SECTION I: GENERAL INFORMATION ABOUT THE COURSE |
Course Code | Course Name | Year | Semester | Theoretical | Practical | Credit | ECTS |
70413MEEOZ-MBA0922 | International Business | 1 | Spring | 3 | 0 | 3 | 7 |
Course Type : | Elective Course III |
Cycle: | Master TQF-HE:7. Master`s Degree QF-EHEA:Second Cycle EQF-LLL:7. Master`s Degree |
Language of Instruction: | English |
Prerequisities and Co-requisities: | N/A |
Mode of Delivery: | Face to face |
Name of Coordinator: | Dr. Öğr. Üyesi BURAK NEDİM AKTAŞ |
Dersin Öğretim Eleman(lar)ı: |
Dr. Öğr. Üyesi BURAK NEDİM AKTAŞ |
Dersin Kategorisi: |
SECTION II: INTRODUCTION TO THE COURSE |
Course Objectives: | • identifies the difference between a local and international business. • recognizes and differentiates local versus international businesses, as well as their economic, social, political, and cultural environment. • identifies the most suitable foreign country for a company to invest in. • identifies governmental influence on trade, cross-national cooperation, and agreements. identifies the different types of commercial policies used to promote international business. • differentiates the various modes of market entry strategies based on the product and/or service. • identifies the major functions of an MNE. • values the differences, challenges, and advantages of managing an operation locally versus internationally. • identifies global foreign-exchange markets • reports on the different strategies linked to the organizational structure. |
Course Content: | The International Business course provides both theoretical and practical knowledge. The general purpose of the course is to teach students the concepts of commercial transactions between two or more countries while explaining the difference between local and international operations and helping them understand global business in general terms. In this context, this course covers the environmental factors affecting a global business, the structures and management strategies of global businesses, export-import-foreign direct investment terms, international agreements and collaborations, target market selection strategies, and functions of global businesses such as production, marketing, accounting, finance, and human resources. As a result, the course increases students' ability to comprehend the nature of international business at micro and macro levels. |
ATTENDANCE: 1. 30% absenteeism is acceptable. 2. Without any official excuse (medical report, etc.), students will be marked as absent. CASE STUDIES: 1. Case studies must be written in the required format. 2. All the case study-based homework must be plagiarism-free. Turnitin software will be used to check for plagiarism and AI usage. 3. All the case study-based homework must be AI usage-free. Turnitin software will be used to check AI usage. 4. In-text citations and references would be welcome. If any part of the case study analysis is from other resources, then in-text citation(s) and reference(s) (at the end) must be given in the paper. APA 7 is required. PRESENTATIONS: 1. This course may require students to do presentations in class. 2. Academic review: Research and investigations for the presentation topic and learning objectives must be from academic resources such as academic journals, articles, book chapters, and/or books. News, newspapers, blogs, and such are not acceptable. 3. Copy-paste is not allowed for any preparation. 4. This is extremely crucial. Students are supposed to be present on their presentation date. |
Knowledge (Described as Theoritical and/or Factual Knowledge.) | ||
1) • identifies the difference between a local and international business.
• recognizes and differentiates local versus international businesses, as well as their economic, social, political, and cultural environment.
• identifies the most suitable foreign country for a company to invest in.
• identifies governmental influence on trade, cross-national cooperation, and agreements.
identifies the different types of commercial policies used to promote international business.
• differentiates the various modes of market entry strategies based on the product and/or service.
• identifies the major functions of an MNE.
• values the differences, challenges, and advantages of managing an operation locally versus internationally.
• identifies global foreign-exchange markets
• reports on the different strategies linked to the organizational structure. |
||
Skills (Describe as Cognitive and/or Practical Skills.) | ||
Competences (Described as "Ability of the learner to apply knowledge and skills autonomously with responsibility", "Learning to learn"," Communication and social" and "Field specific" competences.) |
Week | Subject | ||
Related Preparation | Further Study | ||
1) | • Why and what to study in international business. • The relationship between globalization and IB. • Forces driving and major criticisms of globalization and IB. • Major reasons companies seek to create value by engaging in IB. • Different operating modes allow companies to accomplish their international objectives. • Why do national differences in companies’ external environments affect how they may best improve their IB performance? | ||
1) | • Why culture, especially national culture, is important in IB. • Major causes of national cultural formation and change. • Major behavioral factors influence countries’ business practices. • Complexities of cross-cultural communications. • Guidelines for cultural adjustment. | ||
2) | • Value of economic analysis • Types of economic environments • Idea of economic freedom • Types of economic systems • Indicators of economic development performance and potential • Elements of economic analysis | ||
2) | • How politics and laws influence business activities. • Principles and practices of a political environment. • Principles and practices of political freedom. • The idea of political risk. • Principles and practices of a legal environment. • Legal issues facing international companies. • Ideas of politics, law, and business. | ||
3) | • The idea of strategy in global companies. • How executives make strategy. • Resources, capabilities, and competencies. • Approaches to creating value. • Features and functions of the value chain. • Global integration and local responsiveness. • Types of strategies used by global companies. | ||
3) | • The three major types of international economic integration. • The World Trade Organization and how it is working to reduce trade barriers on a global basis. • The major benefits of regional economic integration. • Comparing and contrasting different regional trading groups. • The forces that affect the prices of commodities and their impact on commodity agreements. | ||
4) | • The significance of location in a global company's operations. • Why comparing countries through scanning is important and how it connects to final location choices. • Major opportunity and risk variables and how to prioritize and relate them when deciding whether and where to expand abroad. • Sources and shortcomings of comparative country information. • Alternative considerations and means for companies to allocate resources among countries. • Why do companies make noncomparative decisions when choosing where to operate abroad? | ||
4) | • Principles and practices of exporting. • Motivations and methods of exporting. • Startup and expansion of exporting. • Principles and practices of importing. • Motivations and methods of importing. • Problems that challenge international traders. • Resources that help international traders. • Standards of an export plan. • Principles and practices of countertrade. | ||
5) | • Idea of an organization • Classical organizational structures • Neoclassical organizational structures • Systems used to coordinate international activities • Systems used to control international activities • Principles and practices of organizational culture | ||
5) | • Why export and import may not suffice for companies’ achievement of IB objectives. • Why and how do companies make wholly owned foreign direct investments? • Why do companies collaborate in international markets? • Modes of and considerations for selecting an international collaborative arrangement. • Major reasons why IB collaborative arrangements fail or succeed. | ||
6) | • What does "global supply-chain management" mean? • Different facets of global operations strategies. • How global sourcing is an important aspect of global supply- chains and operations management. • How information technology is used in global operations and supply-chain management. • How quality management is important in global operations and supply-chain management. | ||
6) | • International marketing strategies in terms of marketing orientations, segmentation, and targeting. • Pros and cons of country adaptation versus global standardization of products. • Pricing complexities when selling in foreign markets. • Pros and cons of using uniform promotional marketing practices among countries. • Different branding strategies companies may employ internationally. • Major practices and complications of international distribution. • How gap analysis can help in managing the international marketing mix. | ||
7) | • International human resource management • Perspective of the expatriate • Staffing frameworks used by global companies • Selection • Preparation • Compensation • Repatriation and Failure | ||
7) | • Crossroads in accounting and finance. • Major factors affecting the development of accounting objectives, standards, and practices. • International accounting standards and the process of global convergence. • How companies account for foreign-currency transactions. • How companies can translate foreign-currency financial statements. • Some of the key international finance functions. • How do companies protect against foreign exchange risk? |
Course Notes / Textbooks: | • John D. Daniels, Lee H. Radebaugh, Daniel P. Sullivan, and Reid W. Click, International Business: Environments & Operations, 17th edition. Pearson Education (2021). • Simon Collinson, Rajneesh Narula, and Alan M. Rugman, International Business, 8th Edition, Pearson Education (2020). |
References: | • John D. Daniels, Lee H. Radebaugh, Daniel P. Sullivan, and Reid W. Click, International Business: Environments & Operations, 17th edition. Pearson Education (2021). • Simon Collinson, Rajneesh Narula, and Alan M. Rugman, International Business, 8th Edition, Pearson Education (2020). |
SECTION III: RELATIONSHIP BETWEEN COURSE UNIT AND COURSE LEARNING OUTCOMES (CLOs) |
CLOs/PLOs | KPLO 1 | KPLO 2 | KPLO 3 | KPLO 4 | |||||||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
1 | 2 | 1 | 2 | 3 | 4 | 5 | 1 | 2 | 1 | 2 | 3 | 4 | 5 | 6 | |
CLO1 |
No Effect | 1 Lowest | 2 Low | 3 Average | 4 High | 5 Highest |
SECTION IV: TEACHING-LEARNING & ASSESMENT-EVALUATION METHODS OF THE COURSE |
Lectures | |
Discussion | |
Case Study | |
Problem Solving | |
Demonstration | |
Views | |
Laboratory | |
Reading | |
Homework | |
Project Preparation | |
Thesis Preparation | |
Peer Education | |
Seminar | |
Technical Visit | |
Course Conference | |
Brain Storming | |
Questions Answers | |
Individual and Group Work | |
Role Playing-Animation-Improvisation | |
Active Participation in Class |
Midterm | |
Presentation | |
Final Exam | |
Quiz | |
Report Evaluation | |
Homework Evaluation | |
Oral Exam | |
Thesis Defense | |
Jury Evaluation | |
Practice Exam | |
Evaluation of Implementation Training in the Workplace | |
Active Participation in Class | |
Participation in Discussions |
LEARNING & TEACHING METHODS | ASSESMENT & EVALUATION METHODS | ||||||||||||||||||||
CLO1 | |||||||||||||||||||||
-Lectures | -Midterm | ||||||||||||||||||||
-Discussion | -Presentation | ||||||||||||||||||||
-Case Study | -Final Exam | ||||||||||||||||||||
-Problem Solving | -Quiz | ||||||||||||||||||||
-Demonstration | -Report Evaluation | ||||||||||||||||||||
-Views | -Homework Evaluation | ||||||||||||||||||||
-Laboratory | -Oral Exam | ||||||||||||||||||||
-Reading | -Thesis Defense | ||||||||||||||||||||
-Homework | -Jury Evaluation | ||||||||||||||||||||
-Project Preparation | -Practice Exam | ||||||||||||||||||||
-Thesis Preparation | -Evaluation of Implementation Training in the Workplace | ||||||||||||||||||||
-Peer Education | -Active Participation in Class | ||||||||||||||||||||
-Seminar | - Participation in Discussions | ||||||||||||||||||||
-Technical Visit | |||||||||||||||||||||
-Course Conference | |||||||||||||||||||||
-Brain Storming | |||||||||||||||||||||
-Questions Answers | |||||||||||||||||||||
-Individual and Group Work | |||||||||||||||||||||
-Role Playing-Animation-Improvisation | |||||||||||||||||||||
-Active Participation in Class |
Measurement and Evaluation Methods | # of practice per semester | Level of Contribution |
Homework Assignments | 2 | % 20.00 |
Midterms | 1 | % 30.00 |
Semester Final Exam | 1 | % 50.00 |
Total | % 100 | |
PERCENTAGE OF SEMESTER WORK | % 50 | |
PERCENTAGE OF FINAL WORK | % 50 | |
Total | % 100 |
SECTION V: WORKLOAD & ECTS CREDITS ALLOCATED FOR THE COURSE |
WORKLOAD OF TEACHING & LEARNING ACTIVITIES | |||
Teaching & Learning Activities | # of Activities per semester | Duration (hour) | Total Workload |
Course | 7 | 6 | 42 |
Laboratory | 0 | 0 | 0 |
Application | 0 | 0 | 0 |
Special Course Internship (Work Placement) | 0 | 0 | 0 |
Field Work | 0 | 0 | 0 |
Study Hours Out of Class | 7 | 9 | 63 |
Presentations / Seminar | 0 | 0 | 0 |
Project | 0 | 0 | 0 |
Homework Assignments | 2 | 15 | 30 |
Total Workload of Teaching & Learning Activities | - | - | 135 |
WORKLOAD OF ASSESMENT & EVALUATION ACTIVITIES | |||
Assesment & Evaluation Activities | # of Activities per semester | Duration (hour) | Total Workload |
Quizzes | 0 | 0 | 0 |
Midterms | 1 | 15 | 15 |
Semester Final Exam | 1 | 20 | 20 |
Total Workload of Assesment & Evaluation Activities | - | - | 35 |
TOTAL WORKLOAD (Teaching & Learning + Assesment & Evaluation Activities) | 170 | ||
ECTS CREDITS OF THE COURSE (Total Workload/25.5 h) | 7 |