Syllabus

Title
0794 International Marketing and Management I: International Management
Instructors
Dr. Elisabeth Götze
Contact details
Type
PI
Weekly hours
2
Language of instruction
Englisch
Registration
09/18/20 to 09/28/20
Registration via LPIS
Notes to the course
Subject(s) Bachelor Programs
Dates
Day Date Time Room
Monday 10/05/20 10:00 AM - 12:00 PM Online-Einheit
Monday 10/12/20 10:00 AM - 12:00 PM Online-Einheit
Monday 10/19/20 10:00 AM - 12:00 PM Online-Einheit
Monday 11/02/20 10:00 AM - 12:00 PM Online-Einheit
Monday 11/09/20 10:00 AM - 12:00 PM Online-Einheit
Monday 11/16/20 10:00 AM - 12:00 PM Online-Einheit
Monday 11/30/20 10:30 AM - 12:30 PM Online-Einheit
Procedure for the course when limited activity on campus

This is an online course - no attendence on campus is necessary. However, there will be online sessions (Monday 10-12 am). The purpose is to get to know each other, to hold virtual presentations and to discuss relevant issues.  

Contents

This course deals with issues of international management, NOT international marketing!

In the course we will examine cross-cultural and international management issues and analyze the challenges of managing in an international marketplace. We will discuss cultural diversity and differences, political and economical influences, global market factors, and other contingencies with which management of multinational enterprises must contend. Moreover, the course provides insight in management practices of formulating and implementing strategies for international and global operations.

This course is part of a set of courses - IMM 1 and IMM 2. Even though the title "International Marketing and Management I" seems to indicate a logical order of courses (first IMM I and then IMM 2), this is definetely NOT the case. I.e., you can start with either course and potentially continue with the other the following term, or you can take both courses in the same term. IMM 1 focuses on issues of international management and IMM 2 on international marketing.

Learning outcomes

After completion of this course, students will be able to

  • Realize the challenges a global company is facing in an international market environment and ways it can deal with them
  • Understand key theoretical concepts including insights into latest research findings in international management
  • Utilize these concepts in a correct manner to solve managerial challenges in international management
  • Organize teamwork and strengthen their presentation skills
  • Develop critical thinking and defend their developed arguments.

Attendance requirements

This is an online course, ie you do not need to come to WU campus in person. However, there will be online sessions which you should attend. Pls. attend the first online class (on Oct. 5, 10-12 Vienna time). Apart from this, you may miss any other online class. All together, you should attend at least 50% of the online classes. 

Teaching/learning method(s)

Lectures, cases, videos, discussions, and an integrative term project - all online - will lead to a better understanding of challenges in international management and ways to deal with them. At the same time you learn how to handle teleconferences, virtual meetings and how to work successfully in a - presumably intercultural - virtual team.

Assessment

GROUP LEVEL (40%)

  • Project (20%)
  • Case presentation (10%)
  • Article or other presentation (10%)

INDIVIDUAL LEVEL (60%)

  • Mid term quiz (10%)
  • Class participation  (10%)
  • Peer rating (10%)
  • Final exam & reflection (30%)

The overall grading scheme of the of the course will be as follows (total 100%)

  • 90 - 100 - excellent (grade 1)
  • 80 - 92 - good (grade 2)
  • 70 - 81 - satisfactory (grade 3)
  • 60 - 70 - sufficient (grade 4)
  • below 60 - failed (grade 5). 

All pieces of assessment will be done online, eg the final exam will be a 24 hours take home exam etc.

    Readings
    1 Author: Deresky, Helen
    Title: International Management. Managing Across Borders and Culture. Global Edition.

    Publisher: Pearson
    Edition: 9th ed.
    Year: 2016
    Content relevant for class examination: Yes
    Recommendation: Essential reading for all students
    Type: Book
    Prerequisites for participation and waiting lists

    For participants of the Cross-Functional Management program and WU incoming exchange students.

    For questions concerning enrolment and waiting lists please contact the CFM coordinator at cfm@wu.ac.at

    All students must attend the first class - by video on Oct. 5. 10-12 am Vienna time!

    Availability of lecturer(s)

    Dr. Elisabeth Götze: elisabeth.goetze@wu.ac.at

    For administrative matters and registration please contact cfm@wu.ac.at

    Other

    All information is subject to change.

    Additional information on learn@WU platform

    Some material for this course will be available on the learn@wu platform.

    Unit details
    Unit Date Contents
    1
    • Organisational issues
    • Lecture: Assessing the Environment
    2
    • Lecture: Global Alliances
    • Paper: Hughes, J. & Weiss, J. (2008), Simple Rules for Making Alliances Work. Harvard Business Review 85 (11), 122-131 and
      Watkins, M. D. (2013), Making Virtual Teams Work: Ten Basic Principles. Harvard Business Review (2013, June 27, online resource)
    • Case: Fiat Chrysler Automobiles N.V. (2015): From an Alliance to a Cross-Border Merger
    3
      • Lecture: CSR and Ethics
      • Paper: Porter, M.E. & Kramer, M.R. (2011), The Big Idea: Creating Shared Value. Harvard Business Review, 89 (1), 62-77
      • Case: Facebooks's Internet.org Initiative: Serving the Bottom of the Pyramid?
        4
        • Mid-term quiz
        • Lecture: Understanding the Role of Culture
        • Presentation: Meyer, E. (2015), When Culture Doesn’t Translate. Harvard Business Review, 93 (10), 66-72
        • Case: Vodafone in Egypt: national Crisis and Their Implications for Multinational Corporations
        5
        • Lecture: Cross-Cultural Communication & Negotiation
        • Paper: Sebenius, J. K. (2002), The Hidden Challenge of Cross-Border Negotiations. Harvard Business Review, 80 (3), 76-85
        • Case: Hailing a New Era: Haier in Japan
        6
        • Lecture: Structure & Leadership
        • Paper: Ghemawat, P. (2007), Managing Differences. Harvard Business Review, 85 (3), 59-68
        • Case: Business Model and Competitive Strategy of IKEA in India
        • Exam preparation
        • Project: Q&A / feedback
        7
        • Group project presentations
        8
        • Final exam & reflection
        • Peer rating
        Last edited: 2020-10-06



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