| 授業名 | International Management |
|---|---|
| Course Title | International Management |
| 担当教員 Instructor Name | Rebecca Chunghee Kim |
| コード Couse Code | GLP153_G25N |
| 授業形態 Class Type | 講義 Regular course |
| 授業形式 Class Format | On Campus |
| 単位 Credits | 2 |
| 言語 Language | EN |
| 科目区分 Course Category | 応用科目200系 / Applied |
| 学位 Degree | MSc in Management / Business Analytics & AI |
| 開講情報 Terms / Location | 2025 GSM Nagoya Spring |
授業の概要 Course Overview
Misson Statementとの関係性 / Connection to our Mission Statement
NUCB's mission is to educate innovative and ethical leaders who possess a ʻFrontier Spiritʼ and to create knowledge that advances international business and society. As one of the innovative courses of a leading globally engaged business school, this course aims to underpin NUCB's mission and future purpose.
授業の目的（意義） / Importance of this course
Students should possess multi-cultural transferable skills that developing an appetite for reflective, adaptive and collaborative learning. This course is designed to provide students with a thorough understanding of the issues in international management and the contextual factors and realities surrounding the international management (IM). It responds in particular to the increasing need of future managers seeking to work abroad as international executives.
By reviewing the concepts, patterns, behaviours and experiences of international management (e.g., International Human Resource Management, cross-cultural management, global corporate social responsibility), and by discussing a range of related cases in the contemporary international business, the course aims to familiarize students with key ideas and debates on international management.
By reviewing the concepts, patterns, behaviours and experiences of international management (e.g., International Human Resource Management, cross-cultural management, global corporate social responsibility), and by discussing a range of related cases in the contemporary international business, the course aims to familiarize students with key ideas and debates on international management.
到達目標 / Achievement Goal
By taking part in this course, students are expected to develop the capacity for 1) "dealing with" cross-cultural problems; 2) "developing" reflective applications in international management practice; and 3) "debating" systematically with multi-sided understanding of international management.
本授業の該当ラーニングゴール Learning Goals
*本学の教育ミッションを具現化する形で設定されています。
LG1 Critical Thinking
LG2 Diversity Awareness
LG4 Effective Communication
LG7 Global Perspective (GLP)
LG2 Diversity Awareness
LG4 Effective Communication
LG7 Global Perspective (GLP)
受講後得られる具体的スキルや知識 Learning Outcomes
Upon completing this course students should be able to get:
Subject specific knowledge and skills of:
• Obtaining knowledge and understanding of management in the international marketplace, and of the major theoretical and empirical studies investigating international management issues.
• Utilizing relevant concepts to explain the context and significance of international management
• Understanding a range of international management practices and how institutions/cultures impact upon them
• Knowledge of comparative management models and their implications for management in different
national/regional contexts: for example, Comparison between Asian (e.g., Japan, Korea and China) and European (e.g., the UK and Germany) management models.
Cognitive abilities and non-subject specific skills of:
• Analyzing concepts and issues of international management applied to practical conditions through contemporary case studies.
• Researching and identifying divergent patterns of international management.
• Application of know-how to new problem areas in the international business, such as global CSR/ESG in international business and sustainability management.
• Development of other skills including group working, oral and written presentation skills with consensus and relevant arguments.
Subject specific knowledge and skills of:
• Obtaining knowledge and understanding of management in the international marketplace, and of the major theoretical and empirical studies investigating international management issues.
• Utilizing relevant concepts to explain the context and significance of international management
• Understanding a range of international management practices and how institutions/cultures impact upon them
• Knowledge of comparative management models and their implications for management in different
national/regional contexts: for example, Comparison between Asian (e.g., Japan, Korea and China) and European (e.g., the UK and Germany) management models.
Cognitive abilities and non-subject specific skills of:
• Analyzing concepts and issues of international management applied to practical conditions through contemporary case studies.
• Researching and identifying divergent patterns of international management.
• Application of know-how to new problem areas in the international business, such as global CSR/ESG in international business and sustainability management.
• Development of other skills including group working, oral and written presentation skills with consensus and relevant arguments.
SDGsとの関連性 Relevance to Sustainable Development Goals
Goal 4 質の高い教育をみんなに（Quality Education）
教育手法 Teaching Method
| 教育手法 Teaching Method | % of Course Time | |
|---|---|---|
| インプット型 Traditional | 10 % | |
| 参加者中心型 Participant-Centered Learning | ケースメソッド Case Method | 90 % |
| フィールドメソッド Field Method | 0 % | 合計 Total | 100 % |
事前学修と事後学修の内容、レポート、課題に対するフィードバック方法 Pre- and Post-Course Learning, Report, Feedback methods
Course prerequisites
Participants should allow at least 3 hours of preparation time per case.
A laptop computer is required for electronic distribution of handouts on the day of the class.
Even though this course does not use a textbook, the students will learn theories, notions and models in the fields of business ethics, global CSR and sustainable management etc.
Preparation report
Students should familiarise themselves with the cases and be ready for classroom debates.
Student should submit the preparation report based on the assignment questions for each case.
Submission method : via Google Classroom.
Submission deadline: Before the class begin (by 09:00AM, Day 1, Day 2, Day 3 and Day 4).
Final Case Study Report (Individual)
Details and submission deadline: To be announced on the first class day.
*It is your responsibility to familiarise yourself fully with University Regulations concerning plagiarism and other forms of unacceptable and unfair practice.
*Some cases may be changed before the course starts.
Participants should allow at least 3 hours of preparation time per case.
A laptop computer is required for electronic distribution of handouts on the day of the class.
Even though this course does not use a textbook, the students will learn theories, notions and models in the fields of business ethics, global CSR and sustainable management etc.
Preparation report
Students should familiarise themselves with the cases and be ready for classroom debates.
Student should submit the preparation report based on the assignment questions for each case.
Submission method : via Google Classroom.
Submission deadline: Before the class begin (by 09:00AM, Day 1, Day 2, Day 3 and Day 4).
Final Case Study Report (Individual)
Details and submission deadline: To be announced on the first class day.
*It is your responsibility to familiarise yourself fully with University Regulations concerning plagiarism and other forms of unacceptable and unfair practice.
*Some cases may be changed before the course starts.
授業スケジュール Course Schedule
第1日（Day1）
Part 1: The Global MarketplacesTopic 1: Course Overview, Objectives, and Expectations
Topic 2: Introduction to International Management
Part 2: Institutional Dynamics of the Global Market
Topic 3: Institutional Dynamics and Complex Relationships between Headquarters and Subsidiaries in MNCs
Topic 4: Institutional Differences across the World (Institutional Theory)
●使用するケース
Case 1: Tim Hortons: Bringing Canada's Iconic Coffee to China (Ivey)Case 2: DELIVERMEAL IVORY COAST: ADDRESSING HEADQUARTERS' DEMANDS (Ivey)
第2日（Day2）
Part 3: Cross-cultural Management: Beyond Cultural DifferencesTopic 5: The Complexity of Working Internationally and Cross-culturally
Topic 6: Demonstration the Value of Preparation in Dealing with Issues that Span Locations, Cultures, and Institutional Systems
Part 4: Global Integration versus Local Responsiveness
Topic 7: Role of a Global Leader
Topic 8: Importance of Shared Values and Norms in MNCs
●使用するケース
Case 3: WORKING CROSS CULTURALLY: FORGET "BUSINESS AS USUAL" (Ivey)Case 4: The Global-Local Tension: Vodafone CEO Vittorio Colao Leading with "International Values and Local Roots" (A) (HBS)
第3日（Day3）
Part 5: Global Corporate Social Responsibility StrategyTopic 9: International CSR Strategy
Topic 10: CSR & Social Impact
Part 6: Global HRM
Topic 11: International Human Resource Management I (Expatriate)
Topic 12: International Human Resource Management II (Repatriate)
●使用するケース
Case 5:Girls, We Are ABLE: CJ’s Harnessing Social Impact through Global Corporate Social ResponsibilityCase 6: Jaguar or Bluebird? (A): Mark Chan's Decision to Stay Overseas or Return Home after his Expatriate Assignment (INSEAD)
第4日（Day4）
Part 7: International MarketingTopic 13: Cross-cultural Marketing Strategy
Topic 14: The Challenge of Global Customer Management
Part 8: Competitive Advantage in International Markets
Topic 15: Geographic Concentration vs. Geographic Diversification
Topic 16: What are the Sources of Innovation in International Market?
●使用するケース
Case 7: Apple Inc.: Price Strategy in India (IVEY)Case 8: DOMINO'S PIZZA JAPAN: FORTRESSING OR MARKET EXPANSION? (IVEY)
成績評価方法 Evaluation Criteria
*成績は下記該当項目を基に決定されます。
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。
| 講師用内規準拠 Method of Assessment | Weights |
|---|---|
| コールドコール Cold Call | 0 % |
| 授業内での挙手発言 Class Contribution | 70 % |
| クラス貢献度合計 Class Contribution Total | 70 % |
| 予習レポート Preparation Report | 10 % |
| 小テスト Quizzes / Tests | 0 % |
| シミュレーション成績 Simulation | 0 % |
| ケース試験 Case Exam | 0 % |
| 最終レポート Final Report | 20 % |
| 期末試験 Final Exam | 0 % |
| 参加者による相互評価 Peer Assessment | 0 % |
| 合計 Total | 100 % |
評価の留意事項 Notes on Evaluation Criteria
Preparation before class and active participation in both small group discussion and open class discussion are expected. The preparation report and the final case study report will be graded by the comprehensiveness and depth of arguments. The final course grading will follow a forced distributed curve when the number of participations is larger than 10.教科書 Textbook
- 配布資料
参考文献・資料 Additional Readings and Resource
There is no set text but the course will draw upon contemporary research and writing.
授業調査に対するコメント Comment on Course Evaluation
Class discussion will follow a more structured and theoretically based manner.
担当教員のプロフィール About the Instructor
Rebecca Chunghee Kim, Ph.D. is Professor of Business Ethics and International Management at the NUCB Business School. She was a British Chevening scholar and a visiting scholar of University of California, Berkeley. Rebecca received her PhD degree (2009) from University of Strathclyde Business School, UK.
Specialized field and societal impact:
Rebecca is particularly interested in research on comparative and global CSR, ESG, and capitalism through active collaboration with scholars/practitioners from around the world. Her research interest also includes: UN SDGs; Inclusive Leadership; Family Business; and Institutional Theory. As a discussion-loving scholar, Rebecca has delivered speeches/guest lectures on international CSR and ESG in various nations including Japan, Korea, Malaysia, India, Indonesia, Vietnam, Philippines, Mongolia, UK and USA.
Selected Refereed Articles:
• (2022) Rethinking corporate social responsibility under contemporary capitalism: Five ways to reinvent CSR, Business Ethics, the Environment & Responsibility, 31(2), 346-362.
• (2022) Sanpo-Yoshi and Corporate Social Responsibility in Japan, Strategic Analysis, 46(4), 403–415.
• (2021) Interpretation and integration of “creating shared value” in Asia: implications for strategy research and practice, Asian Business & Management, 19, 379–406.
• (2018) The Korean Air Nut Rage Scandal: Domestic versus International Responses to a Viral Incident, Business Horizons], 61(4), 533-544.
• (2018) Can Creating Shared Value (CSV) and the United Nations Sustainable Development Goals (UN SDGs) Collaborate for a Better World? Insights from East Asia, Sustainability, 10(11), 4128.
Refereed Proceedings
• (2023) Retention of Millennial and Gen Z Employees: Does CSR Matters? 2023 AoM Conference Proceedings (Boston, USA)
• (2023) Revisiting Carroll’s Pyramid of CSR Model: How to Improve CSR Education in Multi-cultural Setting, 2023 European Academy of Management (EURAM) Conference Proceedings (Trinity Business School, Dublin, Ireland)
• (2022) Inclusive Leadership in Times of Crisis: The Messaging of Business Leaders Before and During the COVID-19 Pandemic”, 2022 EURAM Conference Proceedings (Zhaw School of Management and Law, Winterthur, Switzerland)
• (2021) Inclusive Leadership in a Time of Crisis: The Messaging of Business Leaders Before and During the COVID-19 Pandemic”, 47th EIBA Annual Conference 2021 (Madrid, Online)
• (2021) Distortions of Capitalism and Corporate Social Responsibility: 5 Ways To Reinvent CSR” 2021 EURAM Annual Conference Proceedings (University of Quebec, Online)
（実務経験 Work experience）
Previously, Rebecca taught at Ritsumeikan Asia Pacific University, University of Nottingham, University of Strathclyde, and University of Edinburgh. Prior to entering academia, she worked in the fields of foreign diplomacy, government, NGO and CSR consulting business as a professional of international relations for twelve years.
Refereed Articles
- (2025) Inclusive Leadership in a Turbulent Global World: A Systematic Review and Future Research Directions. Advances in Global Leadership 16(151-166): 978-1-83662-289-5
- (2024) Inclusive leadership in times of global crisis: How CEOs of multinational enterprises responded to COVID-19. Critical Perspectives on International Business 21(2): 1742-2043
- (2024) Re-envisioning Corporate Social Responsibility Education from a Multicultural Perspective: From Pyramid to Hourglass. The International Journal of Management Education 22(3): 1472-8117
- (2022) Sanpo-Yoshi and Corporate Social Responsibility in Japan. Strategic Analysis 46(4): 0970-0161
- (2022) Rethinking corporate social responsibility under contemporary capitalism: Five ways to reinvent CSR. Business Ethics, the Environment & Responsibility 31(2): 2694-6424
Refereed Proceedings
- (2024). Values Above the Shareholder-Stakeholder Twist: Why do Asian Top Business Leaders Speak Differently?. AOM Proceedings .Academy of Management (AOM) 2024 Annual Meeting Chicago. 1. 2. Chicago
- (2024). How to Improve CSR Education in Multicultural Settings: Questioning Carroll’s Pyramid of CSR Model. AOM Proceedings .Academy of Management (AOM) 2024 Annual Meeting Chicago. 1. 2. Chicago
- (2024). We Are a Family, Not a Business: Can’t Family Business Be Sustainable “Across” Generations?. AOM Proceedings .Academy of Management (AOM) 2024 Annual Meeting Chicago. 1. 2. Chicago
- (2023). Retention of Millennial and Gen Z Employees: Does CSR Matter?. 2023 AoM Proceedings .2023 Academy of Management (AoM) Conference . 1. 2. Boston, USA