| 授業名 | International Business |
|---|---|
| Course Title | International Business |
| 担当教員 Instructor Name | Hakeem Muhammad Mohsin |
| コード Couse Code | NUC411_N22B |
| 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 | 専門教育科目 / Specialized Subject |
| 学位 Degree | BBA |
| 開講情報 Terms / Location | 2022 UG Nisshin Term3 |
授業の概要 Course Overview
Misson Statementとの関係性 / Connection to our Mission Statement
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.
授業の目的（意義） / Importance of this course
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.
到達目標 / Achievement Goal
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
*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
LG3 Ethical Decision Making
LG4 Effective Communication
LG6 Managerial Perspectives (BBA)
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.
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 % |
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 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.
Feedback
Evaluation and feedback on quizzes, assignments, and presentations will be provided by the instructor.
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.
Feedback
Evaluation and feedback on quizzes, assignments, and presentations will be provided by the instructor.
授業スケジュール Course Schedule
第1日（Day1）
• Course Overview, Objectives and Expectations• International Business and Globalization
• The Forces Driving Globalization
o The Criticism of Globalization
o What is a Global Industry
●使用するケース
1. General Motors’ Global Strategy第2日（Day2）
• Formulating Global Strategy• The Source of Competitive Advantage
o Building Layers of Competitive Advantage
• Understanding Difference Across Locations and implications for Competitive Advantage
●使用するケース
2. Vodafone in Japan (A), (B) & (C)第3日（Day3）
• Cross Country Differences and Strategic Implications• Managing Adaptation and tradeoffs
• Ways to accelerate the speed of international expansion
●使用するケース
3. Tricon Restaurants International: Globalization Re-examined第4日（Day4）
• 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
●使用するケース
4. P&G Japan: The SK-II Globalization Project第5日（Day5）
• Splitting Activities across Borders• Difference between Outsourcing and Offshoring
• Understanding outsourcing structure and its strategic importance
• Risks associated with outsourcing
●使用するケース
5. Monitor's Opportunities in India (A)第6日（Day6）
• Strategy and Risk Management in the Global Environment• Strategic Planning for Emerging Markets
• Business Models for Emerging Markets
• Evolution of Business Location
●使用するケース
6. Intel: Strategic Decisions in Locating a New Assembly and Test Plant (A)第7日（Day7）
• Strategy and Risk Management in the Global Environment• Strategies for International Expansion
o Finding the best location for global expansion
o When is the best time to expand
●使用するケース
7. Walmart around the worldDisclaimer: The case list is subject to change.
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。
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.
*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 | 10 % |
| 授業内での挙手発言 Class Contribution | 50 % |
| クラス貢献度合計 Class Contribution Total | 60 % |
| 予習レポート Preparation Report | 20 % |
| 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
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.
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
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 is an associate professor at NUCB Business School, Nagoya University of Commerce and Business. He earned his doctorate and master degrees from the Graduate School of Economics and Management, Tohoku University, Japan, and attended Harvard Business School (HBS), Harvard University for executive education. He worked as an adjunct professor in renowned institutions including, Burgundy School of Business, France, Department of Global and Interdisciplinary Studies (GIS), Hosei University, Japan, and the Graduate School, Tohoku University of Community Service and Science, Japan. He received various awards and scholarships during his academic career, including the Japanese Government Scholarship (MEXT) and JSPS Fellowship at Tohoku University. 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, Regional Sustainability, Strategic Management, and Network Science.
（実務経験 Work experience）
Dr. Hakeem's professional experience includes work in Investment Management, Financial Consultancy, Education, Training, and Career Counselling in different organizations.
Refereed Articles
- (2024) Turning Lemons into Lemonade: Social Support as a Moderator of the Relationship Between Technostress and Quality of Life Among University Students. Psychology Research and Behavior Management
- (2024) Leveraging place-based resources for quality education: insights from a forest community outreach project in Japan. International Journal of Sustainability in Higher Education
- (2023) Regional Sustainable Development Using a Quadruple Helix Approach in Japan. Regional Studies, Regional Science
- (2022) Application of learning organization 2.0: a case study of Ricoh Ena Forest Japan. The Learning Organization
- (2022) Linking Past with the Future: The Case of Toyota Woven City. NUCB insight 11
Refereed Proceedings
- (2024). Impact of Sustainability Orientation on Entrepreneurial Intention of university students: Mediating roles of Sustainability Emotion. European Academy of Management Proceedings .European Academy of Management. 1. 4. University of Bath, UK
- (2023). Leveraging Place-Based Resources for Regional Sustainability: Insights from a Collaborative Consulting Project. 7th Islamic Finance, Banking & Business Ethics Global Conference .7th Islamic Finance, Banking & Business Ethics Global Conference. 1. 1. Islamabad, Pakistan
- (2023). Transforming Regional Competitiveness through Innovative Smart Technologies: The Case of Toyota Woven City. European Academy of Management (EURAM) Annual Conference 2023 Proceedings .European Academy of Management (EURAM) Annual Conference 2023. 1. 2. Trinity Business School, Dublin, Ireland
- (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