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International Business ConceptsINTL 220 - 002Summer 2015ReviewWhat is globalization? Pros/Cons?What is the purpose of institutionsWhat are three key pillers/institutionsPolitical SystemsDemocracy/TotalitarianismLegal SystemsCivil/Common/TheocraticProperty rights/intellectual propertyReviewEconomic systemsEconomic goals

Class ScheduleWEEKCLASS DATEREADINGSEVALUATIONS 17-MayChapter 1, Course Outline214-MayChapter 2In-class Assignment #1 Quiz #1321-MayChapter 3In-class Assignment #2 Quiz #2428-MayChapter 14In-class Assignment #3 Group Discussion #1 Quiz #354-JunChapter 4In-class Assignment #4 Group Discussion #2 Quiz #4611-JunChapter 5In-class Assignment #5 Group Discussion #3 Quiz #5718-JunChapter 8Test #125-JunReading Week82-JulChapters 6 & 7In-class Assignment #6 Group Discussion #4 Quiz #699-JulChapter 10In-class Assignment #7 Group Discussion #5 Quiz #71016-JulChapter 11Group Presentations1123-JulChapter 9In-class Assignment #8 Quiz #81230-JulChapter 12In-class Assignment #9 Quiz #9 GC&E Assignment136-AugChapter 13In-class Assignment #10 Quiz #101413-AugCourse SummaryTest #2Group ProjectA key outcome of this course is that students consider the key decisions facing international business managers. This project is comprised of two components: Online group discussions and a final group presentation. Group projects help build the interpersonal skills that are key to success in a business environment, thus students are challenged to prepare and deliver a formal business presentation describing the business environment of a particular country.

Group Discussion #1Group ContractDiscuss and complete contract on e.centennialTeam leader should upload completed contract to the digital dropboxProject GroupsNameGroup #NameGroup #Camoy Phillips Group 9Miyuki NakamuraGroup 6Cao Nam Hai Nguyen Group 3Muduo Hou Group 5Cheng Zhang Group 6Nathalie ClarkeGroup 7Dandan Yue Group 2Owagkina IzevbuwaGroup 2Devarsh Patel Group 1Pawanpreet SahotaGroup 3Divya Rani Jassal Group 7Roshanth BalachandiranGroup 9Eo-Jin KimGroup 1Ryan LinkletterGroup 3Gurinder ChadhaGroup 9Sayona YogeswaranGroup 4Guruprasad Sasikumar Group 8Sen ZhouGroup 8Haoyu SunGroup 1Ujas PatelGroup 10Ikra Malik Group 10Xiaowei HuangGroup 5Jenna HawkinsGroup 2Xin ZhaoGroup 3Jiarong LiGroup 7Yamamkumar MaruGroup 4Junyan YangGroup 9Yang GeGroup 8Justin CumminsGroup 7Yibin GongGroup 6Kang WangGroup 1Yijian HuangGroup 4Kareena Bajaj Group 4Yu WangGroup 5Kejia QinGroup 6Yunfei ZhangGroup 5Manjot ChowdharyGroup 10Zheng MinGroup 8Matthew WongGroup 10Zilong ZhaiGroup 2Chapter 3Contrast the context, cluster, and dimensionapproaches to appreciating cultural differencesDemonstrate how a grasp of cultural differences can enhance a firms success in international businessAnalyze the ethical and legal aspects of corruptionExplain the role of norms in firms responses to ethical dilemmas in international businessNormative Pillar informal institutionsCulturethe collective programing of the mind that distinguishes the members of one group or category of people from another - Hofstede

Elements?

Elements of CultureLanguageLingua francaReligion

Classifying Cultural DifferencesThe context approachThe cluster approachThe dimension approachContext ApproachContext the background against which interaction takes placeLow Context: North America, Western EuropeCommunication is taken at face valueHigh context: Asia, Middle EastCommunication relies on unspoken assumptionsCluster ApproachClusters groups of countries that share similar cultures

How would you group countries? What clusters would you identify?Dimension ApproachHofstede identified 5 dimensionsPower distanceHigh Power Distance: Brazil, Low Power Distance: SwedenIndividualism v. collectivismIndividualist: US, Collectivist: ChinaMasculinity v. femininityHigh Masculinity: Japan, Low masculinity: SwedenUncertainty AvoidanceHigh Avoidance: Greece, Low Avoidance: SingaporeTime orientationLong term: China, Short term: PakistanEthicsCode of ConductNegative viewPositive viewInstrumental view

Ethical RelativismEthical Imperialism

Corruption: http://www.transparency.org/cpi2014/results

CorruptionHow should firms address corruption or other ethical challenges?Strategic responses to ethical challengesReactiveDeny responsibility, do less than required. Ex. Ford PintoDefensiveBegrudgingly admit responsibility, do the minimum that is required. Ex. NikeAccommodativeAccept responsibility, do all that is required. Ex. ToyotaProactiveAnticipate responsibility, do more than is required. Ex. BMWCultural IntelligenceIn-class Assignment #2Read Siemens needs to clean up around the globe (pg 46) and answer the following questions.What are the costs and benefits of bribery?Is the FCPA unnecessarily harsh or do its provisions dispense the appropriate level of punishment?In your view, how should Siemens have been fined? In addition to fines, what else can be done?Are some Siemens employees bad apples, or is Siemens a bad barrel? Can its organizational culture be changed? For Next ClassRead Chapter 14Quiz #2 (over Chapter 3) Due May 27thIn-class Assignment #3 Group Discussion #1 (Available May 25th to May 31st)