シラバス Syllabus

授業名 International Business
Course Title International Business
担当教員 Instructor Name Hakeem Muhammad Mohsin
コード Couse Code NUC410_N21B
授業形態 Class Type 講義 Regular course
授業形式 Class Format Live Virtual
単位 Credits 2
言語 Language EN
科目区分 Course Category 専門教育科目 / Specialized Subject
学位 Degree BBA
開講情報 Terms / Location 2021 UG Nisshin Term3

授業の概要 Course Overview

The course enables students to make ethical and informed decisions with a better understanding of the global business environment, in line with NUCB's mission.
The course provides an introduction to International Business (IB). Topics include globalization and IB, issues related to international expansion, cultural differences within international markets as well as implications of different legal systems in international markets. We will examine the reasons behind firmʼs strategic decisions to move abroad such as production, outsourcing or new market exploration. The course also discusses optimal ways to manage Multinational Corporations (MNCs) according to their size and mode of operations in foreign markets. We will discuss Japanʼs famous MNCs and their evolving management style to expand or retain their market share around the globe. The course includes “Case Studies” of small, medium and large MNCs to explain the theoretical concepts with real-world examples.
Upon completion of this course, students are expected to understand the impact of globalization on local and multinational corporations.

本授業の該当ラーニングゴール Learning Goals


LG1 Critical Thinking
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG4 Effective Communication
LG6 Managerial Perspectives (BBA)

受講後得られる具体的スキルや知識 Learning Outcomes

1. Should be able to understand the basic concepts about global markets and presence of multinational corporations.
2. Understand the modes of foreign expansion.
3. Understand the issues related to risk management in the global context.
4. Understand and evaluate the business strategies used by global corporations in different business environments.
5. Can look for emerging issues in global markets.

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 0 %
参加者中心型 Participant-Centered Learning ケースメソッド Case Method 100 %
フィールドメソッド Field Method 0 %
合計 Total 100 %

学習方法、レポート、課題に対するフィードバック方法 Course Approach, Report, Feedback methods

Course Approach
course contents will include lecture handouts, class presentations, case studies and other discussion materials provided beforehand or brought into the class by the instructor.

Readings (cases or discussion material) are provided beforehand and assigned for each class. Participants are required to prepare for at least three hours per case study in this course. The emphasis will be on student responsibility for learning through active application of course content in case studies, exercises, etc. and through active participation in class discussions. Active participation and preparation for the class are requirements for this course.

Evaluation and feedback on quizzes, assignments, and presentations will be provided by the instructor.

授業スケジュール Course Schedule


• Course Overview, Objectives and Expectations
• International Business and Globalization - The Forces Driving Globalization
o The Criticism of Globalization
o What is a Global Industry

1. General Motors’ Global Strategy


• Understanding Global Markets, why expand?
• Reasons for Going International
• Strategies for International Expansion
o Finding the best location for global expansion
o When is the best time to expand

2. The Globalization of the NFL


• Formulating Global Strategy
• The Source of Competitive Advantage
o Building Layers of Competitive Advantage
• Understanding Difference Across Locations and implications for Competitive Advantage

3. Vodafone in Japan (A), (B) & (C)


• Cross Country Differences and Strategic Implications
• Managing Adaptation and tradeoffs
• Ways to accelerate the speed of international expansion

4. Tricon Restaurants International: Globalization Re-examined


• Global Demand and Success
• Global Product and Transferability Across Different Markets
• Global Value Creation
• Growth Strategies in the Global Context
o Understanding consumer needs in different global markets
o Risks and Rewards for Early and Late Movers

5. P&G Japan: The SK-II Globalization Project


• Splitting Activities across Borders
• Difference between Outsourcing and Offshoring
• Understanding outsourcing structure and its strategic importance
• Risks associated with outsourcing

6. Monitor's Opportunities in India (A)


• Strategy and Risk Management in the Global Environment
• Strategic Planning for Emerging Markets
• Business Models for Emerging Markets
• Evolution of Business Location

7. Intel: Strategic Decisions in Locating a New Assembly and Test Plant (A)

Disclaimer: The case list is subject to change.

成績評価方法 Evaluation Criteria

講師用内規準拠 Method of Assessment Weights
予習レポート Preparation Report 30 %
コールドコール Cold Call 0 %
授業内での挙手発言 Class Contribution 30 %
ケース試験 Case Exam 0 %
参加者による相互評価 Peer Assessment 0 %
シミュレーション成績 Simulation 0 %
小テスト Quizzes / Tests 10 %
最終レポート Final Report 30 %
期末試験 Final Exam 0 %
合計 Total 100 %

評価の留意事項 Notes on Evaluation Criteria

1. Attend all sessions and actively participate in each. (Missing sessions will reduce your participation grades).

2. Class participation is about "attitude, preparation, listening, participation frequency as well as relevance and impact". Better preparation can lead to good arguments and focused discussion. Try to spend more time on cases, look for additional information online before sessions.

3. Active participation in the small group discussions before each session as well as in-class activities is compulsory to get good participation marks. (Joining class after small group discussion, not contributing in group discussion or activities, or taking a break during group discussion will impact participation grade).

4. The final report is all about your research and writing skills. Final reports with a logical structure, flow, and in-depth analysis receive good grades. Use of course or other basic frameworks can explain your understanding of the subject. Presentation of facts is important as well, a report using stats, graphs, diagrams, and figures is easy to read and understand compared to a text-only report. Formatting instruction like headings and proper referencing must be considered to obtain a high score.

使用ケース一覧 List of Cases


教科書 Textbook

  • John Daniels, Lee Radebaugh and Daniel Sullivan「International Business, Global Edition (The textbook is not necessary for this course) 」Pearson(2017)978-0134200057

参考文献・資料 Additional Readings and Resource

o Dunung, S; Global, A. International Business. Saylor Foundation, 2011. ISBN: 9781453312995 (Open Textbook)
o Bartlett, Christopher A., and Paul W. Beamish. Transnational Management: Text and Cases in Cross Border Management. 8th Edition. Cambridge University Press, 2018. ISBN-13: 978-1108436694
o Core Competence of the Corporation, HBR Article, HBS No. 90311
o Creating New Market Space, HBR Article, HBS No. 99105
o Going Global: Lessons from Late Movers, HBR Article, HBS No. R00201
o Hill, Charles W. L., Hult, G. Tomas M., International Business: Competing in the Global Marketplace. 11th Edition. McGraw-Hill/Irwin, 2016. ISBN-13: 978-1259578113
o Target the Right Market (HBR Case Study) HBS No. R1210X

授業調査に対するコメント Comment on Course Evaluation

Students indicated great value of course material and case studies used in "International Business" last year.

担当教員のプロフィール About the Instructor 

Dr. Hakeem earned his Doctor of Philosophy in Management from Graduate School of Economics and Management, Tohoku University, Japan. His master degree was also received from Tohoku University, and his MBA and BBA (Hons.) from COMSATS University. While at Tohoku University he was awarded various scholarships including Japanese Government Scholarship (MEXT) for Masters and PhD. He worked as JSPS fellow at Tohoku University before joining NUCB Business School. He was part-time lecturer at The Department of Global and Interdisciplinary Studies (GIS), Hosei University, and Graduate School, Tohoku University of Community Service and Science. His professional experience includes work in Investment Management, Financial Consultancy, Education, Training and Career Counselling in different organizations. He has published a number of articles and participated in a series of conferences. His research interests include but are not limited to International Business, Strategic Management and Network Science.

Refereed Articles

  • (2021) EFFECTS OF REMITTANCES ON ECONOMIC ACTIVITIES OF DEVELOPING COUNTRIES. Oeconomia Copernicana 12(4): 2083-1277, 2353-1827
  • (2021) Economic and financial impact of the COVID-19 pandemic in South Asia. Environmental Science and Pollution Research 1614-7499, 0944-1344
  • (2020) Equity Markets and Investment Patterns: The Network Perspective. International Journal of Monetary Economics and Finance 13(3): 1752-0487
  • (2019) Redefining Business Education in the Artificial Intelligence Era. NUCB insight 8
  • (2019) Innovative solutions to tap “Micro, Small and Medium Enterprises” (MSME) market: A way forward for Islamic banks. Islamic Economic Studies 27(1): 1319-1616

Refereed Proceedings

  • (2019). Equity Markets, Economic Indicators and Investment Patterns: The Network Perspective. Society of Interdisciplinary Business Research (SIBR) 2019 Conference Proceedings ."The Interdisciplinary Approach to Research, Innovation and Practice" SIBR 2019 Conference. 1. 2. Osaka, Japan
  • (2018). Asia Pacific, TPP (Trans Pacific Partnership) and US; The Network Perspective. SIBR Conference on Interdisciplinary Business & Economics Research .SIBR Conference on Interdisciplinary Business & Economics Research. 1. 2. Osaka, Japan
  • (2016). International Conference on Business, Economics, Management and Marketing. FOREIGN PORTFOLIO INVESTMENT AND ECONOMY: THE NETWORK PERSPECTIVE .International Conference on Business, Economic, Management and Marketing. 1. 2. University of Oxford, UK