International Business Strategy (B-KUL-D0M19B)
Aims
Upon completion of this course, the student is able to:
- define and clarify the principles and concepts underlying international business and strategy formulation
- apply theoretical and empirical contributions in academic research to real world cases
- to search for, and making good use of, publicly available information on firms, countries and industries
- critically analyze cases both independently and in team
Previous knowledge
At the beginning of this course, the student should be familiar with basic knowledge of microeconomics (David Besanko and Ronald R. Braeutigam, Microeconomics. 4th edition, John Wiley & Sons).
The course D0M23B International Management, taking place in the second semester, could be recommended as complementary to this course.
Is included in these courses of study
- Master in de toegepaste economische wetenschappen (Leuven) 60 ects.
- Master in de toegepaste economische wetenschappen (Leuven) (Major: International business, strategie en innovatie) 60 ects.
- Master in de toegepaste economische wetenschappen (Leuven) (Minor: International business) 60 ects.
- Master handelsingenieur (Leuven) 120 ects.
- Master handelsingenieur (Leuven) (Minor: International business, strategie en innovatie) 120 ects.
- Master of Business Economics (Leuven) 60 ects.
- Master of Business Economics (Leuven) (Major 1: International Business, Strategy and Innovation) 60 ects.
- Master of Business Economics (Leuven) (Minor 2: International Business) 60 ects.
- Master in de economie, het recht en de bedrijfskunde (Leuven) (Optie: Strategie, innovatie en (internationaal) bedrijfsrecht) 120 ects.
- Master of Business Engineering (Leuven) 120 ects.
- Master of Business Engineering (Leuven) (Minor: International Business, Strategy and Innovation) 120 ects.
- Courses for Exchange Students Faculty of Economics and Business (Leuven)
Activities
6 ects. International Business Strategy (B-KUL-D0M19a)
Content
Upon completion of this course, the student is able to:
- define and clarify the principles and concepts underlying the international business strategy of multinational firms;
- describe the strengths and weaknesses of key academic contributions on international business strategy;
- apply concepts and theoretical and empirical insights on international business strategy to real world cases of multinational firms;
- critically analyze these cases within teams, and report on them in written form and orally.
By acquiring these skills, students will be better able to understand, develop, and implement successful international business strategies, i.e. strategies that enhance the performance of multinational organizations.
Previous knowledge
At the beginning of this course, the student should have a basic understanding of strategic management or international business. The course D0M23B International Management can be regarded as a useful complement to this course.
Course material
- Verbeke, A. & Lee, I.H.I. (2021) International Business Strategy, 3rd edition. Cambridge, UK: Cambridge University Press, ISBN: 978-1-108-73837-8.
- Selected academic and consultancy articles and book chapters
- Case studies and other assignments
- Lecture slides
- Guest lectures
- Class discussions and personal lecture notes
- Other courseware such as videos and podcasts
Students are expected to purchase Verbeke’s textbook themselves and well in advance. Toledo will be used to share all other relevant course materials.
Format: more information
Lectures (including possible guest lectures), assignments, student presentations, and feedback sessions.
Evaluation
Evaluation: International Business Strategy (B-KUL-D2M19b)
Explanation
Evaluation
Type : Partial or continuous assessment with (final) exam during the examination period
Description of evaluation : Written, Paper/Project, Self assessment/Peer Assessment
Type of questions : Open questions
Learning material : None
Features of the evaluation
The evaluation consists of a final exam and assignments.
* The exam is a written, closed book exam and consists of both closed and open questions. Some of the questions may pertain to a text included in the exam, such as a case or a newspaper or magazine article. * The assignments consist of questions on the required readings and on documentation about real multinational firms, including cases. The assignments have to be made in teams of approximately 5 students. Submission dates will be determined by the lecturer (titularis) and communicated via Toledo.
Determination of final grades
* The final grade is based on the following components and weights:
- exam: 50%
- assignments: 50%
* Students who did not respect the deadline for an assignment will receive a grade of zero for that assignment, unless they asked the lecturer for an extension prior to the deadline. Such an extension will only be granted in the case of serious personal circumstances. Students who skip all of the assignments will receive an assignment grade of zero.
* To pass the course, students need to obtain an exam grade of at least 10 out of 20, regardless of their average assignment grade. If not, the exam grade will become the final grade for the course.
* Students who did not put enough effort into the assignments according to their teammates may be penalized with a lower assignment grade, including a grade of zero for students who did not contribute to the assignments at all.
* Students who did not take the exam will not receive a grade for the course, even if they handed in the assignments. Instead, such students will receive an “NA” (not taken) for the course.
Second examination opportunity
* The features of the evaluation and determination of the grades are similar to those of the first examination opportunity, as described above. The assignment grades will continue to form 50% of the final grade during the second examination opportunity within the same academic year. The assignment grades are not transferrable to the next academic year, nor to later years.