INTB 2200 – D01 (3CH) INTERNATIONAL MANAGEMENT

SUMMER TERM 2020 Online

CONTENTS CONTENTS ............................................................. 1

INSTRUCTOR ......................................................... 1

COURSE DESCRIPTION........................................... 1

COURSE OBJECTIVES ............................................. 2

COURSE MATERIALS .............................................. 2

COURSE FORMAT .................................................. 2

ASSESSMENT OF LEARNING .................................. 3

POLICY ON INDIVIDUAL WORK AND LATE SUBMISSION .......................................................... 5

REFERENCING STYLE FOR WRITTEN WORK .......... 6

CLASS SCHEDULE ................................................... 6

IMPORTANT DEADLINES ....................................... 8

INTENDED LEARNING OUTCOMES ........................ 8

ACADEMIC INTEGRITY POLICY .............................. 9

STUDENT SERVICES AND SUPPORTS ................... 12

INSTRUCTOR

Name: Jijun Gao

Office: Room 426 Drake Centre Phone: 204-474-7445

Email: jijun.gao@umanitoba.ca Office hours: By email or online appointment COURSE DESCRIPTION This is an online course to take advantage of distance education technology, and it is a little different from the face-to-face version of INTB2200. This course is designed to further your understanding of the complex and rapidly evolving international business environment. All businesses are affected now by international forces one way or the other. Companies are expanding overseas, dealing with emerging competition from international companies in their home country, or managing increasingly complex business environment because of dynamics in international trade and business globalization. This course is aimed at helping students develop an understanding of the global context of today’s businesses and management issues. In this course, we focus on the cultural, economic and political differences that affect international business. Throughout the semester, we look at: (a) how processes of globalization, technological development, and institutional change affect businesses, both in home country and abroad; and (b) key factors in managerial decision-making involving international business.

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COURSE OBJECTIVES The course will be organized into four units covering a total of 12 chapters in the textbook, three

chapters per unit, as shown in the class schedule.

After taking this course, students will be able to:

1. Identify and understand a range of important social, cultural, legal, political, economic and ethical

issues associated with international business. 2. Explain important concepts and frameworks for managing international business, such as modes of entry, value chain, and structure of multinational and global organizations. 3. Evaluate and clearly communicate key aspects of competitive advantages in a global context. 4. Apply the classical and modern theories of international business (e.g., FDI) in analyzing processes of

internationalization 5. Develop sound international strategy for a given firm. COURSE MATERIALS Peng, M.W. (2017). Global 4. South-Western Cengage Learning: OH, USA. ISBN10: 1-337-40683-3, ISBN13: 978-1-337-40682-6. In case you prefer a digital copy, the online access code to this textbook would be https://login.nelsonbrain.com/course/4LPNM97NSFNL. Please purchase the textbook only and do not include the MindTap application.

Note that older editions may be used but the student is responsible for any discrepancies between older editions and the fourth edition of the text. There will be two additional cases to be assigned for online discussion. The case, once assigned, can be purchased from the Ivey Publishing website. Further details for purchasing the case will be posted at the respective discussion forums and Assignment content page on UMLearn. Photocopying textbooks or other reading material without permission is violation of copyright laws.

COURSE FORMAT This is an online course. While you are flexible in arranging a study pace that best meets your needs and preferences, here are some suggestions that might help you organize your study.

Put assignment deadlines on your calendar so you don’t miss any.

Read the unit pages, particularly the unit introduction, which will provide you with some focus and direction.

Follow the order of all units and read the associated textbook chapters. Do not skip units or lag behind the class schedule.

Always complete the assigned quizzes following the schedule.

Actively participate in the online discussions of the assigned case, and take your best efforts to facilitate the discussions and reflect on the conversations.

https://login.nelsonbrain.com/course/4LPNM97NSFNL

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You are required to obtain and use your University of Manitoba email account for all communication between yourself and the university. All communication must comply with the Electronic Communication with Student Policy: http://umanitoba.ca/admin/governance/governing_documents/community/electronic_communication

_with_students_policy.html. ASSESSMENT OF LEARNING Student progress will be assessed through the following:

Components Weights

Quizzes (4 in total) 20 % Online Case discussion 20 %

Open case project 15% Video reflection presentation 10 % Final Exam -case analysis report 35 %

I will use the following letter-grading scheme:

Marks Letter Grade

90 and above A+

80 – 89.99 A

75 – 79.99 B+

70 – 74.99 B

65 – 69.99 C+

60 – 64.99 C

50 – 59.99 D

Below 50 F

In the event of a skewed distribution of grades, the total marks may be curved up or down as necessary (the weighting of each component will remain unchanged). Textbook Quizzes (20% in total, 5% each) There will be a total of four quizzes on UMLearn throughout the term, one for each unit, and all quizzes are closed-book tests. A quiz comes in the form of multiple-choice questions, fill-in-the- blanks, and true/false questions. Each quiz covers roughly three chapters in the textbook, typically consisting of 13 questions per chapter. Only one attempt is allowed to complete the quiz (no try-out), answering a list of randomized questions within the set time limit. Individual quiz marks and total performance towards the 20% in final grade will be calculated automatically on UMLearn so you can easily track your progress. You can expect to excel in quizzes as long as you read the chapters carefully and understand the basic concepts, frameworks, and theories.

http://umanitoba.ca/admin/governance/governing_documents/community/electronic_communication_with_students_policy.htmlhttp://umanitoba.ca/admin/governance/governing_documents/community/electronic_communication_with_students_policy.html

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Online Case Discussion (20%)

The solutions to international management problems are varied, with no clear right or wrong answers. The goal of the case discussion is NOT to generate a comfortable consensus but, instead, to learn about important aspects of international management by identifying strategic problems and attempting to offer solutions, inferences, and reflections.

One of the two cases to be used for the online discussion is Tim Hortons Inc. (Ivey Case ID: 9B14M114). Please follow this link https://www.iveycases.com/ProductView.aspx?id=67970 to purchase the case from Ivey Cases website. The other case will be announced later. You may have to register an account with Ivey Cases before making a purchase. I expect every student to actively and thoughtfully participate in the online case discussion by going to the designated Discussion Rooms on UMLearn during the scheduled time period (roughly two weeks). Please note: you will not be able to access the discussion forums until you complete the first two quizzes, Quiz 1 and Quiz 2. No specific deadlines other than this constraint, though all quizzes will be closed before the last class of the course, of course. Both quality (weighed higher) and quantity will be considered in the evaluation that covers three criteria categories including focus and coverage, understanding and argument, and facilitation and clarity. To rank high in contribution to case discussions, a student needs to be able to digest the case information, synthesize others’ comments, and provide insightful and intriguing comments/arguments that push the discussions to a higher level. In general, factual contributions, such as simple listing or summary of case information, that help to organize basic information into useful format for analysis will earn one mark credit in an evaluation criterion category. To earn two-mark credit for a case discussion, you must provide some synthesis beyond the basic case facts, such as connecting two or more pieces of information, or conducting some quantitative analysis, to draw a sound conclusion. To earn three-mark credit for a case discussion, your contribution must demonstrate real insight into the key issues of the case, and/or recommend detailed, well-supported actions to address the strategic challenges involved. Exceptional students in terms of both the quality and quantity of comments will be given four-mark credit. A more detailed rubric will be applied in grading contributions to each organized discussion. The instructor may discount a student’s contribution credit for instances in which he/she proves to be insufficiently prepared for the discussion, commits disrespectful or unprofessional behaviors, or makes comments that are obviously flippant or clearly out of line of a discussion. Please note that there is no contribution credit for simply “showing up” in the case discussion room. Individuals who do not participate at all during case discussion will receive a zero for this component of your total performance! It is highly recommended that you write responses to other students’ comments rather than simply post your answers to a few questions and then leave the discussion forum. Your interactions with fellow students will be graded! Imagine you are joining a conversation as if in a regular class, not going there to submit a report. The discussion forum will be open from Monday 8am of the respective week to Thursday noon in the following week. Very important: please read the Discussion Forum Instructions and Rubric before entering the discussion room. No make-up arrangement will be made if you miss the time window of participation.

https://www.iveycases.com/ProductView.aspx?id=67970

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Open Case Project (15%) This assignment will push you to apply the theories that you have learned from the textbook and chapters to real world case analysis. Specifically, you will identify a company with global business (yes, any global firm), and evaluate the key aspects of its competitive environment and international strategy. I will provide a few specific questions to help you stay on track. Further instructions may be given with the assignment folder on UMLearn. The final deliverable is a one-page report (Word format, single-spaced, 12 point font, 1 inch margin on all sides) to be submitted to the designated Assignment folder on UMLearn before the deadline. Proper references to information sources are required at the end of the report. Penalty will be applied to any late submissions as explained below. Video Reflection Presentation (10%)

To be able to speak clearly and confidently about issues of international management is an important skill that you need to develop. In this assignment, you will create an approximately 5-minutes video in which you will use examples to illustrate your key learning points about international management. Note I need to see your face at least half of the time in the video, and you can use notes etc. to facilitate your presentation. Going through the textbook one more time and map out all key concepts and learning points will help you perform well in this assignment.

Shoot the video with your mobile phone or laptop would suffice, but remember to test and see if the video can play successfully after you upload it to UMLearn. Major media formats such as MP4, WMV, MOV are all supported, though mp4 is preferred. Feel free to update your video before the end of the last week and the system automatically saves the most recent submission. Similar late penalty will be applied to late submissions.

Final Exam (35%) This assignment requires you to take stock of everything you have learned in this course and apply to an assigned business case analysis independently. Using the assigned business case, please answer a list of questions with as many details as possible. A good advice: try to use the concepts from the textbook to show your capability of knowledge application. All text (excluding cover page, exhibits, tables, references, etc.) should be put in a maximum of six pages, double space, 12 point font, 1inch margin on all sides. Proper references to external information sources are required. Feel free to include any exhibits and tables to strengthen or illustrate your arguments. Any text beyond the sixth page will not be graded. Please submit the report to the designated Assignment folder before the deadline. Penalty will be applied to all late submissions.

POLICY ON INDIVIDUAL WORK AND LATE SUBMISSION Please note that all assignments are strictly individual exercises. No discussion of the exams are permitted with anyone else. Each student’s written case report, including all attachments and exhibits, must be strictly the work of the individual student, in both content and form. Any instance in which a student’s written analysis contains sections of text or attachments essentially identical in content and/or form to that of another student’s report, will be considered a breach of academic integrity on the part of both students.

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All exam reports and class assignments need to be submitted to the designated Assignment folder on UM Learn before the deadline. All students are required to keep a soft copy of their papers. Late submissions, including those delayed by computer-related difficulties, will be penalized ten percentage points for every 24 hour period (including weekend time), or portion thereof late. Exceptional circumstances which might jeopardize your ability to meet this deadline must be brought to your instructor’s attention prior to the due date, or else they cannot be considered as grounds for exemption from this late penalty. If you are involved in any co-curricular activities (e.g., case competitions at another university), you are expected to complete and submit the paper prior to the deadline. Submissions will not be accepted after 72 hours from the due date. REFERENCING STYLE FOR WRITTEN WORK In the group project for this course, you are expected to use the APA style of referencing, for both the in-text citations and the Bibliography. To learn about the APA style, please consult a librarian in the Management Library or look up http://libguides.lib.umanitoba.ca/citationmanagers/referencemanagers. CLASS SCHEDULE

Dates Unit Description

Week 1 May 4 - 8

Unit 1 Laying Foundations

Globalizing Business

Chapter 1

Week 2 May 11 - 15

Understanding Politics, Laws, & Economics Chapter 2

Week 3 May 18 - 22

Emphasizing Cultures, Ethics, & Norms Chapter 3

Week 4 May 25 - 29

Unit 2 Going Global

Leveraging Resources & Capabilities Chapter 4

Week 5 June 1 - 5

Trading Internationally Chapter 5

Week 6 June 8 - 12

Investing Abroad Directly Chapter 6

http://libguides.lib.umanitoba.ca/citationmanagers/referencemanagers

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Dates Unit Description

Week 7 June 15 - 19

Unit 3 Key Issues of International Business

Dealing with Foreign Exchange Chapter 7

Open case analysis project is due on June 15th at 4pm Tim Horton case discussion will be open on June 15th at 8am

Week 8 June 22 - 26

Capitalizing on Global & Regional Integration Chapter 8

XX case (TBD) discussion will be open on June 22th at 8am

Week 9 June 29 – July 3

Entering Foreign Markets Chapter 9

Both online case discussions will be closed on July 3rd at 4pm

Week 10 July 6 - 10

Unit 4 Managing Around the World

Growing & Internationalizing the Entrepreneurial Firm

Chapter 10

Week 11 July 13 - 17

Making Alliances & Acquisitions Chapter 11

Week 12 July 20 - 24

Strategizing, Structuring, & Learning Around the World Chapter 12

Week 13 July 27 –31

Managing Human Resources Globally Chapter 13 Video reflection is due on July 31st, 4pm

Final Exam period August 4 - 11

Final Exam

Final Exam case will be announced on July 31 at 8am; the exam report is due August 11th, Tuesday, at 10pm in the designated Assignment folder on UMLearn.

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IMPORTANT DEADLINES

Course drop date - May 15

Open case analysis - June 15

Online case discussions - July 3

VW deadline - July 10

Video reflection presentation - July 31

Final Exam - August 11

INTENDED LEARNING OUTCOMES

AACSB Assurance of Learning Goals and Objectives The Asper School of Business is proudly accredited by AACSB. Accreditation requires a process of continuous improvement of the School and our students. Part of “student improvement” is ensuring that students graduate with the knowledge and skills they need to succeed in their careers. To do so, the Asper School has set the learning goals and objectives listed below for the Undergraduate Program. The checked goal(s) and objective(s) will be addressed in this course and done so by means of the items listed next to the checkmark.

Goals and Objectives in the Undergraduate Program

Goals and Objectives

Addressed in this Course

Course Item(s) Relevant to these Goals and

Objectives

1 Quantitative Reasoning √

A. Determine which quantitative analysis technique is appropriate for solving a specific problem.

√ Case analysis

B. Use the appropriate quantitative method in a technically correct way to solve a business problem.

√ Chapter 7

C. Analyze quantitative output and arrive at a conclusion.

√ Chapter 7; Case analysis

2 Written Communication √

A. Use correct English grammar and mechanics in their written work.

√ Individual cases project

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B. Communicate in a coherent and logical manner

√ Individual cases report; video presentation

C. Present ideas in a clear and organized fashion.

√ Individual cases report; video presentation

3 Ethical Thinking √

A. Identify ethical issues in a problem or case situation

√ Chapters 3 & 15; case

analysis

B. Identify the stakeholders in the situation.

√ Chapters 3 & 15; case

analysis

C. Analyze the consequences of alternatives from an ethical standpoint.

√ Chapters 3 & 15; case

analysis

D. Discuss the ethical implications of the decision.

√ Chapters 3 & 15; case

analysis

4 Core Business Knowledge √ Entire course

ACADEMIC INTEGRITY POLICY It is critical to the reputation of the Asper School of Business and of our degrees that everyone associated with our faculty behave with the highest academic integrity. As the faculty that helps create business and government leaders, we have a special obligation to ensure that our ethical standards are beyond reproach. Any dishonesty in our academic transactions violates this trust. The University of Manitoba General Calendar addresses the issue of academic dishonesty under the heading “Plagiarism and Cheating.” Specifically, acts of academic dishonesty include, but are not limited to:

using the exact words of a published or unpublished author without quotation marks and without referencing the source of these words

duplicating a table, graph or diagram, in whole or in part, without referencing the source paraphrasing the conceptual framework, research design, interpretation, or any other ideas of

another person, whether written or verbal (e.g., personal communications, ideas from a verbal presentation) without referencing the source

copying the answers of another student in any test, examination, or take-home assignment providing answers to another student in any test, examination, or take-home assignment taking any unauthorized materials into an examination or term test (crib notes) impersonating another student or allowing another person to impersonate oneself for the purpose

of submitting academic work or writing any test or examination stealing or mutilating library materials accessing test prior to the time and date of the sitting changing name or answer(s) on a test after that test has been graded and returned submitting the same paper or portions thereof for more than one assignment, without discussions

with the instructors involved

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Typical Penalties for Academic Dishonesty in the Asper School

If the student is from another Faculty and the academic dishonesty is committed in an Asper course, the student’s Faculty could match or add penalties beyond the Asper School’s. F-DISC on transcript indicates the F is for disciplinary reasons.

ACADEMIC DISHONESTY PENALTY

Cheating on exam (copying from or providing answers to another student)

F-DISC in course Suspension from taking Asper courses for 1 year Notation of academic dishonesty in transcript

Sharing exam questions electronically during exam

F-DISC in course Suspension from taking Asper courses for 2 years Notation of academic dishonesty in transcript

Possession of unauthorized material during exam (e.g., cheat notes)

F-DISC in course Suspension from taking Asper courses for 1 year Notation of academic dishonesty in transcript

Altering answer on returned exam and asking for re-grading

F-DISC in course Suspension from taking Asper courses for 1 year Notation of academic dishonesty in transcript

Plagiarism on assignment F-DISC in course Suspension from taking Asper courses for 1 year Notation of academic dishonesty in transcript

Submitting paper bought online F-DISC in course Suspension from taking Asper courses for 1 year Notation of academic dishonesty in transcript

Inappropriate Collaboration (collaborating with individuals not explicitly authorized by instructor)

F-DISC in course Suspension from taking Asper courses for 1 year Notation of academic dishonesty in transcript

Group member had knowledge of inappropriate collaboration or plagiarism and played along

F-DISC in course Notation of academic dishonesty in transcript

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Signing Attendance Sheet for classmate

F-DISC in course Notation of academic dishonesty in transcript

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STUDENT SERVICES AND SUPPORTS The University of Manitoba provides many different services that can enhance learning and provide support for a variety of academic and personal concerns. You are encouraged to visit the below websites to learn more about these services and supports. If you have any questions or concerns, please do not hesitate to contact your instructor or the Undergraduate Program Office.

For Information on… …follow this link

Admission, Registration, Tuition Fees, Important Dates, Final Exams, Graduation, and Transcripts

Registrar’s Office

Academic policies & procedures, regulations, Faculty-specific information, degree and major requirements

Academic Calendar

Help with research needs such as books, journals, sources of data, how to cite, and writing

Library Resources

Tutors, workshops, and resources to help you improve your learning, writing, time management, and test-taking skills

Writing and Learning Support

Support and advocacy for students with disabilities to help them in their academic work and progress

Student Accessibility Services

Copyright-related questions and resources to help you avoid plagiarism or intellectual property violations

Copyright Office

Student discipline bylaws, policies and procedures on academic integrity and misconduct, appeal procedures

Academic Integrity

Policies & procedures with respect to student discipline or misconduct, including academic integrity violations

Student Discipline

Students’ rights & responsibilities, policies & procedures, and support services for academic or discipline concerns

Student Advocacy

Your rights and responsibilities as a student, in both academic and non-academic contexts

Your rights and responsibilities

Full range of medical services for any physical or mental health issues

University Health Service

Information on health topics, including physical/mental health, alcohol/substance use harms, and sexual assault

Health and Wellness

Any aspect of mental health, including anxiety, stress, depression, help with relationships or other life concerns, crisis services, and counselling.

Student Counselling Centre

Support services available for help regarding any aspect of student and campus life, especially safety issues

Student Support Case Management

Resources available on campus, for environmental, mental, physical, socio-cultural, and spiritual well-being

Live Well @ UofM

Help with any concerns of harassment, discrimination, or sexual assault

Respectful Work and Learning Environment

Concerns involving violence or threats, protocols for reporting, and how the university addresses them

Violent or Threatening Behaviour

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