| CODE | MGT5830 | |||||||||
| TITLE | International Business Management | |||||||||
| UM LEVEL | 05 - Postgraduate Modular Diploma or Degree Course | |||||||||
| MQF LEVEL | 7 | |||||||||
| ECTS CREDITS | 5 | |||||||||
| DEPARTMENT | Management | |||||||||
| DESCRIPTION | This study-unit addresses the increasingly globalised and competitive environment that businesses operate in. It underlines the critical implications of these international trends and dynamics, and addresses the opportunities, challenges and strategic options presented in internationalisation - towards effective management, and increasingly survival. Indicative study-unit outline: ● Introduction to international business and management - The nature of international business - Patterns and trends in international business / Globalisation - Cross-national culture, ethics and social responsibility ● The internationalisation process and international planning - Modes of entry in firm internationalisation - International business: theoretical foundations and practice ● The international environment, competitiveness and international business strategy ● Organising international enterprises and international management ● Small firm internationalisation and the Maltese context Study-unit Aims: Today’s businesses and markets are becoming increasingly competitive and internationalised. Theoretical ramifications, basic frameworks and tools for understanding competitiveness in international business will be presented, discussed and applied. The implications and impact of such internationalisation trends and globalisation on both domestically focussed as well as internationally-oriented enterprises will be explored and expounded, while the body of knowledge on International Business will be applied to both the larger multi-nationals and SMEs. Furthermore, the contextual implications presented by small open economies such as Malta’s on firm internationalisation and international business strategy are also discussed and applied. The goal of this study-unit is to provide good foundations for understanding and taking effective action in the increasingly dynamic and multi-faceted world of international business. Teaching Methodology The study-unit comprises lectures during which class interaction is encouraged – current cases are discussed and applied to illustrate theoretical underpinnings. Class discussion and debate supplement the course’s validity and enrich students’ learning experience by linking theory to industry and market application. Case-based sessions will be discussed and students will be expected to read and prepare for class sessions. Attendance at scheduled classes as well any additional sessions that may be organised are mandatory and vital to the course – active listening should be supplemented with thorough reading. Participation is an important factor in the learning experience. Learning Outcomes: 1. Knowledge & Understanding: By the end of the study-unit the student will be able to: Understand and explain key concepts in international business and entrepreneurship with reference to different approaches to foreign market entry and expansion and the critical assessment of each approach in relation to the leadership and culture of the entrepreneurial organisation as well as the culture abroad; Acquire a thorough understanding of the value of entrepreneurship research and appropriate skills in research techniques for effective problem solving, in-depth investigation of key issues and how these key issues apply in the international business context; Be prepared for careers as entrepreneurs, as owner-managers, policy makers in support services, and entrepreneurial management in different types of organisations with a specific interest in international business; Develop a theoretical understanding for and appreciation of why, how and where international business activities occur; Potentially better understand, assess and gauge a given competitive environment, whether in the domestic or international domain - towards generating added value in business activity and crafting effective strategy leading to enhanced competitiveness, growth and strategic advantage. 2. Skills: By the end of the study-unit the student will be able to: Develop critical analytical, problem-solving, creative and learning skills, and a critical awareness of the constituent elements of the study and practice of international business and entrepreneurship; Develop a critical awareness of international business context and entrepreneurship within this context, the processes of internationalisation, and the content of international business strategies, and provide them with the tools to apply this knowledge to prepare an international business plan. Main Text/s and any supplementary readings: Core Textbook: Hill, C. W. L. 2009. International business: Competing in the global marketplace. 7th ed. McGraw Hill. Supplementary Texts: Ball, D. and McCulloch, W. 2008. International Business: The Challenge of Global Competition. 11th ed. New York: McGraw-Hill. Harrison, A., Dalkiran, E. and Elsey, E. 2000. International business: Global competition from a European perspective. Oxford: Oxford University Press. Hodgetts, R., Luthans, F. and Doh, J. 2006. International Management: Culture, Strategy and Behavior. 6th ed. New York: McGraw-Hill. Kelly, P. 2009. International Business and Management. Cengage Learning. Peng, M. 2009. Global Business. South-Western / Cengage. Rugman, A. and Collinson, S. 2008. International Business. 5th ed. Essex: FT Prentice Hall. Additional Reading: From time to time, relevant readings from academic journals and the popular business press may be presented to students via the VLE for group discussion, application and debate. See also: Bartlett, C.A. & Ghoshal, S. 1995. Transnational management: Text, cases and readings in cross-border management. 2nd ed. Chicago: Irwin. Buckley, P.J. & Ghauri, P.N. (Eds.) 1999. The internationalization of the firm: A reader. Melbourne: International Thompson Business Press. Jarillo, J.C. 1995. Strategic networks: Creating the borderless organisation. Oxford: Butterworth Heinemann. Jones, M. and Dimitratos, P (eds). 2004. Emerging paradigms in international entrepreneurship. Edward Elgar Publishing. Prashantham, S. 2008. The internationalization of small firms: A strategic entrepreneurship perspective. Routledge. Rodrigues, C. 2001. International management: A cultural approach. Ohio: South Western Publishing. Young, S., Hamill, J., Wheeler, C. & Davies, J.R. 1989. International market entry and development: Strategies and management. Englewood Cliffs: Harvester Wheatsheaf, Prentice-Hall. For students to apply course material to current issues, promoting critical evaluation and debate, regular review of management journals and publications in the popular business press is recommended. Suggested periodicals include: - The Economist - Financial Times - Harvard Business Review - Malta Business Weekly Suggested academic journals include: - Journal of international Business Studies - International Business Review - Management International Review - International Small Business Journal It is of course expected that students are up-to-date with current Malta-based business activity, and to refer to the local business press – such as the Malta Business Weekly and other relevant publications and reports from Maltese business institutions and national agencies. |
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| ADDITIONAL NOTES | Co-requisite Study-unit: MRK5805 | |||||||||
| STUDY-UNIT TYPE | Lecture | |||||||||
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The University makes every effort to ensure that the published Courses Plans, Programmes of Study and Study-Unit information are complete and up-to-date at the time of publication. The University reserves the right to make changes in case errors are detected after publication.
The availability of optional units may be subject to timetabling constraints. Units not attracting a sufficient number of registrations may be withdrawn without notice. It should be noted that all the information in the description above applies to study-units available during the academic year 2025/6. It may be subject to change in subsequent years. |
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