INTERNATIONAL BUSINESS
Anno accademico 2018/2019 - 2° annoCrediti: 9
SSD: SECS-P/01 - Economia politica
Organizzazione didattica: 225 ore d'impegno totale, 171 di studio individuale, 54 di lezione frontale
Semestre: 1°
Obiettivi formativi
Globalisation and the Multinational Enterprise. Strategy and Organization of the Multinational Enterprise. New Issues in IB
Modalità di svolgimento dell'insegnamento
Lezioni frontali, interventi in aula da parte di imprenditori ed esperti nel settore, lavori in gruppo.
Prerequisiti richiesti
Nessun prerequisito formale.
Frequenza lezioni
Consigliata
Contenuti del corso
GLOBALISATION AND THE MULTINATIONAL ENTERPRISE
- Concetti di base e trend relative all’internazionalizzazione
- Prospettiva istituzionale
- Prospettiva resource-based
STRATEGY AND ORGANIZATION OF THE MULTINATIONAL ENTERPRISE
- Strategie di entrata in mercati esteri
- Dinamiche concorrenziali
- Strategie globali
- Organizzazione e innovazioni all’interno dell’impresa multinazionale
- Management delle risorse umane
NEW ISSUES IN IB
- Mercati emergenti
- Imprese che originano in mercati emergenti
Testi di riferimento
GLOBALISATION AND THE MULTINATIONAL ENTERPRISE
Peng, M. e Meyer, K. (2016) International Business. Cenage Learning (Second Edition) - chapters 1, 2, 3, 4, 6 and 11
STRATEGY AND ORGANIZATION OF THE MULTINATIONAL ENTERPRISE
Peng, M. e Meyer, K. (2016) International Business. Cenage Learning (Second Edition) - chapters 12, 13, 14, 15 e 16
NEW ISSUES IN IB
- Elia, S. and Santangelo, G.D. (2017) The evolution of strategic asset-seeking acquisitions by emerging market multinationals. International Business Review, 26(5): 855-866.
- Emergent Giants Multinationals from China, India, Brazil, Russia, and even Egypt are coming on strong. They're hungry -- and want your customers. They're changing the global game”, Business Week 31 July 2006. (pp.1-11)
- Guillen, M.F. & Esteban Garcia-Canal, E. (2009) “The American model of the multinational firm and the “new” multinationals from emerging economies”. Academy of Management Perspectives, Vol. 23( 2): 23-35.
- Khanna, T. & Palepu, K.G. (2010) “The Nature of Institutional Voids in Emerging Markets: Why Markets Fail and How to Make Them Work” in Khanna, T. & Palepu, K.G. Winning in Emerging Markets. Harvard Business School Press. (pp.1-29)
- Khanna, T., Palepu, K.G. & Sinha, J. (2005) Strategies that fit emerging markets, Harvard Business Review 83, 63-76.
- Meyer, K. (2015) “What is ”strategic asset seeking FDI?”, Multinational Business Review, 23, 57-66.
- Amazon in Emerging Markets. Case study by Nguyen-Chyung, A. and Faulk. E. (2014) WDI Publishing, pp. 1-36
- "Xiaomi Challenges Global Smartphone Leaders". Case study by Meyer, K. and Zhu, J. in Peng, M. and Meyer, K. International Business 2016 (Second Edition), pp. 506 – 510.
Programmazione del corso
| Argomenti | Riferimenti testi | |
|---|---|---|
| 1 | GLOBALISATION AND THE MULTINATIONAL ENTERPRISE | Peng, M. e Meyer, K. (2016) International Business. Cenage Learning (Second Edition) - chapters 1, 2, 3, 4, 6 and 11 |
| 2 | STRATEGY AND ORGANIZATION OF THE MULTINATIONAL ENTERPRISE | Peng, M. e Meyer, K. (2016) International Business. Cenage Learning (Second Edition) - chapters 12, 13, 14, 15 e 16 |
| 3 | NEW ISSUES IN IB | Selezione di papers e casi studio presentati in aula |
Verifica dell'apprendimento
Modalità di verifica dell'apprendimento
Elaborazione e discussione di un progetto di internazionalizzazione e test scritto
Esempi di domande e/o esercizi frequenti
In the resource based view, what are resources?
What is the difference between tangible and intangible assets?
What are reputational resources?
How can basic export and import activities be organized!?
What is the role of trade intermediaries in international trade?
How can services be traded across borders?
What are the key trade‐offs between local adaptation and global standardization?
What are the implications of trying to be both locally adaptive and globally integrated?
What are the challenges of operating in a matrix structure?