Type of Credit: Elective
Credit(s)
Number of Students
The course provides a forum for discussion of various issues related to international management and strategy. The topics include the following: headquarters-subsidiary relationships, cultural and political environments of multinational firms, doing business in emerging markets, CSR, and other international strategy related issues.
能力項目說明
Students are expected to learn about some of the theoretical perspectives and empirical approaches about doing research in the international management field.
| 教學週次Course Week | 彈性補充教學週次Flexible Supplemental Instruction Week | 彈性補充教學類別Flexible Supplemental Instruction Type |
|---|---|---|
The instructor will assign papers to the participant(s) to present in each session. The responsibilities of the presenter are:
indicating key points in the paper and leading discussion;
commenting on the paper and raising research questions if possible; and
preparing a copy of the summary for each participant (including the instructor)
Expected time for reading the course materials and for preparing the summary is between six to ten hours or even more each week, depending on the lengths of the articles. The final term paper is expected to take 80 or more hours to complete.
Tentative Course Schedule (readings to be revised)
3. Tentative Course Schedule
2/21 Administration and overview of course objectives and topics covered
2/28 National holiday
3/7 External (cultural) environments of MNEs -1
Shenkar, O. (2001). Cultural distance revisited: Towards a more rigorous conceptualization and measurement of cultural differences. Journal of international business studies, 32, 519-535.
Beugelsdijk, S., Kostova, T., Kunst, V. E., Spadafora, E., & Van Essen, M. (2018). Cultural distance and firm internationalization: A meta-analytical review and theoretical implications. Journal of Management, 44(1), 89-130.
Batra, R., Arunachalam, S., Wong, N.Y.C. et al. Unpacking collective materialism: how values shape consumption in seven Asian markets. J Int Bus Stud 55, 361–375 (2024).
3/14 External (institutional) environments of MNEs -2
Kim, H., & Song, J. (2017). Filling institutional voids in emerging economies: The impact of capital market development and business groups on M&A deal abandonment. Journal of International Business Studies, 48(3), 308-323.
Kostova, T., Beugelsdijk, S., Scott, W. R., Kunst, V. E., Chua, C. H., & van Essen, M. (2020). The construct of institutional distance through the lens of different institutional perspectives: Review, analysis, and recommendations. Journal of International Business Studies, 51, 467-497.
Mol, M.J., Lee, S.H. What produces corporate social irresponsibility in offshore outsourcing? The effects of interorganizational relationship governance and institutional distance. J Int Bus Stud 55, 577–592 (2024).
3/21 External environments of MNEs -3
Marano, V., Tashman, P., & Kostova, T. (2017). Escaping the iron cage: Liabilities of origin and CSR reporting of emerging market multinational enterprises. Journal of International Business Studies, 48, 386-408.
Oliver, C. (1991) Strategic responses to institutional processes, AMR, 16(1):145-179.
Donnelly, R., Purkayastha, S., Manolova, T.S. et al. Institutional distance, slack resources, and foreign market entry. J Int Bus Stud 55, 194–211 (2024)..
3/28 External environments of MNEs -4
Miller. 1992. A framework for integrated risk management in international business. JIBS, 23: 311-332.
Oh, C. H., & Oetzel, J. (2022). Multinational enterprises and natural disasters: Challenges and opportunities for IB research. Journal of International Business Studies, 1-24.
Gianfrate, G., Rubin, M., Ruzzi, D. et al. On the resilience of ESG firms during the COVID-19 crisis: evidence across countries and asset classes. J Int Bus Stud 55, 1069–1084 (2024)
4/4 Headquarters-subsidiary relationships
O’Donnell, S. W. (2000). Managing foreign subsidiaries: agents of headquarters, or an interdependent network?. Strategic management journal, 21(5), 525-548.
Zeng, R., Grøgaard, B. & Björkman, I. Navigating MNE control and coordination: A critical review and directions for future research. J Int Bus Stud 54, 1599–1622 (2023).
Birkinshaw, J., & Hood, N. (1998). Multinational subsidiary evolution: Capability and charter change in foreign-owned subsidiary companies. Academy of management review, 23(4), 773-795.
4/11 Emerging economies and MNEs
Meyer, Klaus E.; Estrin, Saul; Bhaumik, Sumon K. & Peng, Mike W. (2009) Institutions, Resources, and Entry Strategies in Emerging Economies. SMJ, 30(1): 61-80.
Ramanurti. 2012. What is really different about emerging market multinationals? Global Strategy Journal, 2: 41-47
Awate, Larsen, and Mudambi. 2012. EMNE catch-up strategies in the wind turbine industry: Is there a trade-off between output and innovation capabilities, Global Strategy Journal, 2: 205-223.
4/18 Business groups and family firms
Khanna and Rivkin 2001. Estimating the performance effects of business groups in emerging markets. SMJ, 22(1): 45-74.
Hennart, J.F., Majocchi, A., & Forlani, E. 2017. The myth of the stay-at-home family firm: How family-managed SMEs can overcome their internationalization limitations. Journal of International Business Studies, doi.org/10.1057/s41267-017-0091-y
Gu, Q., Wang, S.L. & Bai, T. Revealed and reserved: a compensating approach of voluntary disclosure by family multinationals. J Int Bus Stud 55, 914–933 (2024).
4/25 Innovation and Learning
Szulanski, G. 1996. Exploring internal stickness: Impediments to the transfer of best practice within the firm. Strategic Management Journal, 17(winter special): 27-43.
Monteiro, Arvidsson, and Birkinshaw. 2008. Knowledge flows within multinational corporations; Explaining subsidiary isolation and its performance implications. Organization Science, 19(1): 90-107.
Bu, J., Tang, Y., Luo, Y. et al. Learning from inbound foreign acquisitions for outbound expansion by emerging market MNEs. J Int Bus Stud 54, 852–886 (2023).
5/2 Sharing and digital economy
Parente, R. C., Geleilate, J. M. G., & Rong, K. (2018). The sharing economy globalization phenomenon: A research agenda. Journal of International Management, 24(1), 52-64.
Tatarinov, K., Ambos, T.C. & Tschang, F.T. Scaling digital solutions for wicked problems: Ecosystem versatility. J Int Bus Stud 54, 631–656 (2023).
Chen, L., Li, S., Wei, J. et al. Externalization in the platform economy: Social platforms and institutions. J Int Bus Stud 53, 1805–1816 (2022).
5/9 International Marketing
Kozlenkova, I. V., Lee, J. Y., Xiang, D., & Palmatier, R. W. (2021). Sharing economy: International marketing strategies. Journal of International Business Studies, 1-29.
Kumar, V., Nim, N., & Agarwal, A. (2021). Platform-based mobile payments adoption in emerging and developed countries: Role of country-level heterogeneity and network effects. Journal of International Business Studies, 52, 1529-1558.
Jean, RJ.“., Kim, D., Zhou, K.Z. et al. E-platform use and exporting in the context of Alibaba: A signaling theory perspective. J Int Bus Stud 52, 1501–1528 (2021).
5/16 CSR -1
Ioannou, I., & Serafeim, G. (2012). What drives corporate social performance? The role of nation-level institutions. Journal of international business studies, 43, 834-864.
Wiessner, Y.T., Giuliani, E., Wijen, F. et al. Towards a more comprehensive assessment of FDI’s societal impact. J Int Bus Stud 55, 50–70 (2024).
Nippa, M., Patnaik, S., & Taussig, M. (2021). MNE responses to carbon pricing regulations: Theory and evidence. Journal of International Business Studies, 52, 904-929.
5/23 CSR -2
Zhou, N., & Wang, H. (2020). Foreign subsidiary CSR as a buffer against parent firm reputation risk. Journal of International Business Studies, 51, 1256-1282.
Kim, N., Sun, J., Yin, H. et al. Do foreign firms help make local firms greener? Evidence of environmental spillovers in China. J Int Bus Stud 53, 1370–1393 (2022)
Asmussen, C.G., Fosfuri, A., Larsen, M.M. et al. Corporate social responsibility in the global value chain: A bargaining perspective. J Int Bus Stud 54, 1175–1192 (2023).
5/30 campus holiday
6/6 Global Supply Chain
Wang, S.L., Lee, Y. & Li, D. Smart disclosure: an enabler for multinationals to reduce human rights violations in global supply chains. J Int Bus Stud 55, 450–469 (2024)
Li, C., Cuervo-Cazurra, A. How subsidiary and supplier misbehavior lead to corporate social responsibility performance improvements in multinationals. J Int Bus Stud 55, 470–491 (2024).
Lee, J.Y., Kim, D., Choi, B. et al. Early evidence on how Industry 4.0 reshapes MNEs’ global value chains: The role of value creation versus value capturing by headquarters and foreign subsidiaries. J Int Bus Stud 54, 599–630 (2023).
Class participation and presentation 60% Term paper 40%
Participants are expected to be on time for every session. Participants’ well-prepared presentation of materials and active participation in class discussion are essential to the learning in and success of this course.
journal papers in the syllabus