Course BA 4371-005 International Business

Instructor Huangche (David) Weng

Term Spring 2011
Meetings Tuesday & Thursday, 11:30 AM-12:45 PM
Classroom SOM 2.804

Instructor’s Contact Information

Office Phone 972-883-6112

Office Location SOM 4.102
Email Address dweng@utdallas.edu
Office Hours Tuesday 1-2 PM.

GENERAL COURSE INFOMATION

Course Pre-requisites, Co-requisites, and/or Other Restrictions

This course requires basic knowledge in many functional areas in business. Knowledge in management
related areas can be helpful.

Prerequisites: BA 3365, MATH 1326 and MATH 2333. Pre-/Co-requisite: BA 3341.

Course Description

Globalization is the worldwide trend of business expanding beyond their domestic borders. To compete in
today’s global economy, managers need to be able to apply management principles across countries and
cultures with suitable adaptation in the process. Adopting a truly global perspective of management, this
course presents current thinking in international business theory and practice. The course will cover topics
such as international trade theories, culture, foreign direct investment, international strategy, and global
human resource management. Among others, the course has two main objectives: (1) developing a regard
for human values and the ability to make judgments based on ethical and environmental considerations,
and (2) understanding the multicultural aspects and international dimensions of the world in which we
live and be familiar with knowledge and methods necessary to deal with related problems.

Student Learning Objectives/Outcomes

This course exposes you to fundamental issues and concepts in international business and emphasizes
application of academic knowledge to real world situations through the use of lecture and case studies. In
particular, I expect you to leave this course with a firm understanding of how the institutions and
resources affect firms’ choices and behaviors, as well as how these choices may be changed in different
countries. By working as a group, you and your group members will have the great learning opportunity
to explore the changing international business environments.

By the end of this course, you should have an understanding of the multicultural aspects and international
dimensions of the societies and the world in which you live and be familiar with knowledge and methods
necessary to deal with related problems. Also you will develop the ability to make judgments based not
only on business considerations, but also on ethical and environmental factors.

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Required Textbooks and Materials

Mike W. Peng (2009). Global Business 2009 Update, South-Western CENGAGE Learning. (ISBN-13:
978-1-4390-7823-5 and ISBN-10: 1-4390-7823-8.)

*To save textbook cost, the best deals can be found at www.ichapters.com. Search by author, title, or
ISBN. Purchase e-book, e-chapters, or print version, savings up to 50% off the price of textbooks. Free
freight for orders over $40.

eLearning course website: Power point slides for each section and the group presentation schedule.

Current news in international business: Newspaper such as Wall Street Journal, Financial Times,
Periodicals such as the Economist or BusinessWeek can be helpful. UTD library electronic database is
another useful source for additional materials for group projects.

Schedule and Activities (Note: The schedule is subject to change as necessary.)

WEEK DATE TOPIC CH ASSIGNMENT

1 1/11 Syllabus and Course overview 1

1/13 Formal Institutions 2

2 1/18 Formal Institutions 2 Selection of groups and cases.

1/20 Informal Institutions 3

Sample case: Tips about

3 1/25 Informal Institutions 3 corruption around the Pacific
(page 116-118).

1/27 Using library search engines

4 2/1 Leverage Resource and Capability 4

2/3 Leverage Resource and Capability 4

5 2/8 Trading Internationally 5

2/10 Trading Internationally 5

6 2/15 Foreign Exchange 7

Case 1: Delphi (page 176-177:

2/17 Investing Abroad Directly 6
answer no. 4)

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7 2/22 Investing Abroad Directly 6

Case 2: Kiva (page 272-273:

2/24 Entrepreneurial Firms 8
Answer no. 2)

Entrepreneurial Firms
8 3/1 9
Short quiz review (as time allows)

3/3 Quiz 1 (Bring Scantron sheets- 882 E) 9

Case 3: Amazon (page 297-

9 3/8 Entering Foreign Markets 10
298: Answer no. 3)

3/10 Entering Foreign Markets 10

10 3/15 & 3/17 Spring break (No class)

Case 4: Lenovo and IBM

11 3/22 Alliance and Acquisitions 12
(page 353-354: Answer no. 4)

3/24 Alliance and Acquisitions 12

Case 5: Li Ning (page 433:

12 3/29 Marketing and Supply Chain 14
Answer no. 2)

3/31 Marketing and Supply Chain 14

Case 6: Dallas vs. Delhi (page

13 4/5 Human Resources Issues 15
459: Answer no. 4)

4/7 Human Resources Issues 15

Case 7: Siemens’ share net

14 4/12 Multinational Strategy 13
(page 381-382: Answer no. 1)

4/14 Multinational Strategy 13

Case 8: Carbon emission (page

15 4/19 Corporate Social Responsibility 17
508-509: Answer no. 1)

4/21 Quiz review

16 4/26 No class; Self study

Quiz 2 and peer evaluation (Bring

4/28
Scantron sheets- 882 E)

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 Final grade checking (noon-2PM, at the
5/3
instructor’s office)

Course Policies

Grading Criteria 4 Group assignments

- Written group cases (10%) x 3 30%
- Group oral presentation x 1 10%
Peer evaluation Multiplied with group case evaluations
Quiz 1 (in class) 25%
Quiz 2 (in class) 25%
Individual Class Participation 10%
Total 100%

Numerical grade correlation

>=97 =A+
94 -< 97 =A
90 -< 94 =A-
87 -< 90 =B+
84 -< 87 =B
80 -< 84 =B-
77 -< 80 =C+
74 -< 77 =C
70 -< 74 =C-
67 -< 70 =D+
64 -< 67 =D
60 -< 64 =D-
0 -< 60 =F
Case assignments The class will be divided into groups of equal size. You are expected to form your
(50%) group within the first two weeks in the semester. Your group will be responsible for
four group assignments, including three written and one oral presentation. The group
selection will take place on the second day of the class and each team will have
around 4 members (this may change depending on class size). Late cases are not
accepted.

Each case should be a comprehensive analysis of the facts of the case and
application of concepts learned in the lecture and textbook using the questions in the
cases. Your group case analysis grade will be based on the quality of the group's
work. Part of your learning experience is managing the coordination of tasks
required to create a good product. Part of your grade will be based on each
individual's assessment of the contribution of each group member (peer evaluation).
Hence, significant and important contribution in your group projects is very
important for your final grade.
Each assignment will be graded according to the case evaluation criteria shown on
the case evaluation sheet.

Quizzes (50%) There are two quizzes (Quiz 1 and Quiz 2) in this class; each accounts for 25% of
the final grade. The format of quiz may contain multiple choices questions with a
few short essay questions.

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 There are no excused absences from the quizzes without a written excuse from a
doctor or the academic dean. If there is a serious scheduling conflict or religious
needs, it is your responsibility to let the instructor know well in advance and in
writing. No work will be accepted after the date that it is due. Exams and case
analyses can be turned in earlier than the designated dates with written excuses, but
not later.

Class Participation All students are expected to attend classes and be prepared for and actively involved
(10%) in the discussions during the lecture time. This part of the evaluation will be based
on his/her attendance (including sign-in sheet and instructor observations) and
overall participation throughout the whole semester. Generally, a student can get an
A level grade in this category if he/she has few or no absence, is mostly on time, and
participates actively on a regular basis in class discussions.

Peer evaluation Each team member will evaluate the rest of the team members for their contribution
to group work. Details on how to calculate peer evaluation and how to incorporate
into the group projects are shown in the peer evaluation sheet.

Late Work Late assignments are not accepted.

Honor Code No case write-ups, exams, or student's notes from current or previous business
Information school students should be consulted in doing your case analysis. You can,
however, consult your notes and reading materials as well as information in the
library. Any material quoted directly or paraphrased should be referenced in your
written and oral cases. Plagiarism is a serious infraction and will be dealt with
accordingly.

Student Conduct and The University of Texas System and The University of Texas at Dallas have rules
Discipline and regulations for the orderly and efficient conduct of their business. It is the
responsibility of each student and each student organization to be knowledgeable
about the rules and regulations which govern student conduct and activities. General
information on student conduct and discipline is contained in the UTD publication,
A to Z Guide, which is provided to all registered students each academic year.

The University of Texas at Dallas administers student discipline within the

procedures of recognized and established due process. Procedures are defined and
described in the Rules and Regulations, Board of Regents, The University of Texas
System, Part 1, Chapter VI, Section 3, and in Title V, Rules on Student Services and
Activities of the university’s Handbook of Operating Procedures. Copies of these
rules and regulations are available to students in the Office of the Dean of Students,
where staff members are available to assist students in interpreting the rules and
regulations (SU 1.602, 972/883-6391).

A student at the university neither loses the rights nor escapes the responsibilities of
citizenship. He or she is expected to obey federal, state, and local laws as well as the
Regents’ Rules, university regulations, and administrative rules. Students are
subject to discipline for violating the standards of conduct whether such conduct
takes place on or off campus, or whether civil or criminal penalties are also imposed
for such conduct.
Academic Integrity The faculty expects from its students a high level of responsibility and academic
honesty. Because the value of an academic degree depends upon the absolute
integrity of the work done by the student for that degree, it is imperative that a

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 student demonstrate a high standard of individual honor in his or her scholastic
work.

Scholastic dishonesty includes, but is not limited to, statements, acts or omissions
related to applications for enrollment or the award of a degree, and/or the submission
as one’s own work or material that is not one’s own. As a general rule, scholastic
dishonesty involves one of the following acts: cheating, plagiarism, collusion and/or
falsifying academic records. Students suspected of academic dishonesty are subject
to disciplinary proceedings.

Plagiarism, especially from the web, from portions of papers for other classes, and
from any other source is unacceptable and will be dealt with under the university’s
policy on plagiarism (see general catalog for details). This course will use the
resources of turnitin.com, which searches the web for possible plagiarism and is over
90% effective.

Email Use The University of Texas at Dallas recognizes the value and efficiency of
communication between faculty/staff and students through electronic mail. At the
same time, email raises some issues concerning security and the identity of each
individual in an email exchange. The university encourages all official student email
correspondence be sent only to a student’s U.T. Dallas email address and that faculty
and staff consider email from students official only if it originates from a UTD
student account. This allows the university to maintain a high degree of confidence
in the identity of all individual corresponding and the security of the transmitted
information. UTD furnishes each student with a free email account that is to be used
in all communication with university personnel. The Department of Information
Resources at U.T. Dallas provides a method for students to have their U.T. Dallas
mail forwarded to other accounts.

Withdrawal from The administration of this institution has set deadlines for withdrawal of any college-
Class level courses. These dates and times are published in that semester's course catalog.
Administration procedures must be followed. It is the student's responsibility to
handle withdrawal requirements from any class. In other words, I cannot drop or
withdraw any student. You must do the proper paperwork to ensure that you will not
receive a final grade of "F" in a course if you choose not to attend the class once you
are enrolled.

Student Grievance Procedures for student grievances are found in Title V, Rules on Student Services
Procedures and Activities, of the university’s Handbook of Operating Procedures.

In attempting to resolve any student grievance regarding grades, evaluations, or

other fulfillments of academic responsibility, it is the obligation of the student first to
make a serious effort to resolve the matter with the instructor, supervisor,
administrator, or committee with whom the grievance originates (hereafter called
“the respondent”).Individual faculty members retain primary responsibility for
assigning grades and evaluations. If the matter cannot be resolved at that level, the
grievance must be submitted in writing to the respondent with a copy of the
respondent’s School Dean. If the matter is not resolved by the written response
provided by the respondent, the student may submit a written appeal to the School
Dean. If the grievance is not resolved by the School Dean’s decision, the student
may make a written appeal to the Dean of Graduate or Undergraduate Education,
and the deal will appoint and convene an Academic Appeals Panel. The decision of
the Academic Appeals Panel is final. The results of the academic appeals process

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 will be distributed to all involved parties.

Copies of these rules and regulations are available to students in the Office of the
Dean of Students, where staff members are available to assist students in interpreting
the rules and regulations.

Incomplete Grade As per university policy, incomplete grades will be granted only for work
Policy unavoidably missed at the semester’s end and only if 70% of the course work has
been completed. An incomplete grade must be resolved within eight (8) weeks from
the first day of the subsequent long semester. If the required work to complete the
course and to remove the incomplete grade is not submitted by the specified
deadline, the incomplete grade is changed automatically to a grade of F.

Disability Services The goal of Disability Services is to provide students with disabilities educational
opportunities equal to those of their non-disabled peers. Disability Services is
located in room 1.610 in the Student Union. Office hours are Monday and
Thursday, 8:30 a.m. to 6:30 p.m.; Tuesday and Wednesday, 8:30 a.m. to 7:30 p.m.;
and Friday, 8:30 a.m. to 5:30 p.m.

The contact information for the Office of Disability Services is:

The University of Texas at Dallas, SU 22
PO Box 830688
Richardson, Texas 75083-0688
(972) 883-2098 (voice or TTY)

Essentially, the law requires that colleges and universities make those reasonable
adjustments necessary to eliminate discrimination on the basis of disability. For
example, it may be necessary to remove classroom prohibitions against tape
recorders or animals (in the case of dog guides) for students who are blind.
Occasionally an assignment requirement may be substituted (for example, a research
paper versus an oral presentation for a student who is hearing impaired). Classes
enrolled students with mobility impairments may have to be rescheduled in
accessible facilities. The college or university may need to provide special services
such as registration, note-taking, or mobility assistance.

It is the student’s responsibility to notify his or her professors of the need for such an
accommodation. Disability Services provides students with letters to present to
faculty members to verify that the student has a disability and needs
accommodations. Individuals requiring special accommodation should contact the
professor after class or during office hours.

Religious Holy Days The University of Texas at Dallas will excuse a student from class or other required
activities for the travel to and observance of a religious holy day for a religion whose
places of worship are exempt from property tax under Section 11.20, Tax Code,
Texas Code Annotated. The student is encouraged to notify the instructor or activity
sponsor as soon as possible regarding the absence, preferably in advance of the
assignment. The student, so excused, will be allowed to take the exam or complete
the assignment within a reasonable time after the absence: a period equal to the
length of the absence, up to a maximum of one week. A student who notifies the
instructor and completes any missed exam or assignment may not be penalized for
the absence. A student who fails to complete the exam or assignment within the
prescribed period may receive a failing grade for that exam or assignment.
If a student or an instructor disagrees about the nature of the absence [i.e., for the

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 purpose of observing a religious holy day] or if there is similar disagreement about
whether the student has been given a reasonable time to complete any missed
assignments or examinations, either the student or the instructor may request a ruling
from the chief executive officer of the institution, or his or her designee. The chief
executive officer or designee must take into account the legislative intent of TEC
51.911(b), and the student and instructor will abide by the decision of the chief
executive officer or designee.

FINAL GRADE
Following the university's guideline for grade distribution, the final grade of a student will be based on the
relative standing of his or her total credit points accumulated from all the requirements as compared with the
rest of the class. After the second quiz, there will be designated office hours for final grade checking in the
instructor's office. In accordance with the university's policy of confidentiality, no grade information will be
transmitted via phone or e-mail.

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 Peer Evaluation Sheet: BA 4371

Team # ______________

Name __________________________

Name Self

Score

(1-5)*

Reasons

• 1 (extremely unsatisfactory) – 2 (very unsatisfactory) – 3 (unsatisfactory) – 3.5 (neither

satisfactory nor unsatisfactory) - 4 (satisfactory) – 4.5 (very satisfactory) – 5 (extremely
satisfactory)
• if 1, then the person gets 0.2
• if 2, then the person gets 0.4
• if 3, then the person gets 0.6
• if 3.5, then the person gets 0.7
• if 4, then the person gets 0.8
• if 4.5, then the person gets 0.9
• if 5, then the person gets 1
• Then the participation score will be multiplied with the score one gets from all the group projects
(including writing reports and presentation). For example, if a student gets 15/20 for the
presentation assignment and 32/40 for case analysis as a group for the two group projects and 3/5
from the peer evaluation, then the actual grade is 47/60*0.6 = 28.2/60, not 47/60.
• Be objective in evaluating other members in your group and specify reasons.
• The evaluation should be turned in on the final exam. Peer evaluation sheet will be provided
along with the exam booklet.
• If a blank sheet is turned in, all the team members will get 5 (1.0).

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 Case Evaluation Sheet: BA 4371

1. Summary of the critical issues (10pts) Exceeds Expectations 10 pts

Most of the information in the case is not repeated. Meets Expectations 8-9 pts
Identificaton of internal and external issues. Marginally Meets Expectations 7 pts
Identification of the most important issues Does not Meet Expectations 5 pts

2. Strategic analysis (20 pts)

Evidence of deeper analysis beyond what is written or presented. Exceeds Expectations 19- 20 pts
Suggests realistic options for the company (or industry). Meets Expectations 16-18 pts
Identifies pros and cons of options. Marginally Meets Expectations 13-15 pts
Provides realistic, case-based support for the options. Does not Meet Expectations 10-12 pts

3. Recommendation (10 pts)

Quality and support of the recommended option. Exceeds Expectations 10 pts
Implementation impact of the recommendation. Meets Expectations 8-9 pts
Marginally Meets Expectations 7 pts
Does not Meet Expectations 5 pts

4. Other grading criteria (10 pts)

Clarity and logic of ideas Exceeds Expectations 10 pts
Use of exhibits Meets Expectations 8-9 pts
Clarity of writing Marginally Meets Expectations 7 pts
Grammar, spelling, structure Does not Meet Expectations 5 pts
Organization of presentation

Speaking style, use of visual aids and handouts, balance of speakers

Dress and overall professionalism

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 Information for Case Analysis

1. Your position is that of a business consultant to the chief executive officer of the company. You have
been hired to do a strategic analysis of the company and the industry using case materials, library
research, electronic data sources, and tools suggested by the text. The goal is to determine what
direction the company should take and make specific recommendations about what the company
should do next and why.

Information for the Written Presentation

1. The individually (or in a group) written analyses of the assigned cases are due at the start of class. A
satisfactory job will take a maximum of 5 double spaced pages, plus any number of exhibits and a
bibliography of outside references. Exhibits may use charts, tables, and professional strategic
planning tools found in the text. DO NOT add charts just to the sake of length. All exhibits should
ADD VALUE to the written analysis.

2. Including quantitative analyses (e.g. such as financial ratios, industry sales, and competition figures)
is highly recommended. Clever use of exhibits can dramatically enhance the quality of the paper.

3. Hand in one copy of your written report. Keep an additional copy for yourself. DO NOT USE
REPORT BINDERS OR COVER SHEETS. Library research AND online research (called “due
diligence” in the business world) is REQUIRED.

The following library site provides abundant data search engines that are helpful in writing a paper.

http://www.utdallas.edu/library/reference/business.html

Just searching company website and/or citing free web information is not enough. Take advantage of the
paid search engines in the library homepage. It contains the following search engines. Should you have
further questions, contact liaison librarians in the library (Loreen Phillips, Loreen.Phillips@utdallas.edu
or visit http://www.utdallas.edu/library/reference/somliaison.html.

• Business and Company Resource Center

• Business Source Premier
• Business & Management Practices
• CCH Internet Tax Research Network (tax service)
• Wall Street Journal (1984-current)
• Academic Universe Lexis Nexis (then under Business)
• Disclosure Data from Academic Universe Click on Business, then Company Financial
(company financial info)

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 • Mergent Online (formerly Moody's FIS Online) (company financial information)
• National Trade Data Bank (NTDB)
• EconLit (economics)
• ECONbase
• PAIS (public affairs)
• Business Dateline (index to regional business publications)
• Business Organizations
• Regional Business News (from TexShare)
• EDGAR Financial Reports (company financial information)
• Social Sciences Abstracts
• Social Sciences Citation Index (Web of Science/Web of Knowledge)
• Essay & General Literature Index
• Web of Science (Web of Knowledge) (citation indexes)
• WorldCat (OCLC)
• General Databases (multidisciplinary)
• For psychology in the workplace: Psychology and Human Development Databases

4. Suggested format:

A. Sub-titles are required. (each question).

B. Analysis (not just facts) and recommendation required.

C. Exhibits and References. (Exhibits should be labeled sequentially and in the order they are
discussed in the text. If you do NOT talk about an exhibit in the text, it probably isn’t doing
anything except taking up space.)

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 Information for the Oral Presentation

1. Each team is scheduled for one oral presentation. These should be approximately 15 minutes in
length. Visual aids must be employed.

2. Oral Presentation Teams are required to dress professionally and exhibit the same level of decorum
and consideration that you would in a real business setting.

3. All team members must be involved in the oral presentation with each team member presenting a
segment. Segment definition is the responsibility of the team. Teams making the oral presentation of
a case do NOT prepare a written report. However, a printout of your slides as well as a bibliography
should be given to your instructor and other class members. The title page of your presentation
should list the case name, the date, the names of each team member, and the segment each member
will cover.

4. When presenting, indicate the outside sources used. If you present industry averages, for example, or
demographic data, indicate where you got them.

5. After you have presented; be prepared to receive questions regarding your assumptions, your use of
data, your conclusions, your logic, and your recommendations. Other class members may not agree
with your analysis. Your instructor may challenge your analysis. DO NOT BE DEFENSIVE. This is
a natural part of the learning process. You are being asked to think on your feet and demonstrate that
you have a deep understanding of the case issues. ALL team members should participate in the
question and answer session. Everyone can learn from this experience, even class members who are
not presenting.

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