, skills, abilities, and creativity to formulate a workable strategy. Case outline and Project Guidance will be provided for your aid.
Your capacity to contribute to class discussions is directly related to your commitment to completing all reading assignments by the dates listed on the course schedule. Class participation grades will reflect both the quantity and the quality of your participation.
Make-up exams will only be given at the discretion of the instructor. Students are strongly cautioned to notify the instructor immediately if legitimate and insurmountable obstacles prevent them from participating in a scheduled exam session.
The due dates for all assignments will be strictly followed. Late assignments may or may not be accepted at the instructor’s discretion; should the instructor accept a late assignment, he or she may reduce the grade of the assignment the equivalent of one (1) letter grade for each day the assignment is late.
According to the UHV Student Handbook, students are expected to be diligent in their studies and regular in class attendance. A student whose absences are determined by the instructor to be excessive shall be dropped prior to the last day to drop a course or withdraw from UHV with a grade of W or F. For students enrolled in online courses, "absence" connotes a failure to engage in class participation activities on a weekly basis. If an unforeseen crisis (including family emergencies, professional obligations, and technical difficulties) prevents you from fulfilling your course obligations, you are responsible for alerting your instructor to the reason for and anticipate duration of your absence.
Teaching and learning is a partnership between faculty and students. I will fulfill my partnership obligations by serving as advisor, consultant, mentor and purveyor of general comments and clarifications of difficult or confusing concepts. To this end, I will respond to questions within 72 hours. You will fulfill your partnership obligations by being a fully participative, responsive, helping, and working team member of the class. You should check your UHV email frequently and respond to faculty in a timely fashion. Good business and professional etiquette is expected. No derogatory comments should be made. You may certainly disagree with others in class discussions, and you may state your disagreement (if you choose to); however, please do so in a polite manner.
Homework, take-home exams, case assignments and bulletin board participation all play an important role in your education in this course. They are an essential part of the learning process in that they require the synthesis and extension of concepts. They also help both the student and the instructor to evaluate one’s progress in mastering the material. Past experience indicates that generally the course material cannot be adequately mastered without active involvement on your part.
Discussion of homework assignments with others who are also struggling with them can be highly beneficial and is encouraged. Most real-life problems are solved through team efforts, and it is important to learn how to solve problems cooperatively. The interaction with others working on the same problem often reveals different approaches to common difficulties.
Each student is responsible for maintaining high standards of academic honesty and ethical behavior. In order that each student understands what is (or is not) acceptable behavior, the following guidelines are offered.
UHV’s Student Handbook contains a detailed description of the university’s Academic Honesty Policy. In addition, tutors at the Academic Center (see section below) are available to assist you in providing proper citations for your source materials.
The University of Houston System complies with Section 504 of the Rehabilitation Act of 1973 and the Americans with Disabilities Act of 1990, pertaining to the provision of reasonable academic adjustments/auxiliary aids for students with a disability. In accordance with Section 504 and ADA guidelines, the University of Houston-Victoria strives to provide reasonable academic adjustments/auxiliary aids to students who request and require them. If you believe that you have a disability requiring academic adjustments/auxiliary aids, please contact the UHV Office of Disability Services; Cheryl Worley, Manager; 3007 N. Ben Wilson St., University North, Suite 214H, Victoria, TX 77901. Office phone – 361-570-4287; Fax – 361-580-5504; E-mail firstname.lastname@example.org; Website - www.uhv.edu/DisabilityServices
Per Texas state law, students will be excused from attending class and other required activities, including examinations, for the observance of a religious holy day, including travel for that purpose. A student whose absence is excused on these grounds will be allowed to take an examination or complete an assignment within one (1) week of the excused absence.
Students who feel they are the victims of sexual harassment may contact the Associate Vice President for Student Affairs at 361-570-4290 and/or the Director of Human Resources/Affirmative Action at 361-570-4800.
Students who have non-academic grievances or complaints may contact Student Services at 361-485-4409.
The Student Success Center offers writing assistance to all UHV students in the form of paper reviews by peer tutors. Tutors will aid students in looking more critically at their own writing to examine issues such as organization, structure, and development of ideas. To submit a document for online tutoring, or to schedule an appointment for face-to-face tutoring, please visit the Student Success Center online http://uhv.mywconline.com/. For more information about the Student Success Center and its library of online resources, visit the Center's Web site at http://www.uhv.edu/studentsuccesscenter/ or stop by Suite 129 (University West in Victoria).
|Jan 13 - 19||1||Introduction||Team Building|
|Jan 20 - 26||2||Strategizing Around the Globe||Ch. 1||Quiz 1|
|Jan 27 - Feb 2||3||Managing Industry Competition||Ch. 2||Quiz 2|
|Feb 3 - 9||4||Leveraging Resources and Capabilities||Ch. 3 / Case 3||Quiz 3 / Case 3|
|Feb 10 - 16||5||Emphasizing Institutions, Cultures, and Ethics||Ch. 4 / Case 4||Quiz 4 / Case 4|
|Feb 17 - 23||6||Midterm Individual Project progress report||Project Part I|
|Feb 24 - March 2||7||Growing and Internationalizing The Entrepreneurial Firm||Ch. 5 / Case 7||Quiz 5 / Case 7|
|March 3 - 9||8||Mid-term exam||Project parts I (Revised) and Part II|
|March 10 - 16||9||Spring Break|
|March 17 - 23||10||Entering Foreign Market Entries||Ch. 6 / Case 1||Quiz 6 / Case 1|
|March 24 - 30||11||Making Strategic Alliances and Networks||Ch. 7 / Case 10||Quiz 7 / Case 10|
|March 31 - April 6||12||Managing Global Competitive Dynamics||Ch. 8 / Case 6||Quiz 8 / Case 6|
|April 7 - 13||13||Diversifying, Acquiring and Restructuring||Ch. 9||Quiz 9 / Project Parts I, II (Revised) and Part III|
|April 14 -20||14||Strategizing, Structuring, and Learning around the World||Ch. 10||Quiz 10|
|April 21 - 27||15||Final Exam (Team Project)||Project parts I, II, III (Revised) and IV|