COURSE 26E03600/A26E03600 SYLLABUS

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1 biz.aalto.fi 1 (6) COURSE 26E03600/A26E03600 INTRODUCTION TO MANAGEMENT AND INTERNATIONAL BUSINESS BOOK EXAM, 6ECTS SYLLABUS (Version ) INSTRUCTOR S CONTACT INFORMATION Name: Fernando Pinto Santos fernando.santos@aalto.fi Office Hours: by appointment Course Website: COURSE INFORMATION Status of the course: M.Sc. degree, compulsory course in Management and International Business minor studies Academic Year, Period: ( ): I, III, IV Location: Announced before the exam date Language of Instruction: English 1. OVERVIEW This advanced level course provides students with general understanding of four sub-fields of Management and International Business: (i) Strategy Work, (ii) International Business (IB), (iii) Sustainability Management, and (iv) Human Resource Management (HRM). 2. PREREQUISITES This is a compulsory M.Sc. degree course in Management and International Business minor studies. The eligibility of other students should be consulted prior to exam registration with the study coordinator Hanne Kauppila (hanne.kauppila@aalto.fi). 3. LEARNING OUTCOMES This course provides students with the knowledge about central theories, concepts, and their managerial implications in sub-fields of Management and International Business. By self-organizing the preparation for the exam students also learn how to effectively manage their time, extract essence from large amount of information, and approach information analytically. 4. ASSESSMENT AND GRADING This exam tests students ability to understand the key theories, concepts, and their managerial implications discussed in the assigned literature. Some questions ask to provide and analyze a hypothetical or real case scenario from the perspective of a selected theory. The major focus is on the analytical clarity rather than amount of detail. The grading scale for the exam is 0 (fail) 5 (excellent).

2 biz.aalto.fi 2 (6) The exam is failed if the lack of preparation is evident: a student does not know what key theories are about, what they explain, and what does that mean in practical terms. An excellent grade is given if a student demonstrates the understanding of key theories and conceptual mechanisms, their practical application, and is able to present them clearly and with adequate analytical depth, (seeing the bigger picture and evaluating their antecedents and outcomes for example). 5. EXAM STRUCTURE For each subject students are asked to answer one question of their choice, out of two, in essay format, not exceeding three pages. Students are expected to self-organize the preparation for the exam, which is the part of a learning process. 6. READINGS The books assigned for this exam are: 1) Mike W. Peng & Klaus E. Meyer (2011). International Business. 2) Peter Boxall & John Purcell (2011). Strategy and Human Resource Management. 3) Michael Blowfield & Alan Murray (2011). Corporate Responsibility: A Critical Introduction. The readings within the subfield of strategy work include: 1) Kaplan, S. (2008). Framing contests: Strategy making under uncertainty. 2) Porter, M. E. (2008). The five competitive forces that shape strategy. 3) Siggelkow, N. (2001). Change in the presence of fit: The rise, the fall, and the renaissance of Liz Claiborne. 4) Whittington, R. (2006). Completing the practice turn in strategy research. 7. COURSE CONTENT International Business (Peng & Meyer, 2011): (Chapter numbers in parentheses) Part 1 of the book covers the foundational aspects, definitions, and theories of International Business: (1) Definitions of global business and IB field; (2) Fundamental question and core perspectives on IB: IBV & RBV; (3) Formal and informal institutions; (4) Organizational resources and capabilities. Part 2 reviews the issues pertaining to international trade: (5) Theories of international trade; (6) Foreign direct investments (FDI): definition and reasons. (7) Exchange rates: determinants; monetary systems; strategic responses. Part 3 reviews the phenomenon and implications of globalization: (8) European integration: origins and evolution; institutional framework for business; political system; (9) Global integration & multilateral organizations; (10) Corporate social responsibility (CSR). Part 4 explains how firms internationalize to and operate in global markets: (11) Internationalization modes and processes; (12) Foreign entry strategies (why, where, when, how);

3 biz.aalto.fi 3 (6) (13) Competitive dynamics. (14) Global strategic advantages, business modes, and M&A. Part 5 explains how firms organize and structure their resources and international activities: (15) Multinational strategies, structure, and knowledge management; (16) International HRM (IHRM) and staffing approaches, expat & HCN management. (17) International Marketing (IM) & Supply Chain Management (SCM): PPPP & AAA. This book provides a comprehensive and accessible view of how firms decide to conduct business abroad, prepare for internationalization, enter foreign markets, as well as organize, structure, and manage their resources and activities in global competition. These questions are addressed from the perspective of two core theories in IB: company s resources (RBV), and formal and informal institutions (IBV). Per instructions, the default expectation is that students read the whole book. However, due to some overlap with other subjects and reading material, the Chapters 10, 16, 17 are given slightly lesser emphasis. Strategy & Human Resource Management (Boxall & Purcell, 2011). Part 1 provides linkages between strategy and HRM: (2) Strategic management and the role of HRM in management processes; (3) Best-fit and best-practice schools of HRM; (4) Strategic HRM (SHRM) & sustained competitive advantage: RBV, capabilities & HR strategy. Part 2 explores the general principles of managing work and people: (5) Work systems and economics of production; (6) Managing employee voice: employee voice systems & management styles; (7) Managing individual employment relations: AMO (ability, motivation, opportunity) framework; (8) Linking HR systems to organizational performance: HR systems & black box problem. Part 3 concerns people management in dynamic and complex business contexts: (9) HR strategy & the dynamics of industry-based competition; (10) HR strategy in multidivisional and multinational firms: structure, control, strategy, and M&A; This book reviews the fundamental assumptions of human resource management (HRM), explains how management of people in organizations has evolved to play a strategic role, and elaborates on what is meant by human resource strategy, how it is devised, and what it may consist of in different types of firms. Corporate Responsibility: A Critical Introduction (Blowfield & Murray, 2011). Part 1 discusses the meaning and origins of corporate responsibility (CR): (1) Definitions and frameworks for CR; (2) Three eras and major theories of CR; (3) Sustainable development: climate change, new development models, and capital markets; (4) CR in developing economies: theories of development, business and poverty, business responses; (5) Globalization and CR: impact of globalization on business, CR responses, and unmet challenges.

4 biz.aalto.fi 4 (6) Part 2 explores the management and implementation of CR: (6) How CR is managed: structuring the CR function, devising CR strategy, and business case for CR; (7) CR in corporate governance: theories of corporate governance, international developments, and implications from the CR perspective; (8) Social accounting: the nature, emergence, and latest developments in social reporting; (9) Stakeholder management and engagement: stakeholders, CR standards, government & governance; (10) Socially responsible investment (SRI): SRI analysis & practice, indices, and trends; (11) CR in small enterprises (SMEs): the importance, challenges, responses, and CR management in SMEs; Part 3 reviews the impact, critics, and future of corporate responsibility (CR): (12) The impact of CR: different dimensions of impact, and challenges of determining impact; (13) Criticism of CR: CR and business, the scope of CR, and failure to achieving goals; (14) The future of CR: mega-trends, transition and transformation, and role of business in society. This very successful textbook incorporates key issues pertaining to practice and research of Corporate Responsibility. It broadly covers such issues as the social and historical context of CR, and its business case; key areas of management practice, including stakeholder engagement, partnership, ethical supply chains, social auditing, and corporate governance; the role of responsible investment, as well as that of government and civil society (Blowfield & Murray, 2011: preface). Strategy Work: 1) Kaplan, S. (2008). Framing contests: Strategy making under uncertainty. 2) Siggelkow, N. (2001). Change in the presence of fit: The rise, the fall, and the renaissance of Liz Claiborne. 3) Porter, M. E. (2008). The five competitive forces that shape strategy. 4) Whittington, R. (2006). Completing the practice turn in strategy research. These four articles provide a broad framework for understanding different complementary aspects of strategy making at different levels of organizations: (1) Kaplan s (2008) work takes a cognitive (micro-level) lens on strategy, whereby it is seen as an emerging construct, which actors formulate though the processes of framing contests in response to ambiguous information from a firm s environment. (2) Siggelkow s (2001) reformulation of how configuration of firm s activities influences its ability to react to environmental changes, provides a middle-ground between micro- and macro-levels of strategymaking by looking at both the external environment and firm-internal responses to it. (3) Porter s (2008) seminal piece on five competitive forces offers a modern take on Structure-Conduct- Performance paradigm, where strategy is seen as a means of response to, and potential influence on the industry s structure (macro-level). (4) Finally, Whittington (2006) conceptualizes strategy as something people do and proposes a framework for strategy research that would account for both intra- and extra-organizational levels of strategy, as well as for the variety of actors partaking in it and activities that it comprises.

5 biz.aalto.fi 5 (6) 8. PRELIMINARY SCHEDULE EXAM DATE TIME LOCATION READINGS Monday 16 October :00-20:00 TBA As assigned Monday 29 January :00-20:00 TBA As assigned Monday 26 March :00-20:00 TBA As assigned 9. COURSE WORKLOAD Exam preparation Exam Total 156 h 4 h 160h (6 op) 10. ETHICAL RULES Aalto University Code of Academic Integrity and Handling Thereof: FAQ (Please refer to this before contacting course personnel): The exam will take place at Aalto University School of Business, Töölö campus, in the dates and times indicated above. The information about the exam room will be displayed in the entrance hall of the main building (Runeberginkatu 14-16, Helsinki) in the morning of the day of the exam. The expectation is that students read all of the assigned material, unless it is stated otherwise in the course content section of the syllabus, and no priority is given to specific topics or book chapters. Course personnel is not responsible for the availability of books; it is students own responsibility to familiarize themselves with course requirements and literature, and reserve it in a timely fashion. The book exam consists only of self-preparation and there are no scheduled lectures or exercises. If you are unsure about your eligibility for the exam, please contact the study coordinator (Aalto and exchange students) or an appropriate person from Open University. Exam questions are in essay format. There are two alternative questions for each of four subjects. During the exam students cannot use any personal notes, articles or books. The readings for Strategy Work field are in form of articles and are also compulsory. Contact policies: For questions related to content of the exam and grading, beyond what is explained in the syllabus, please contact Fernando Pinto Santos: fernando.santos@aalto.fi. Queries about administrative issues (e.g. eligibility for exam, etc.) please contact study coordinator Hanne Kauppila (hanne.kauppila@aalto.fi). Retrieving Course Material: Books availability can be checked here. The articles for Strategy Work field can be accessed through the Nelli-portal of the University Library System.

6 biz.aalto.fi 6 (6) After the exam: The grade is published within 4 weeks after the exam date. In case of questions or concerns regarding your grade please contact the examiner through (fernando.santos@aalto.fi) for an individual appointment. Registration to exam: Via WebOodi one week in advance. Course language is English only, and use of vocabularies is not allowed per university regulations.