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Louise Kelly, PhD
[email protected]
W: 858-635-4840
H: 619-523-4869
IBA 8010
Seminar in International Business
Marshall Goldsmith School of Management
http://elearning.alliant.edu (Moodle)
Course requirements, resources, postings, and communication
are available at this web resource.
http://iba8010kelly.alliant.wikispaces.net/
Spring 2009
3
Monday
6-10:30 p.m.
B-3 Scripps Ranch Campus
Mondays 4-6, Tuesdays 4-6 & 10-11 p.m. and by appointment
Rationale
The main objective of the seminar is to examine the role that theory plays in informing and guiding
international business research. Emphasis is on gaining an in-depth, critical understanding and appreciation
of the influence that particular orientation's metaphors and theories have had on our cumulative understanding
and knowledge about international business. This seminar is historical in scope, however current theoretical
contributions and trends are also considered.
Much has been said and written recently about the need for companies to think “globally,” that is, to
have a global strategy and the ability to implement worldwide policies. It is often the case that the
magnitude of the risks involved or the front-end investments required to launch a new product or enter
a new business area are too big to be amortized over a single national market.
Alternatively, economies of scale (or scope) in design, production or marketing may exceed those
attainable in purely domestic operations. Global customers may impose on their suppliers a
requirement that they satisfy their needs on a global basis. Perhaps certain competitors, by their
own actions, force a global view on their industry as they pursue multiple markets and build
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advantages and capabilities that threaten the survival of domestic or regional firms. When most of
these factors are present, global responses are a necessity. In other industries, however, their absence
results in fragmented, mainly domestic competitors.
The basis for these differences and the dynamic forces that propel fragmented economic sectors
into globally interdependent industries are issues that we will examine in this course. Since the choice
of strategy, operating tactics and organizational structure for international operations is
intimately dependent on our diagnosis of the level of globalization of competition, current and
potential, we need to understand this process as it applies to different sectors.
The study of international business is concerned with the challenges, opportunities and problems
that corporation’s face in the context of a global economy. The growing inter-dependence of the
world economies in the last 50 years has rendered an understanding of international competition an
essential element of any firm’s strategic and operational planning. Whether directly involved in
foreign markets or not, all business today is exposed to international competitive forces that can have
serious consequences for their performance and their survival.
This course focuses on the definition and implementation of corporate strategy for worldwide
operations. It explores the unique competitive, socio-cultural and political environments in which
international business takes place, and develops skills to deal with these challenges. As such, we shall
cover three major areas, clearly interrelated:
 The definition of alternative strategic configurations to deploy and defend global competitive
advantage;
 The design of structural and administrative solutions for maintaining control in the midst of
extreme diversity; and
 The evaluation of different market entry modes that best suit business and market conditions in
specific countries and at specific points in time.
International management requires a conceptual understanding that goes beyond that applicable within
a purely domestic setting. The additional complexity is both one of degree as well as one of context. It
is true, for example, that operating in countries with different levels of economic development is not
intrinsically different than operating within a national environment that encompasses regional
variations in industries, skills or income levels. North/South differences in many countries (e.g., Italy
or China) are evidence of this domestic dichotomy. Similarly, any large country such as the United
States, Brazil, Russia or India, exhibits a multitude of ethnic, religious or racial elements which often
translate into differences in regional consumption patterns and behavior. Even small countriesBelgium, Iraq, or any number of African nations-show similar differences, particularly when their
territories represent a compendium of ethnic or tribal groups joined by political circumstances which
had little regard for the homogeneity of the resulting national entity. Finally, differences in business
regulation or taxation can also be found among states or provinces within countries, as is the case in
Canada or in Germany.
Multinational firms can take advantage of these differences in economic and social conditions in
ways which go beyond the capabilities any national firm has to exploit, for example, variations in
labor rates between two regions. In fact, as we shall see, one of the major competitive advantages of
multinational companies is their ability to optimize operations on a global scale so as to maximize
revenues and minimize costs by emphasizing national differences in price elasticity or factor costs,
and to do so selectively.
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Of critical importance are differences in context of such magnitude as to require drastically different
responses. These contextual differences can be traced to five principal areas:
1. Institutions evolve in distinctive national patterns which are rooted in history and often in
accidental circumstances. Thus, governments, their administrative agencies and their policy
formation processes differ widely among countries which might otherwise share a common
heritage or level of economic development. The structure of labor unions and the prevalence
of bargaining and grievance resolution processes, for example, are seldom similar across
boundaries. Significant national differences also exist in legal systems, in property rights, in the
enforceability of contracts, and even in the possibility of recourse to judicial remedies. The banking
system, the availability and regulation of media or distribution channels, etc., also vary in nonnegligible ways among countries with similar economic structures. A comparison of these
institutions and political processes between the United Kingdom and three modern developed
economies that have a significant British heritage-Australia, Canada and the United Statesillustrates this point.
2. Culture also represents a major discontinuity in operating across countries. Differences in values
and social attitudes, in behavior and responses to interpersonal stimuli, and in religion and personal
priorities, all call for care in the application of marketing and management policies. While there is
no denying that cultural diversity exists in many nations (particularly within the United States),
research has shown that national differences in attitudes towards authority or responsibility, for
example, are significant and must be incorporated into any international business plan.
3. Competition and competitive behavior also differ in significant ways across nations. Not only is
the identity of competitors likely to vary, but so are the structure of industry, attitudes toward
business cooperation, the willingness to accommodate or retaliate in the event of new entry, and
the degree of innovation and change fostered or permitted by industry leaders or government
regulators. The role of the keiretsu in governing supply relationships in Japan illustrates the
importance of these differences.
4. The nature of the risks incurred, and not just their variance, is probably one the most
distinguishing characteristics of international operations. First, political risk, that is, the
probability of discriminatory intervention by host country governments or clandestine groups, may
seriously affect the value of foreign assets or, more often, the expected value of the returns to these
assets. Second, financial risks, particularly fluctuations in the relative value of currencies, exposes
the international firm to economic events drastically different to those experienced by a domestic
corporation. The Asian crisis in the Fall of 1997 and the Russian and Brazilian crises of 1998 have
brought this lesson home to many companies engaged in international operations.
5. Finally, the issues of organization and control are much more complex for the global firm. While
any domestic firm wrestles with issues of product and functional balance, international operations
add one more dimension to the puzzle: geography. Lines of coordination and responsibility must
now be drawn in a special network which raises the number of necessary linkages in a geometric
fashion, while simultaneously adding the barriers of distance, time and language to any attempts at
integration. How to master this diversity, respond to genuine demands for local differentiation and,
yet, maintain strategic control over far-flung affiliates, is the most demanding managerial task in
any large multiproduct, multinational firm.
Seminar Approach
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Textbooks -required
1. Kuhn, T. S. (1962). The Structure of Scientific Revolutions, Chicago University Press.
2. Reynolds, Paul D. (1971). A Primer in Theory Construction. New York: McMillan Publishing Co
The approach taken is strictly discussional. You will be expected to read the assigned materials, evaluate
their theoretical and empirical contribution and be prepared to enter into a lively discussion on their relative
merits (e.g., contribution to a better understanding of the reality of IB as presently conceived). Each class one
or two students will be presenting an article or chapters from the books. The presentation will usually entail
PowerPoint and will include animating class discussion on that topic for a total of 30 minutes.
The material to be reviewed is not exhaustive, its purpose is to introduce you to the various “streams of
thought” and perspectives pursued within the field of IB. The material not directly related to an understanding
of IB has been included to acquaint you with some of the general issues associated with developing theory.
Domain Statement of the International Management Division of the Academy of Management
International Management
The IM Division focuses on content pertaining to the theory, research, and practice of
management with a cross-border or cross-cultural dimension. Major topics include: the crossborder management of operations, including multi-country, multi-unit, strategy formulation
and implementation; evolving organizational forms and management practices in crossborder business; the cross-border differential impact of cultural, social, economic,
technological, political, and other institutional forces on strategies, organizational forms, and
management practices; the international competitiveness of firms, industries, and nations; and
comparative management studies involving two or more countries. Papers that focus on a
single country and have no international issues or implications should be submitted to another
division of the Academy whose domain is appropriate for the paper's topic. (Revised 8/8/04)
This course works with the mission of Business and Management Division of the California School of
Business and Organizational Studies to provide students with the knowledge, skills, and analytical
abilities to successfully manage business, government, and not-for-profit organizations in today's
evolving marketplace. This course meets these specific criteria:
 Have a transnational component;
 Be holistic, looking at the entire system of an organization;
 Be multi-disciplinary, utilizing as many elements (marketing, finance, information systems and
technology etc.) as possible;
 Be responsive to advances in technology and business;
 Be change oriented and provide an experiential aspect, such as the use of student teams to
approach/solve specific challenges.
Course Objectives and Student Outcomes
The objectives of this course are:
1. Recognize the distinctive features that allow international business (IB) to operate as a separate
domain of inquiry. Relate IB theory to your own area of functional expertise.
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2. Evaluate whether research meets the criteria of being in the field of IB.
3. Discuss what constitutes categories, models, paradigms, theory and non-theory.
4. Distinguish among the different ways of generating new knowledge according to Kuhn’s theory of
cycle and paradigms.
5. Differentiate among fields in the area of business that have achieved a paradigm and those that are
at a pre-paradigmatic stage. Argue your view on IB’s stage of development.
6. Assemble components of different theories of international business, such as the eclectic paradigm,
market imperfections / internalization, upsala model of internationalization, location specific
advantages, strategic behavior and Vernon’s life cycle model to make convincing arguments in
your field.
7. Formulate your understanding of different IB phenomenon such as Global JV, consumer behavior,
global capital flows using the main theories of IB.
8. Have a sufficient grasp of IB theory to explore the unique competitive, socio -cultural and political
environments in which international business takes place.
9. Define your dissertation topic in light of the current theory and practice in IB business.
10. Produce a publishable paper based on your thesis topic as seen through IB theory.
Learning Outcomes
By the end of the course, you will:
1. Describe the major theoretical orientations and debates in international business research.
2. Build a theoretical research model in the area of international business.
3. Articulate one’s own orientation and interests in relation to these established theoretical orientations.
4. Understand and identify the contributions from other fields such as economics, political science,
psychology, sociology and anthropology to international business research.
5. Have a lively, informed commitment to reading new international business research and critically
evaluating them in relationship to established theory and practice.
Resources and Organizations That Specialize in International Business
Professional Associations
 Academy of Management (AOM)
 Academy of International Business (AIB)
 Western Academy Management (WAM)
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 Administrative Sciences Association of Canada (ASAC)
 International Academy of Business Disciplines (IABD)
 International Academy of African Business and Development (IAABD)
International Management Journals




Journal of World Business
Management International Review
Journal of International Management
Journal of International Business Studies
Grading
Your course performance and command of the subject matter will be assessed using four methods. The
methods used, and the weights given to each, are shown below:
1. Class Performance (includes classroom discussion and
informal presentation, web postings, weekly two-page
critiques of the selected readings)
25%
2. Wiki Participation (individual)
10%
3. Individual or Done in Pairs - theoretical paper and
presentation
30%
4. Critique of One Theoretical Paper by another student
10%
5. Final Exam (take home-it can do individual or in pairs)
25%
Total
100%
The following grading scale will be used for this course:
Grade
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Percent
A
95%
A-
90% – 94%
B+
87% – 89%
B
84% – 86%
B-
80% – 83%
C
70% – 79%
F
Less than 70%
1. Class Performance which includes classroom discussion and student presentations, web postings and a
weekly two-page critique of the selected readings should address the following points:
(1) Two-page critiques: These two page critiques can actually be 2-4 pages double-spaced. They are not a
summary of the readings and should not be organized as such. Rather they are a personal meditation, a
filtering of the readings through your own worldview, research interests, IB cultural and business
experience. So think about the readings, go for a walk on the beach and write up a startling original two
essay on them.
(2) Web postings: Each week you will be asked to sign up for one article or reading to post a comment of
one-two paragraphs on our web class discussion by the Friday at 4:00 p.m. following our class meeting.
You will be asked to make two additional postings by Monday 8:00 p.m. prior to our class meeting.
These two additional postings will be replies to at least two other initial postings. The professor may also
be posting questions for discussion at the web site. When you write up your two page critique you may
want to cite comments ideas generated by the website. Learning is a social process and this new
electronic medium allows us to extend the social aspect of learning beyond the classroom.
(3) Student participation presentation: Each class at least one student will be presenting an article or
chapters from the books. The presentation will usually entail PowerPoint and will include animating class
discussion on that topic for a total of 30 minutes.
Questions you should be asking yourself when reading this material are: How can the issue, perspective,
concept or model enhance and enrich our understanding of IB? How can it help our theory building in IB?
How does this relate to my research interests? What is the domain of IB? Is IB a separate domain from my
field or subsumed in my field? What is the theoretical merit of this paper? Is the theory relevant, convincing,
and compelling? What is the empirical basis on the contribution- research methodology, relevance of
conclusions to business setting? What does it mean to make a significant and original contribution to my
field? Does my thesis topic and research plan sufficiently address IB issues? How does my own background
contribute to my understanding of IB core issues? What disciplines does this paper draw on? What
disciplines do my own understanding of my field draw on? What is my worldview and how does it play itself
out in my thesis? Which of these papers/authors do you admire and would like to emulate? What is my
methodological stance in relation to normal science as describe by Kuhn? What are the alternatives to normal
science?
(1) Concepts: What concepts/ideas do the authors present to explain international business? Are these works
prescriptive or descriptive? Is there any empirical support for the author’s ideas, if so what? Under what
conditions are the author’s prescriptions or descriptions valid? Is the argument convincing? How would
you assess their theories and findings in light of your own international experience?
(2) Critique: If you had to suggest changes in the argument or conceptual framework, what would they be?
(3) Development of international business paradigm: How does this writer’s work contribute to a
paradigm in international business? Does it build on previous author’s works? Is it in conflict or
opposition to previously explicated schools of thought?
Page 7 of 14
2. Wiki Participation (Community of learning participation) will be done in groups and on the
wiki on the topic of the strategic opportunities. Your participation in the collaborative learning
process, sharing knowledge and contributing significantly to other groups as well as to your own
groups is what I mean by “community of learning participation”. This will be an individual
contribution.
I have been moving towards a community of learners’ model for my teaching. A community of
practice or an educational learning community is a group of people who interact, learn together, build
relationships, and in the process, develop a sense of belonging and mutual commitment. The
http://iba8010kelly.alliant.wikispaces.net/ wiki certainly fits with this idea of creating a learning
community. In this class, the students create a wiki that was focused on strategic opportunities.
Some specific achievements in my teaching: The use of wikis in this course very much fits with the
idea of creating a community of learners. Graves (1992) defines a learning community as “an
inherently cooperative, cohesive and self reflective group entity whose members work toward
common goals while respecting a variety of perspectives, values and life styles” (p.94).
Wiki format enables the type of community learners:
(1) To post individual paper on Wiki week by week.
(2) To add some articles or papers relevant this course.
(3) To add professional association websites or additional resources.
3. Individual or Done in Pairs-Theoretical Paper and Presentation. Each student will be expected to
choose an area of interest in international business that is directly related to his or her doctoral research. This
theme will be the basis of their own theoretical paper as well as their classroom presentation of the paper.
This area of interest can be a theoretical model they intend to test or it can be a comparative country topic for
example. The student will provide three theoretical articles in this topic area that the whole class will read in
preparation for their presentation.
The paper will be 15-20 pages and will comprise a literary review and conceptual model of the international
business theme you have chosen to focus on. It will expect to be of the quality of a professional, refereed
journal in international business such as JIBS. The students will be required to post paper on Wiki week-byweek according to the following schedule:
(1) Week 2: Outline
(2) Week 3: 5 pages
(3) Week 4: 10 pages
(4) Week 5: 15 pages
(5) Week 6: 20 draft pages
(6) Week 7: post review of others’ papers
(7) Week 8: Final paper due
Each student will be asked to present their theoretical paper to the class. The presentation of the paper will be
more teaching a class on a particular theme of international business that is pertinent to your own experience,
passion and doctoral research. You will be asked to provide three journal articles of a similar quality and
form similar sources as those included in the weekly sessions. I have included a bibliography of
supplementary readings from which you can choose. However, please feel free to add articles/readings that
are not included in this list. These three articles need to be made available to the professor two weeks prior to
your presentation. You should aim for at least 15 recent academic journal articles for your paper.
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The presentation will cover one hour to one and half hours of class time. The presenter will be responsible
for conveying the main concepts and theoretical system of the author. The emphasis will be on leading a
critical discussion of the author’s work. The presentation portion will be evaluated 50% on content and 50%
on clarity of presentation. For technology, feel free to use either transparencies or a PowerPoint presentation.
Please inform me in advance if you need a computer, any special software or a VCR. Business casual is the
minimum dress requirement for the presentations.
4. Critique of Another Student’s Theoretical Paper. This is a brief 2-3-page critique of another student’s
paper that is modeled after the anonymous reviews received when one sends an article to be considered in an
academic journal. The emphasis is on a theoretical critique, providing for example additional references not
included in the paper or pointing out inconsistencies in the argument. Also the reviewing student can
comment briefly on clarity of writing style.
5. Final Exam. There will be a final take-home exam of 3-4 essay questions for a total of 15 pages doublespaced, due week 7. It can do final exam individual or in pairs.
Policy on Plagiarism and Screening for Plagiarism: An act of plagiarism (defined on p. 56 of the
University catalog as “Any passing off of another’s ideas, words, or work as one’s own”) is considered to be
a violation of the University’s Student Code of Conduct and Ethics: Academic and will be addressed using
the Policies and Procedures outlined on pages 57-58 of the University’s 2005-2006 catalog. The instructor in
this course reserves the right to use computerized detection systems to help prevent plagiarism. Currently
Alliant International University subscribes to Turnitin.com for purposes of plagiarism screening. By enrolling
in this course, students agree that all assignments are subject to submission for textual similarity review to
Turnitin.com. Please note that any assignments or course documents submitted to this service will be included
as source documents for the restricted access database of Turnitin.com which is exclusively used for the
purpose of detecting plagiarism. You may indicate in writing to the instructor by the end of the add/drop
deadline for this course that you refuse to participate in the Turnitin.com process, in which case the instructor
can use other means to verify the originality of your work. Material identified as plagiarized will be dealt with
pursuant to University’s Student Code of Conduct and Ethics: Academic. Penalties for plagiarism can be
severe, up to and including expulsion from the University.
SESSION 1: INTRODUCTION TO THE COURSE
3. Chimezie, A. B. & Osigweh, Y. G. (1989). Concept Fallibility in Organizational Science, Academy of
Management Review, Vol. 14, No. 4, pp. 579-594.
4. Eisenhardt, M. K. (1989). Building Theories from Case Study Research, Academy of Management Review,
Vol. 14, No. 4, pp. 532-550.
5. Ricks, D. A. (1985). International Business Research: Past, Present and Future. Journal of International
Business Studies, 16(2): 1-4.
6. Van de Ven, H. A. (1989). Nothing Is Quite so Practical as a Good Theory, Academy of Management
Review, Vol. 14, No. 4, pp. 486-489.
Optional
Page 9 of 14
7. Kuhn, T. S. (1962). The Structure of Scientific Revolutions, Chicago University Press. Ch. 1-5.
8. Pfeffer J. (1993). Barriers to the Advance of Organizational Science: Paradigm Development as a
Dependent Variable, Academy of Management Review, Vol. 18, No. 4, pp.599-620.
9. Reynolds, Paul D. (1971). A Primer in Theory Construction, A Viacom Company, Ch. 1-3.
SESSION 2: THEORY BUILDING AND TESTING
1. Shenkar, O. (2004). One More Time: International Business in a Global Economy. Journal of
International Business Studies, 35, pp. 161-171.
2. Jones, G & Khanna, T. (2006). Bringing History Back to International Business. Journal of
International Business Studies, 37, pp. 453-468.
3. Lessard, D. R, & Buckley, P. J. (2005). Regaining the Edge for International Business Research,
Journal of International Business Studies, 36, pp. 595–599.
4. Sutton & Stra (1995). What Theory is Not, Administrative Science Quarterly, pp. 371-384.
5. Kelly, Louise, Athanassiou, N. & Crittenden, William F. (2000). Founder Centrality and Strategic
Behavior in the Family-Owned Firm, Entrepreneurship Theory and Practice, pp. 27-42.
6. Robertson, C. & Fadil, P. (1999). A. Ethical Decision Making in Multinational Organizations: A CultureBased Model, Journal of Business Ethics, Vol. 19, pp. 385-392.
7. Leontiades, Milton, (1982). The Confusing Words Of Business Policy, Academy of Management Review,
Vol. 7, No. 1, pp. 45-48.
Optional
8. Hofstede, Geert. (1993). Cultural Constraints in Management Theories, Academy of
Management Executive, 7 (1), pp. 81-94.
9. Reynolds, Paul D. (1971). A Primer in Theory Construction, A Viacom Company, Ch. 4-6.
10. Kuhn, Thomas S. (1962). The Structure of Scientific Revolutions, Chicago: University of Chicago Press,
Ch. 6-10.
11. Reynolds, Paul D. (1971). A Primer in Theory Construction, A Viacom Company, Ch. 7-8.
12. Marshall, S. Poole & Van De Ven, A. H. (1989). Using Paradox to Build Management and Organization
Theories, Academy of Management Review, Vol. 14, No. 4, pp. 562- 578.
SESSION 3: MARKETING
Page 10 of 14
1. Netemeyer, R.G., Durvasula, S., & Lichtenstein, D. R. (1991). A Cross-National Assessment of
Reliability and Validity of CETSCALE, Journal of Marketing Research, Vol. 28, pp.320-327.
(Possibility of Applying Concept and Scale in International Market)
2. Sharma, S, Shimp, T and Shin, J. (1995). Consumer Ethnocentrism: a Test of Antecedents and
Moderators, Journal of the Academy of Marketing Science, Vol. 21, No.1, pp.26-37. (Further
Exploration of Constructs)
3. Shankarmahesh, M. N. (2004). Consumer Ethnocentrism: an Integrative Review of its Antecedents
and Consequences, International Marketing Review, Vol. 23, No. 2, pp.146-172. (Review of the
Constructs)
4. Penz, E. (2006). Researching the Socio-Cultural Context: Putting Social Representations Theory into
Action, International Marketing Review, 23 (4): 418-437.
5. Jan-Benedict E., Steenkamp, J. (2001). The Role of National Culture in International Marketing Research,
International Marketing Review, 18(1): 30–44.
Optional
6. Shimp Terence A (1984). “Consumer Ethnocentrism: the concept and a preliminary empirical test
(”, Advances in Consumer Research, 11, pp. 285-290. (Construct Development)
7. Shimp, T. A. & Sharma, S. (1987). Consumer Ethnocentrism: Construction and Validation of the
CETSCALE, Journal of Marketing Research, Vol. 24, pp.280-289. (Development of Scales)
8. Kucukemiroglu, O. (1999). Market Segmentation by Using Consumer Lifestyle Dimensions and
Ethnocentrism, European Journal of Marketing, Vol. 33, No. 5/6, pp. 470-487. (Application of
constructs)
9. Jan-Benedict E., & Steenkamp, J. (2001). The Role of National Culture in International Marketing
Research. International Marketing Review, 18(1): 30–44.
10. Garcia, R., & Kandemir, D. (2006). An Illustration of Modeling Moderating Variables in Cross-National
Studies, International Marketing Review, 23 (4): 371-389.
SESSION 4: INTERNATIONAL BUSINESS EXPLANATIONS
1. Ghemawat, Pankaj. (2003). Semiglobalization and International Business Strategy, Journal of
International Business Studies, Vol. 34, pp. 138–152.
2. Ghemawat, Pankaj and Ghadar, Fariborz. (2006). Global Integration ≠ Global Concentration,
Industrial and Corporate Change, Vol. 15, No. 4, pp. 595-623.
3. Ghemawat, Pankaj. (November 2003). The Forgotten Strategy, Harvard Business Review, pp. 1-10.
Page 11 of 14
4. Ghemawat, Pankaj and Levinthal, Daniel (February 2006). Choice Interactions and Business
Strategy, pp. 1-37.
5. Dunning, John H. (1995). Reappraising the Eclectic Paradigm in an Age of Alliance Capitalism,
Journal of International Business Studies, pp. 461-491.
6. Calvet, A. L. (1981). A Synthesis of Foreign Direct Investment Theories and Theories of the Multinational
Firm, Journal of International Business Studies, 12(1): 43-59.
7. Casson, M. (1986). General Theories of the Multinational Enterprise: Their Relevance to Business
History, Ch. 3, pp. 42-63.
8. Daniels, John D. (1991). Relevance In International Business Research: A Need for more Linkages,
Journal of International Business Studies, 22(2): 177-186.
9. Johanson, J. and Vahlne, J. E. (1977). The Internationalization Process of the Firm: A Model of
Knowledge Development and Increasing Foreign Market Commitments, Center of International Business
Studies, 8(1): 23-31.
Optional
10. Bartels, Frank L. (1999). Multinational Enterprises in International Equity Joint Ventures: Evidence from
British and French Firms in Emerging Markets, pp. 1-35.
11. Gilpin, J. M. (1987). Three Ideologies of Political Economy, The Political Economy of International
Relations (Ballinger): Ch. 2, pp. 25-65.
SESSION 5: THE DOMAIN OF INTERNATIONAL BUSINESS INQUIRY & FINANCE
1. Kumar, R & Kelly, L. (2005). Self-Efficacy, Social and Cultural Issues in Designing Online Technology
Skills Transfer Programs: A Mexican Context, Journal of Information Science Technology, pp. 72-92.
(Special Issue on IT Investments in Emerging Economies)
2. Toyne, B. (1988). International Exchange: A Foundation for Theory Building in International Business,
Journal of International Business Studies, 20(1): 1-17.
3. Grossman, G. M. and Helpman, E. (1994). Endogenous Innovation in the Theory of Growth. Journal of
Economic Perspectives, Vol. 8, No. 1, pp. 23-44.
4. Romer, P. M. (1994). The Origins of Endogenous Growth. The Journal of Economic Perspectives, Vol. 8,
No. 1, pp. 3-22.
FINANCE
5. Solnik, B. (1978). International Parity Conditions and Exchange Rate Risk, Journal of Banking and
Finance, pp. 281-293.
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6. Jorion, P. (1990). The Exchange Rate Exposure of U. S. Multinationals, Journal of Business, pp.
331-345.
7. Adler, M. and Dumas, B. (1984). Exposure to Currency Risk: Definition and Measurement,
Financial Management, pp. 41-50.
8. Hamao, Y., Masulis, R., and Ng, V. (1990). Correlations in Price Changes and Volatility Across
International Stock Markets, The Review of Financial Studies, pp. 281-307.
9. Fatemi, A. (1984). Shareholder Benefits from Corporate International Diversification, Journal of
Finance, pp. 1325-1344.
Optional
10. Boddewyn, Jean J. (1992). The Conceptual Domain of International Business: Territory, Boundaries, and
Levels. The Status of International Business Inquiry.
11. Wilkins, Mira. (1992). The Conceptual Domain of International Business Inquiry, The Status of
International Business Inquiry.
12. Neelankevil, J. P. (2000). Determinants of Managerial Performance: A Cross-Cultural Comparison
of the Perceptions of Middle-level Managers in Four Countries. Journal of International Business
Studies.
SESSION 6: STRATEGY AND THE INFLUENCE OF THE ENVIORNMENT AND
ORGANIZATIONAL FORMS
※ Draft Paper Due
1. Devinney, T, Midgley, D. & Venaik S. (2000). The Optimal Performance of the Global Firm,
Organization Science, 11.
2. Sundaram, A. K. (1992). The Environment and Internal Organization of Multinational Enterprises.
Academy of Management Review, Vol. 17 (2): 729-757.
3. Ghoshal, S. & Nohria, N. (Winter 1993). Horse for Courses: Organizational Forms for Multinational
Corporations, Sloan Management Review.
4. Rosenzweig, P. M. & Singh, J. V. (1991). Organizational Environments and the Multinational Enterprise,
Academy of Management Review, Vol. 16(2): 340-361.
5. Perron, Geneviève M. (2005). Barriers to Environmental Performance Improvements in Canadian SMEs,
pp.1-39.
6. Dolnicar, S. & Freitag, R. (2003). The Influence of Interactions Between Market Segmentation Strategy
and Competition on Organizational Performance-a Simulation Study, pp. 1-19.
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SESSION 7: THE DOMAIN OF ECONOMIC LIBERALISM
※Final Exam Due (It can be done as individual or in pairs)
1. Dunning, J. H. (1988). The Eclectic Paradigm of International Production: A Restatement and
Possible Extension, Journal of International Business Studies, 19(1): 1-31.
2. Coase, R. H. (1937). The Nature of the Firm, Economics, Nov.: 386-405.
3. Buckley, P. J. (1988). The Limits of Explanation: Testing Internationalization Theory of the Multinational
Enterprise, Journal of International Business Studies, 19(2): 181-193.
4. Boddewyn, J. J., Halbrick, M. B., and Perry, A. C. Service Multinationals: Conceptualization,
Measurement and Theory, Journal of International Business Studies, 17(3): 41-57.
Optional
5. Douglas, S., & Yoram, W. (Winter 1987). The Myth of Globalization, Columbia Journal of World
Business.
6. Dunning, J. H. (1980). Towards an Eclectic Theory of International Production: Some Empirical
Tests. Journal of International Business Studies, 11(2): 9-31.
7. Perry, T.G. (1985). Internationalization as a General Theory of Foreign Direct Investment,
Welwirtschaftliches Archiv, 121(3): 564-569.
8. Rugman, A. M. (1985). Internalization is Still a General Theory of Foreign Direct Investment,
Welwirtschaftliches Archiv, 121(3).
SESSION 8:
1. Individual Theoretical Paper and Presentation
2. Critique of Another Theoretical Paper
Page 14 of 14