During this course, we will discuss the role of the political environment for multinational companies (MNCs). The central aim is to understand the political environment MNCs confront and how MNCs can maneuver these challenging conditions. The focus during this course rests on the following main issues:

• Foundations (politics & business, market vs. non-market environment)
• Analysis of the political environment for MNCs
• Political phenomena (national & supranational)
• Current topics (e.g. Populism)
• Managing politics
• Non-market strategies (e.g. Uber Case)

By the end of the course, students will be able to:

• Develop awareness of theory and evidence related to MNCs political environment and the influence of current political challenges.
• Apply theories and approaches in order to analyze the political environment of a company with its threats and opportunities.
• Understand how MNCs can deal with political risk in their environment and which strategies/tactics they can employ.

Students have to attend at least 80% of the scheduled sessions in order to meet the attendance requirements. This is supposed to be an in-class course with required physcial presence (unless circumstances demanded otherwise).

Classes will be a mixture of lectures, case studies, and interactive in-class exercises including presentations and discussion. Students will work individually and together in teams. An exam, individually solving a case study as well as the presentation of a group project further contribute to the learning outcomes.

40% Participation

30% Exam

30% Final presentation (Group presentation)

The final grading scheme is the following: ≥ 90%...1| ≥ 80%...2 | ≥ 70%...3 | ≥ 60%...4 | < 60%...5.

Pre-requisites for WU students: completed course 1 (Foundations) and course 2 (Applications). The course is open to all exchange students with an interest in the political environment of MNCs.

Students on the waiting list will only be added up to the maximum of the course (and considering the occupancy of the other courses).

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