Бакалавриат
2025/2026
Международный бизнес
Статус:
Курс обязательный (Управление бизнесом)
Где читается:
Высшая школа бизнеса
Когда читается:
3-й курс, 3 модуль
Охват аудитории:
для своего кампуса
Язык:
английский
Кредиты:
3
Контактные часы:
30
Course Syllabus
Abstract
Why do some companies thrive abroad while others fail spectacularly? This course on International Business explores how firms navigate globalization by understanding entry modes, institutions, strategy, and core functions rather than just geography and distance. We begin with the dynamics of (de)globalization, examining how shifting value chains, digital platforms, and geopolitical tensions create opportunities and risks for firms. We then move directly to the practical question of how to enter foreign markets, comparing key modes of entry (exporting, licensing, franchising, FDI) and practicing their selection in seminars through an in-class OLI-based pitch.
Next, we analyze how formal institutions (political, legal, economic systems, trade and investment regimes, regional integration) and informal institutions (national culture, norms, values, ethics, CSR expectations) shape international business decisions. In seminars, teams compare two countries as potential host markets on these institutional dimensions and present integrated recommendations.
Building on this, we examine international business strategy and organization, focusing on the fit between global strategies and organizational structures, and then zoom in on IB functions—global R&D, operations, marketing, and HR—and how they must align with strategy and country context.
The course culminates in a team foreign market entry strategy project, where students design a coherent entry plan for a specific company and country, including strategy–organization–function fit and a 3-year expansion roadmap.
A final multiple-choice exam assesses students’ mastery of core concepts and frameworks across all blocks.
Learning Objectives
- Provide an integrated understanding of how globalization and country-level institutions shape the environment in which firms operate internationally.
- Develop students’ ability to think strategically about why and how firms expand abroad, including choices of market, entry mode, and organizational set-up.
- Introduce core international business functions, and how they must be aligned with institutional context and global strategy.
Expected Learning Outcomes
- Students will be able to assess the business advantages and challenges that companies face in a global context, and suggest how companies should develop their international business strategies, taking into account economic, institutional and cultural factors
- Students will have a comprehensive set of knowledge and skills that will enable them to explain and critically discuss the key theoretical concepts related to international business
- Students will have a holistic understanding of the issues of international business at both strategic and operational levels in large multinational companies, SMEs, as well as in new and growing ventures
- Students will improve their skills of presentation and communication of the main issues of international business to both specialist and non-specialist audiences, in English, both orally and in writing
- Students will learn how to become team players and pursue effective exchange of relevant ideas and experiences within the teams, as their members or leaders, while being ready to acquire knowledge and skills independently, creating the basis for the self-directed and autonomous life-long learning
- Students will be able to explain how globalization creates key opportunities and challenges for firms operating in international markets.
- Students will be able to analyze how national political, legal, and economic systems shape the risks and opportunities of international business.
- Students will be able to evaluate how cultural differences and informal norms influence managerial decisions and outcomes in international business.
- Students will be able to compare major foreign market entry modes and justify an appropriate choice for a specific firm–country context.
- Students will be able to determine and assess the fit between a firm’s international strategy and its global organizational structure.
- Students will be able to propose coherent R&D, operations, marketing, and HR decisions that support a firm’s international strategy in different country environments.
- Students will be able to develop teamwork, communication, and self-directed learning skills needed to analyze, present, and discuss international business issues in English with both specialist and non-specialist audiences.
Course Contents
- International business and globalization
- Modes of entry
- International business and formal institutions
- International business and informal institutions
- International business strategy and organization
- International business functions
Assessment Elements
- ExamThe exam counts for 0.5 of the final course grade and is a blocking element. The exam consists of 25 multiple-choice questions, each worth 2 points (maximum 50 points in total). The passing threshold is 20% correct answers. This means a student must answer at least 5 questions correctly (5 × 2 = 10 points out of 50) to pass the exam component. Students who score below 10 points on the exam do not meet the minimum requirement for this blocking element. Format: pen-and-paper, 25 multiple-choice questions, 2 points each (maximum 50 points).
- Presence on LecturesFormat: in-class presence during 5 lectures.
- Mode of Entry PitchStudents who are present during seminars will be split into 5 teams and receive an assignment aiming to do a quick assessment of a company's ownership, location, and internalization advantages in a foreign market. Scenario: Your team has been hired as a consulting group by a company planning to enter a new foreign market (company and country assigned in class). Management wants a clear verbal recommendation on how to enter this market, based on a structured analysis using the OLI framework. Your task is to analyze the situation using OLI and recommend a specific mode of entry (e.g. exporting, licensing, franchising, JV, acquisition, greenfield subsidiary), with a short, convincing justification. Seminar Structure (80 minutes): 1. Instructor introduction and task briefing – 5 min 2. Teamwork – 30 min 3. Team pitches (no slides required) – 20 min Teams pitch one after another, without Q&A in between. Each team has 4 minutes for its verbal pitch. Several team members should speak (not just one person). 4. Q&A and discussion – 25 min After all pitches, there is a joint Q&A session. The instructor asks targeted questions to each team, probing the depth of their OLI reasoning, consistency of the chosen mode of entry, awareness of key risks and trade-offs.
- Presentation: IB and Institutional ContextStudents who are present during seminars will be split into 5 teams and receive an assignment aiming to perform a comparative institutional analysis of potential host markets. Scenario: Your team has been hired as a consulting group by a company planning to expand globally. Top management is considering two potential host countries and wants a single, integrated recommendation on which country is the better choice as the next foreign market. Your task is to compare home country and two host countries from the vantage point of both formal and informal institutions and to deliver a clear recommendation, justified with evidence (company and countries assigned in class). You must (1) analyze and compare formal institutions, focusing on legal, political and economic systems, level of economic freedom and institutional development, regional economic integration, and on this basis, indicate which country is more attractive from a formal institutional perspective; (2) analyze and compare informal institutions, focusing on culture and norms (e.g. Hofstede’s dimensions, language, religion, norms), and on this basis, indicate which country is more attractive from a cultural/informal institutional perspective; (3) provide an integrated recommendation, which of the two countries is more suitable as the next host market, and why, taking into account both formal and informal institutional factors. Seminar Structure (160 minutes + 20 min break): 1. Instructor introduction and task briefing – 10 min 2. Teamwork – 70 min 3. Break – 20 min 4. Team presentations – 80 min Each team has 10 minutes for its presentation, followed by 6-minute Q&A. Several team members should speak (not just one person).
- Presentation: Foreign Market Entry StrategyStudents who are present during seminars will be split into 5 teams and receive an assignment focusing on the design of a foreign market entry strategy for a specific company and target country. Scenario: Your team acts as an internal strategy task force for a company planning to expand into a new foreign market. Top management has asked you to develop a coherent foreign market entry strategy for one specific company–country combination. Your strategy must: 1. Specify a clear international business strategy and mode of entry; 2. Ensure fit between strategy, organizational design, and key global functions (R&D, operations, marketing, HR); 3. Outline a realistic 3-year expansion plan with concrete implementation steps. Each team will work with one company and one target country, assigned or approved by the instructor. Seminar Structure (160 minutes + 20 min break): 1. Instructor introduction and task briefing – 10 min 2. Teamwork – 70 min 3. Break – 20 min 4. Team presentations – 80 min Each team has 10 minutes for its presentation, followed by 6-minute Q&A. Several team members should speak (not just one person).
Interim Assessment
- 2025/2026 3rd module0.5 * Exam + 0.1 * Mode of Entry Pitch + 0.1 * Presence on Lectures + 0.15 * Presentation: Foreign Market Entry Strategy + 0.15 * Presentation: IB and Institutional Context
Bibliography
Recommended Core Bibliography
- 9781260590920 - Charles Hill - ISE Ebook for Hill International Business - 2020 - McGraw Hill - https://search.ebscohost.com/login.aspx?direct=true&db=nlebk&AN=2947576 - nlebk - 2947576
Recommended Additional Bibliography
- Global business : management, Willcocks, L. P., 2021
- Global business : strategy in context, Willcocks, L. P., 2021