FACULTY OF BUSINESS
Department of Business Administration
BA 380 | Course Introduction and Application Information
| Course Name |
International Business
|
|
Code
|
Semester
|
Theory
(hour/week) |
Application/Lab
(hour/week) |
Local Credits
|
ECTS
|
|
BA 380
|
Fall/Spring
|
3
|
0
|
3
|
6
|
| Prerequisites |
None
|
|||||
| Course Language |
English
|
|||||
| Course Type |
Elective
|
|||||
| Course Level |
First Cycle
|
|||||
| Mode of Delivery | - | |||||
| Teaching Methods and Techniques of the Course | - | |||||
| Course Coordinator | ||||||
| Course Lecturer(s) | ||||||
| Assistant(s) | ||||||
| Course Objectives | The objective of the course is to evaluate the different environmental aspects that international organizations face during their activities and to learn the strategies that multinationals refer while developing and sustaining their competitive advantage. |
| Learning Outcomes |
The students who succeeded in this course;
|
| Course Description | This course will cover the major aspects of international business environment and operations. Foundation concepts of international business, internationalization of firms, and globalization are first discussed. Secondly, cultural, political, legal, and economic environments that influence international business and operations are then elaborated. Thirdly, assessing opportunities and formulating strategies for international business are discussed. Finally, functional and operational aspects of entering and working in international markets are the main topics to be discussed. |
|
|
Core Courses | |
| Major Area Courses |
X
|
|
| Supportive Courses | ||
| Media and Management Skills Courses | ||
| Transferable Skill Courses |
WEEKLY SUBJECTS AND RELATED PREPARATION STUDIES
| Week | Subjects | Related Preparation |
| 1 | Introduction: What is International Business? | Cavusgil, Knight and Riesenberger, Chapter 1 |
| 2 | Globalization of Markets and Internationalization of the Firm Case Study: Debating the Good and Harm of Globalization | Cavusgil, Knight and Riesenberger, Chapter 2 |
| 3 | The Cultural Environment of International Business Case Study: Hollywood and Global Culture | Cavusgil, Knight and Riesenberger, Chapter 3 Case analysis submission |
| 4 | Ethics, Sustainability, Corporate Social Responsibility in International Business Case Study: Bribery and Corruption at Siemens | Cavusgil, Knight and Riesenberger, Chapter 4 |
| 5 | Political and Legal Systems in National Environments Case Study: Political, Legal, and Ethical Dilemmas in the Global Pharmaceutical Industry | Cavusgil, Knight and Riesenberger, Chapter 6 Case analysis submission |
| 6 | National Business Systems | Koen, Chapter 4 |
| 7 | Understanding Emerging Markets Case Study: Prowling for Success: The Revival of Jaguar Land Rover | Cavusgil, Knight and Riesenberger, Chapter 8 Case analysis submission |
| 8 | Strategy and Organization in the International Firm Case Study: Global Strategy at Lenovo | Cavusgil, Knight and Riesenberger, Chapter 11 |
| 9 | Global Market Opportunity Assessment Case Study: Advanced Biomedical Devices | Cavusgil, Knight and Riesenberger, Chapter 12 Case analysis submission |
| 10 | Exporting and Global Sourcing Case Study: Barret Farm Foods: A Small Firm’s International Launch | Cavusgil, Knight and Riesenberger, Chapters 13 |
| 11 | Foreign Direct Investment and Collaborative Ventures Case Study: China’s Going Out Strategy | Cavusgil, Knight and Riesenberger, Chapter 14 |
| 12 | Human Resource Management in the Global Firm Case Study: Human Resource Challenges at Sony | Cavusgil, Knight and Riesenberger, Chapter 17 |
| 13 | Presentations | |
| 14 | Presentations | |
| 15 | Semester Review | |
| 16 | Final Exam |
| Course Notes/Textbooks | Cavusgil, S. Tamer, Knight, Gary, & Riesenberger, John. (2017) lnternational Business: The New Realities, Global Edition, 4/E. Pearson. |
| Suggested Readings/Materials | Articles published in national and international academic journals such as Journal of International Business, Strategic Management, and METU Development Studies. |
EVALUATION SYSTEM
| Semester Activities | Number | Weigthing |
| Participation |
1
|
5
|
| Laboratory / Application | ||
| Field Work | ||
| Quizzes / Studio Critiques | ||
| Portfolio | ||
| Homework / Assignments |
4
|
32
|
| Presentation / Jury |
1
|
5
|
| Project |
1
|
28
|
| Seminar / Workshop | ||
| Oral Exams | ||
| Midterm | ||
| Final Exam |
1
|
30
|
| Total |
| Weighting of Semester Activities on the Final Grade |
8
|
70
|
| Weighting of End-of-Semester Activities on the Final Grade |
1
|
30
|
| Total |
ECTS / WORKLOAD TABLE
| Semester Activities | Number | Duration (Hours) | Workload |
|---|---|---|---|
| Theoretical Course Hours (Including exam week: 16 x total hours) |
16
|
3
|
48
|
| Laboratory / Application Hours (Including exam week: '.16.' x total hours) |
16
|
0
|
|
| Study Hours Out of Class |
14
|
3
|
42
|
| Field Work |
0
|
||
| Quizzes / Studio Critiques |
0
|
||
| Portfolio |
0
|
||
| Homework / Assignments |
4
|
3
|
12
|
| Presentation / Jury |
1
|
8
|
8
|
| Project |
1
|
40
|
40
|
| Seminar / Workshop |
0
|
||
| Oral Exam |
0
|
||
| Midterms |
0
|
||
| Final Exam |
1
|
20
|
20
|
| Total |
170
|
COURSE LEARNING OUTCOMES AND PROGRAM QUALIFICATIONS RELATIONSHIP
|
#
|
Program Competencies/Outcomes |
* Contribution Level
|
||||
|
1
|
2
|
3
|
4
|
5
|
||
| 1 | To be able to solve problems with an analytical and holistic viewpoint in the field of business administration. |
X | ||||
| 2 | To be able to present the findings and solutions to the business problems in written and oral formats. |
X | ||||
| 3 | To be able to interpret the application of business and economic concepts, and philosophies at the national and international levels. |
X | ||||
| 4 | To be able to use innovative and creative approach for real-life business situations. |
|||||
| 5 | To be able to demonstrate leadership skills in different business situations. |
|||||
| 6 | To be able to interpret the reflections of new technologies and softwares to business dynamics. |
|||||
| 7 | To be able to integrate knowledge gained in the five areas of business administration (marketing, production, management, accounting, and finance) through a strategic perspective. |
X | ||||
| 8 | To be able to act in accordance with the scientific and ethical values in studies related to business administration. |
|||||
| 9 | To be able to work efficiently and effectively as a team member. |
|||||
| 10 | To be able to have an ethical perspective and social responsiveness when making and evaluating business decisions. |
|||||
| 11 | To be able to collect data in the area of business administration and communicate with colleagues in a foreign language ("European Language Portfolio Global Scale", Level B1). |
|||||
| 12 | To be able to speak a second foreign at a medium level of fluency efficiently. |
|||||
| 13 | To be able to relate the knowledge accumulated throughout the human history to their field of expertise. |
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*1 Lowest, 2 Low, 3 Average, 4 High, 5 Highest
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