COURSE SYLLABUS

Strategic Management of Global Operations: Integrating International Aspects of Functional Areas of Business-M588 , Spring 2001

 Dr. Zoher E. Shipchandler                                          Neff 360 G                       481-6474

 *Course Prerequisite (s):   All foundation courses.

 Text:      J. D. Daniels and L.H. Radebaugh, International Business,   8th edition, Addison Wesley, 2001

Suggested Additional Readings:


Journal of International Business Studies, Columbia Journal of World Business

Journal of Global Business and International Business Review.

Course Objectives

The primary objectives are: i) to develop a global business perspective, ii) to develop an understanding of the global environment including an appreciation of different cultures and iii) improve cross-functional analysis and decision making in a global context. Specifically, you will:

  1. Gain factual knowledge about international business activities.

  2. Learn theories of international trade and investment.

  3. Learn to apply and integrate course material from different functional areas to improve decision making and problem solving in multinational enterprises.

Course Outline


Class Meeting





Jan.        10



An Overview of International Business

Modes of International Business


Ch. 1






Jan.        17


Cultural, Political, Legal & Economic Environment

Behavioral Practices Affecting International Business

Political Ideologies and Legal Systems

Economic Systems and Key Macroeconomic Issues

Balance of Payments


Ch. 2, 3, & 4






Jan.        24


International Trade Theory

     Patterns of Trade

Government Influence on Trade

Tariff and Nontariff Barriers to Trade

From GATT to WTO


Ch. 5


Ch. 6






Jan. 31


Economic Integration

Types of Regional Integration

Major Regional Trading Groups

Foreign Direct Investment 

Motives and Patterns


Ch. 7


Ch. 8




Feb.       7

Foreign Exchange & Exchange Rates

Terms and Definitions

Exchange Restrictions

Determination of Exchange Rates

International Monetary System

Exchange Rate Arrangements


Ch. 9



Ch. 10






Feb.       14


Governmental Attitudes Toward FDI

International Business Negotiations

Country Evaluation and Selection

Scanning for Alternatives

Diversification Versus Concentration Strategies


Ch. 11

Ch. 12

Ch. 13






Feb.       21


Examination I






Feb.       28


Discussion of Examination I

Export/Import Strategies

Role of Intermediaries




Ch. 17







Mar.      14


Collaborative Strategies

Motives, Types and Problems

Control Strategies

Organizational Structures

Control Mechanisms

CASE 1: The Bata Shoe Organization, p. 110


Ch. 14


Ch. 15







Mar.      21


International Marketing

Analysis of Market Size

Product, Price, Promotion and

Distribution Strategies

Case 2: U.S. - Cuba Trade, p. 223


Ch. 16








Mar.      28


Global Operations Management & Sourcing Strategies

Multinational Accounting & Taxation

CASE 3: FDI in South Africa, p. 399



Ch. 18

Ch. 19


Apr.       4


Human Resource Management

Recruitment, Selection, Development and Transfers

Labor Market Differences


Ch. 21







Apr.       11


Multinational Finance Function

Sources of Funds

Financial Risk Management


Ch. 20






Apr.       18


Emerging Powers & Future Trends

CASE 4: DENSO Corp., p. 650








Apr.       25


Project Presentations








May       1











Examination 1                                                                                25%

Final Examination                                                                           25%

Team Case                                                                                    20%

Team Project                                                                                 20%

      Class Participation & Individual Case Analysis                                 10%


  1. The schedule may be changed anytime by the instructor.  You are responsible for any changes made in class.

  2. Please feel free to consult with  me anytime about your progress in the course.  My scheduled office hours are Wednesday  9:30am-11:30am and 2:00-3:00pm.  I would be delighted to meet with you till as long as you need me after class on Wednesday.

  3. Attendance in all classes is compulsory.

  4. I may suggest other readings from time to time which you will be required to read for examinations.

  5. Good Luck!



 The class will be divided into 4 teams.  Each team will be assigned one case.  The team will have the responsibility for making a formal presentation of its analysis of the case in class.  In addition to the issues and questions raised in the case, the case analysis should include an assessment of the economic, political, legal and cultural environment of the relevant country or region.  More specifically, the analysis should include:

  1. Changes in the economic situation during the past five years including trends in key economic indicators.

  2. Prospects for economic growth in the future including an assessment of key industries.

  3. The trend in the country's balance-of-payments during the past five years.

  4. An explanation of those trends based on an analysis of the more important items in the balance-of-payments.

  5. Significant legal and political trends.

  6. Impact of local culture on MNEs.



 Each team will be assigned a project that addresses an international business problem faced by a local or regional firm.  Further details will be provided in class.

                                 THINK GLOBAL--FOR AMERICA’S SAKE!