THE UNIVERSITY OF DANANG THE SOCIALIST REPUBLIC OF VIETNAM

VN-UK Institute for Research & Executive Education Independence – Liberty - Happiness

UNDERGRADUATE PROGRAM

Type of Degree: Bachelor Major: International Business Management Code: BEB23031

1. Course information

1.1 Course Code: BEB23031

1.2 Course Name: International Business

1.3 Course Notation

1.4 Total of Course Credits: 3

1.5 Time Allocation

- Theory: 45 hours

- Assignments and Group Discussion: 45 hours

- Self-study: 90 hours

1.6 Lecturers:

- Lecturer(s) in charge: Nguyễn Lê Lộc Tiên

- Co-lecturer(s):

1.7 Course Conditions:

- Prerequisites: Introduction to Business and Management, Global Environment of Business

2. Course Description

The International Business (IB) course serves as a continuity of Global Environment for Business (GEB). While the GEB course focuses on the macro environment of the firm,

this one introduces more micro aspects, including international business strategy and organization, and entry strategy, as well as basic operations like global manufacturing

management, and international human resource management.

3. Course Objectives

This course provides basic management knowledge in international corporations, particular focusing on how MNEs deals with global challenges and opportunities. The course

focuses on the principles and practices of international business, comparing domestic and international activities and managerial responsibilities. It examines the major facets

of the international management environment (legal, political, economic, and cultural). The course explores international strategies, by assessing the main factors determining

success and failure of international companies. Students have an opportunity to describe and compare domestic and international management operations and issues such as

managing a multicultural workforce, designing and executing global marketing strategies, designing global products and services, managing global R&D.
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4. Course Learning Outcomes (CLO)

Table 4.1. Course Learning Outcome

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

Code Course Learning Outcomes

CLO1 Evaluate challenges and opportunities in doing international business

CLO2 Identify appropriate international business strategies for MNEs in a specific context

CLO3 Identify the different international entry modes and indicate their advantages and drawbacks

CLO4 Differentiate the management of operation activities including global supply chain, international human resource, and international marketing.

CLO5 Enhance communication, managerial skills in group work

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 CLO6 Enhance student’ analytical and problems-solving skills

CLO7 Research, write and present contemporary issues in global business environment and conduct a business plan

5. Matrix between Course Learning Outcomes and Program Learning Outcomes

The extent to which CLO contributes to PLO is specifically determined:

I (Introduction): CLO is at the introduction level to PLO

R (Reinforce) : CLO is at the reinforce level to PLO

M (Mastery) : CLO is at the mastery level to PLO

Table 5.1. Matrix between Course Learning Outcomes and Program Learning Outcomes

PLO 1 2 3 4 5 6 7 8 9 10

CLO1 I M

CLO2 I M I

CLO3 I M

CLO4 I M

CLO5 I

CLO6 I I R

CLO7 I I R

Course I M I I I I R

6. Course Assessment

Table 6.1. Methods of assessment

Assessment Weighting/ Trọng số Requirements Method Relevant CLO in Table 4.1

components (%)

A1. 20% Chapter 13-20 Quizzes CLO 1, 2, 3, 4

Continuous assessment Research Tasks

Case Analysis

A2. Midterm 30% Chapter 13-15 Integrative Case Analysis, Multiple Choice, Long Answers CLO 1, 2, 3, 4, 6

assessment

A3. Group work 25% Chapter 13-20 Report CLO 1,2,3,4,5,6,7

25% Presentation CLO 1,2,3,4,5,6,7

7. Course Schedule

Table 7.1. Course schedule by week

(6)
(3) Main content Teaching Student’s learning activities Assessment Relevant CLO in
Session Topic (5) (7)
methods code Table 4.1

1 Introduction to IB ● Introductions Lecture Students’ expectation about the A1, 2, 4 CLO 1

Course ● Syllabus Review Video course

● Academic Integrity
Group formation for final project
● Key concepts in IB
(Randomly Assigned)
● How do international and domestic
Group information due
businesses differ?

2
 ● Who participates in IB? Group “Ice Breaker” Exercise

● Why do firms participate in IB? Readings:

● Why study IB?
Syllabus

2 International International business events in the recent news Lecture Group discussion CLO 1, 2, 5
A1, 2, 4
Business strategy Video Short Video
Core Lecture Topics:
Parts I & II
● Strategy and the Firm
“Fail Big”

● Global Expansion, Profitability, and

In-Class Readings:

“Culture of ‘Bending Rules’ in India

Profit Growth

challenges U.S. Drug Agency”

Textbook Readings:

Chapter 13 (Hill, 2019)

Chapter 12 (Hill & Hult, 2018)

3 IB strategy (con’t) International business events in the recent news Lecture Research Exercise TBD A1, 2, 4 CLO 1, 2, 5, 6, 7

Video Readings:
Core Lecture Topics:

● Cost Pressures and Pressures for

The Economist. (2016). Alibaba and

Amazon look to go global.

Local Responsiveness

● Choosing a strategy

4 The Organization International business events in the recent news Lecture Quiz A1, 2, 4 CLO 2, 5, 6, 7

of International Video Group discussion

Business
Core Lecture Topics: Readings:

● Organizational Architecture Chapter 14 (Hill, 2019)

● Organizational Structure

5 The Organization International business events in the recent news Lecture Group discussion A1, 2, 4 CLO 2, 5, 6, 7

of International Video
In-Class Readings:
Business (con’t)
Core Lecture Topics:
“Covid-19 is Elevating New Type of
● Control Systems and Incentives
Executive: Chief Medical Officer"
● Processes
Readings:
● Organizational Culture
Chapter 14 (Hill, 2019)
● Synthesis: Strategy and Architecture
Chapter 13 (Cullen & Parboteeah,
● Organizational Change
2010)

6 Entry Strategy & International business events in the recent news Lecture Group discussion A1, 2, 4 CLO 1, 2, 3, 5, 6, 7

Strategic Video Readings:

Alliances
Core Lecture Topics: Chapter 15 (Hill, 2019)

● Basic Entry Decisions Chapter 13 (Hill & Hult, 2018)

● Entry Modes Chapter 9 (Cullen & Parboteeah,

2010) -optional, but helpful

7 Entry Strategy & International business events in the recent news Lecture Quiz A4 CLO 1, 2, 3, 5, 6, 7

Strategic Video Group discussion

Core Lecture Topics:
Alliances (con’t)

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 ● Selecting an Entry Mode Readings:

● Greenfield Ventures or Acquisition? TBD

● Strategic Alliances

8 Mid term Integrative Case Analysis, Multiple A3 CLO 1, 2, 3, 4, 6

Choice, Long Answers

9 Exporting, International business events in the recent news Lecture Group discussion A1, 2, 5 CLO 1, 2, 4, 6

Importing,and Video Readings:

Countertrade
Core Lecture Topics: Chapter 16 (Hill, 2019)

● The Promise and Pitfalls of Exporting Chapter 14 (Hill & Hult, 2018)

● Improving Export Performance

● Export and Import Financing

● Export Assistance

● Countertrade

10 Global International business events in the recent news Lecture Quiz A1, 2, 5 CLO 1, 2, 5, 6

Production, Video Group discussion

Outsourcing, and
Core Lecture Topics: In-Class Readings:
Logistics
● Strategy, Production & Supply Chain Introduction to Blockchain

Management Covid-19’s impact on the global

● Where to Produce supply chain

● The Strategic Role of a Foreign

Production Site Readings:

● Outsourcing Production: Make-or- Chapter 17 (Hill, 2019)

Buy Decision Chapter 15 (Hill & Hult, 2018)

11 Global Core Lecture Topics: Lecture Group discussion A1, 2, 5 CLO 1, 2, 5, 6, 7

Production, ● Managing a Global Supply Chain Video Readings:

Outsourcing, and ● How has Covid-19 affected global Chapter 18 (Hill, 2019)
Logistics (cont’d)
logistics? Chapter 16 (Hill & Hult, 2018)

Case study: Supply chain in fast

fashion

12 Global Marketing International business events in the recent news Lecture Group discussion A1, 2, 5 CLO 1, 2, 5, 6

and R&D Video Readings:

Core Lecture Topics:

● The Globalization of Markets and

Chapter 18 (Hill, 2019)

Chapter 16 (Hill & Hult, 2018)

Brands

● Market Segmentation

● Product Attributes

● Distribution Strategy

● Communication Strategy

● Pricing Strategy

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 ● Configuring the Marketing Mix

● New-Product Development

13 Global Human International business events in the recent news Lecture Group discussion A1, 2, 5 CLO 1, 2, 5, 6

Resource Video Readings:

Core Lecture Topics:
Management
● Strategic Role of Global HRM:
Chapter 19 (Hill, 2019)

Chapter 17 (Hill & Hult, 2018)

Managing a Global Workforce

● Staffing Policy
Chapter 14 (Cullen & Parboteeah,

● Training and Management

2010) -Optional, but helpful

Development

● Performance Appraisal

● Compensation

● Building a Diverse Global Workforce

● International Labor Relations

14 Guest speaker or An opportunity to see/hear how the theories of A1, 2, 5 CLO 1, 2, 3, 4, 5, 6, 7

field trip international business discussed in-class

apply/don’t apply to an actual international

business as described by business leader(s).

15 Group Teamwork project A3, 5 CLO 1, 2, 3, 4, 5, 6, 7

Presentation + Presentation

Final exam
Discussion

Evaluation

Integrative Case Analysis, Multiple

Choice, Long Answers

8. Grading scale (optional)

In-Class Assignments (20%)

Your instructor will evaluate students based on their class participation consisting of the quality and quantity of contribution to the class discussion (both voluntarily and

involuntarily). In addition, there will be assignments, integrative exercises, and/or quizzes during the class. The purpose is to help you better understand the most important

concepts and their applications. You may be asked to work on the assignment in groups. Or, to familiarize with the concepts discussed every week, you will take Quizzes, which

will help you focus on the main concepts discussed during the weeks.

Mid-term exam (20%) This is written test to evaluate students’ understanding of the core principles. The exam may consist of several short essays covering concepts discussed

during the first half of the term. Besides, there are Multiple Choice questions and Long/ Short Answered Questions.

Final exam (30%) There will be one exam at the end of semester, which is a combination of multiple choice and case/essay questions, covering information from texts as well

as lectures. Therefore, keeping up with the reading of texts and attending class is strongly recommended. The examination will test both the theoretical knowledge of the

concepts and tools described in class, as well as exercises testing the student’s capability to apply that knowledge. The final examination covers the content from the midterm

until the end of the course. Final examination consists of open-ended questions.

Group Project : International Business Plan (30%)

In this course, you will be required to complete a group project in order to gain hands-on experience in the development of international business strategies. Groups of 5~6 will

be formed to work on the project.

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The target of this project is to build an international business plan for a business unit/division of a company located outside of your home country. The company can be either

explored by or designed by your project team.

I. The company ->

The team can decide whether they would like to come up with a company or research a real one. Nevertheless, the team needs to comply with a few constraints to assure the

effectiveness of the plan.

● The unit/division you create must be located outside your nation. (The parent company can be from your home country)
● The international business plan pertains only to the operations occurring outside your-country
● The unit/division should be a simple business for a simplified International Business plan
● The project group has to present to the class and every member of the group must speak
II. The International Business PLAN for each team:
● A written International Business Plan research paper should be submitted by the due day

● The plan has to depict the related business theories

● Format of the plan should be the American Psychological Association (APA) format

● A soft copy together with supporting materials should be submitted to the instructor

● The presentation of the project team will be judged on its quality, whether it is instructive and inspiring; whether the group is well prepared; and how clear it is

about international business and its practices.

The International Business Plan must include the ten following sections:

PARENT COMPANY
1. Parent company overview
2. Parent company organization chart (including the position of your business division/unit)
3. The international business strategy of the parent company
● Key statements about International Business strategy (Key element & key goals)

YOUR BUSINESS DIVISION: Your parent company may not be in the same geographic region as your Business Unit.
0. Business Unit Organization Chart
0. Specific business concerns for your business unit (include cultural, economic, legal, political, geographic, workforce, etc.) for the geographic domain where your

business unit is placed.

● What are the key laws (for the selected nation) that have specific significance to your business unit?
● What are other fundamental considerations with significant implications to the what, why’s. who’s and where’s of your business?
0. What the particular influences that the parent company’s international business policies and processes have on your business unit and your plan? How do the

parent company’s international business policies and process influence your business unit and your plan?
0. The International Business plan for your business division.
● Market plan
● Foreign Direct Investment (FDI) required
● Who in the organization is in charge of this plan?
0. What and how data are accumulated and interpreted by your organization?
1. What will be considered a success for an international business plan? How will an international business plan be measured? How does your company measure

the success of the international business plan?

2. Executive Summary: This section should be at the beginning of the paper, summarizing the whole business plan in one-to-two pages.

Presentation

The oral presentation will be 15-minutes followed by a 5~7 minutes question-and-answer session. The professor and all your classmates other than your group members will

evaluate your presentation. Their evaluation will be your grade for the presentation.

At the end of the semester, your contribution to the group project will be evaluated by each of your group members. For this purpose, a peer evaluation form will be handed

out by the end of the semester. This peer evaluation will be indexed to your final group exercise grade.

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9. Course Materials

Table 9.1. Required course books and references

No. Author(s) Year of publication Title Publisher

Main course books

1 Charles W. L. Hill & G. Tomas M. Hult 2019 International Business – Competing in the Global Marketplace, 12th McGraw-Hill Education

edition

References

2 Cavusgil, Knight, & Reisenberger 2017 International Business - The New Realities 4th edition Pearson

3 Geringer, McNett, Minor, & Ball 2016 International Business McGraw-Hill Education

Table 9.2. Useful websites for learners

No. Content Links Date updated

1 Economist [Link] 29/10/2020

2 Business Week [Link] 29/10/2020

3 Bloomberg [Link] 29/10/2020

4 New York Times [Link] 29/10/2020

5 Wall Street Journal [Link] 29/10/2020

6 CNN [Link] 29/10/2020

7 Financial Times [Link] 29/10/2020

10. Teaching aids required:

11. Policies/ regulations for students/Attendance Policy:

- This is a three-credit course, thus you should expect 2.5 hours a week of classroom or faculty instruction.

- Preparation by reading the assigned textbook chapters and other materials is critical to being able to effectively participate in class. You are expected to ask questions, offer

comments, and actively engage in all in-class learning activities.

- Complete other assignments requested by the instructor. No partial credit for any of the written assignments. All assignments must be completed in full as instructed

including length of assignment, requisites, and content. Homework assignments are to be submitted on time. Late assignments will not be accepted.

- Two allowable absences. Any further absences will result in a 10-point grade reduction.

- Punctuality. Students are expected to be in the classroom and seated at the scheduled class time.

Comply with the Vietnam-United Kingdom (VNUK) Institute of Research and Executive Training’s code of conducts and academic integrity.

ACADEMIC INTEGRITY

The students are required to uphold academic integrity mentioned in VNUK’s honesty policy. We are aiming for the accreditation of the Association to Advance Collegiate

Schools of Business (AACSB). Therefore, learning the right way to cite the source is highly encouraged in this course./Therefore, students are expected to cite precisely as

instructed.

Also, please do not hesitate to contact me if you find any difficulty in following the course due to your own life incidents. We together will work out some agreements on what

needs to be done to complete the course at your best.

Da Nang, dd/mm/yyyy

Approved by Prepared by

(Faculty) (Lecturer)

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(1): VNUK suggests 7-8 CLOs/ course

(2): Please attach list of full-text rubric as appendix of syllabus

(3): Pls also note here number of sessions per week and number of periods per session

(4) Periods (theory / Practice / Internship): Determine the number of periods for theory, practice, and internship for each chapter

(5) Teaching methods for learning outcomes: List teaching methods used in each chapter to achieve the learning outcomes.

(6) Students’ learning activities (Readings & assignments): Determine what students have to do prepare in advance (materials to read, from which page to which page, work in

groups for assignments, projects; Classroom activities (group discussion, complete exercises number…).

(7): Align with column 3 table 5.1 (requirements/topic)