BSMM-8310: International Business

Master of Management
Winter 2023

Class meetings Tuesdays & Thursdays 6:00PM - 7:50PM – in-person @MH311

Instructor Professor Tony Mao

Tuesdays 8PM-9PM EST
by Appointment In the classroom or Virtual
Office hours Office
Via Microsoft Team or office on MS Teams.
email
Telephone 519-253-3000 E-mail tmao@uwindsor.ca

Course Website https://www.uwindsor.ca/brightspace/

International Business, Environments and Operations by Daniels,

Radebaugh and Sullivan. 15th OR 16th edition. Published by
Pearson/Prentice-Hall. DO NOT purchase Global edition or textbook from
Textbook
other countries. It’s a different textbook. The
e-textbook can be purchased or rented for 180 days through the
university’s bookstore.

Academic Director Dr. Brent Furneaux Email brent.furneaux@uwindsor.ca

Program
Robyn Herman Email hermanr@uwindsor.ca
Administrator
Student Experience
Jacqueline Mellish Email jmellish@uwindsor.ca
Coordinator
Career Advisor
Clementa Stan Email Clementa.Stan@uwindsor.ca
Coordinator

Graduate Secretary Sharron Wazny Email swazny@uwindsor.ca

The Odette School of Business and the University of Windsor sit on the Traditional territory of the Three
Fires confederacy of First Nations, comprised of the Ojibway, the Odawa, and the Potawatomie.

CALENDAR DESCRIPTION:

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A survey course providing a discussion of the international business environment and the decisions
made by managers in international firms. Historical development of international business and the
current global focus of international firms will be considered. The international global environment,
including theories of trade and foreign direct investment, balance of payments and international
institutions, and models for evaluating the environment in order to select the best international strategy
or mode of entry for a particular location will be examined. Finally, the functional decisions made in
international firms – financial, marketing, operational, human resources – and issues associated with
international structure and control will be briefly examined.

LEARNING OBJECTIVES:
The objective of this course is to help you understand and respond to the environment of international
business, in particular:
• the international trading environment and theories of international trade and commerce;
• the economic and social arguments for and against free trade and globalization;
• the cultural, legal, political and economic influences governing doing business overseas;
• the world financial environment including foreign exchange and capital markets and the
determination of exchange rates;
• the variety of strategic alternatives for multinational enterprises (MNEs) including their strategies for
country evaluation and direct investment as well as strategies based on collaboration through joint
ventures and strategic alliances;
• the practice of management of international operations namely, international marketing,
manufacturing, including outsourcing abroad, accounting for international operations, managing
finance on a worldwide basis, and management of the international workforce;
• our human obligations to help understand and resolve the economic problems of poor nations.

MASTER OF MANAGEMENT ASSURANCE OF LEARNING (AOL) OUTCOMES:

Each Odette Program has learning outcomes. Together, these define the knowledge, skills, and values
possessed by our graduates. Rubrics for each program learning goal are available on the Odette School
of Business Course Policies document on the BLACKBOARD site for this course. This course contributes
to the following Master of Management program learning outcomes through the course learning
outcomes listed below.
For BSMM-8310 the following learning outcomes are taught and tested:
Program Learning Outcomes Course Learning Outcomes Tested by
International Business Knowledge
LO 3.1 Describe and evaluate the
likely effects of differences in various In international student teams, apply
international business environments appropriate change implementation
processes to assess the outcomes of the
on the likelihood of future domestic
management of specific international
and international business success Case
business situations in which
(e.g. summarize the important effects Studies/Exams
transformation is required, and
of different economic drivers, trade recommend improvements based on
organizations and agreements, appropriate analyses of the relevant,
consumer’s attitudes etc. in various available information (e.g. case studies)
cultures)

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 MASTER OF MANAGEMENT LEARNING OUTCOMES:

For BSMM-8310 the following learning outcomes are also taught

Program Learning Outcomes
Decision Making and Problem-Solving
LO 1.1 Apply an evidence-based
decision model to evaluate and
recommend the best available
alternative to resolve a business
problem.
Decision Making and Problem-Solving
LO 1.3 Analyze both qualitative and
quantitative data and findings;
distinguish and evaluate their
relevance to the resolution of
international business issues.
Course Learning Outcomes Tested by
Assess available relevant information,
including diverse personal experience, to
explain the effects on the likelihood of
business management success in
Case
different international markets (e.g.
Studies/Exams
competitive environments, cultural
attitudes and government policies
regarding access to consumer and
business markets, financing/investment)
Select the techniques most appropriate
to analyzing specific data sets (e.g.
quantitative and qualitative) and state Case
how the results of an accurate analysis Studies/Exams
improve the relevance of information
available to make a business decision.

International Business Knowledge

LO 3.2 Apply personal experience to
illustrate the effects of different
contextual factors on the historical
conduct of business in various
cultures.
Apply personal experience to illustrate
the effects of different contextual Case
factors on the historical conduct of Studies/Exams
business in various cultures.

Social Responsibility
LO 4.1 Distinguish differences in
responsible social behavior in
various cultures
Apply personal experience to illustrate
differences and commonalities among Case
international ethical and legal Studies/Exams
environments

Textbook
International Business, Environments and Operations by Daniels, Radebaugh and
Sullivan. 15th OR 16th edition. Published by Pearson/Prentice-Hall. DO NOT purchase
Global edition or textbook from other countries. It’s a different textbook. The
e-textbook can be purchased or rented for 180 days through the university’s
bookstore.

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COURSE CONTENT: Weekly Overview
Week
Date Tuesday Thursday

Point-Counterpoint:
Week of Course Introduction and Overview Is Offshoring Good Strategy?
1 Jan 17
Chapter 1 Cases:
Globalization and International 1) The Globalized Business
Business Sports.
2) Carnival Cruise Lines
Chapter 11(Chapter 5 on 16th
edition)
Globalization and Society
Point-Counterpoint:
Chapter 13
Are Top Managers Responsible
Country Evaluation and Selection
When Corruption Is Afoot?
2 Week of Cases:
Cases:
Jan 24 Burger King
1) Ecomginations and the
Global Greening of GE
2) Anglo-American PLC in
South Africa: What Do You
Do When Costs Reach
Epidemic Proportions?
Chapter 4
3 Week of Project Workshop The Economic Environments Facing
Jan 31 Major Project Assignement Business
Team Charter Cases: The BRICs: Vanguard of the
Revolution
Chapter 6 (Chapter 7 on 16th
Chapter 3
edition)
The Political and Legal
Government Influence on Trade
environments Facing Business
4 Point-Counterpoint:
Cases:
Week of Does International Business Lead to
1) China – Complicated Risks,
Feb 7 Cultural Imperialism?
Big Opportunities
2) It’s a Knockoff World
Case:
The U.S. – Vietnamese Catfish
Dispute
5 Week of Midterm Exam: Team Meetings
Chapters and Cases No Lecture
Feb 14 (All items in the above chapters)
Tuesday during class time

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 6 Week of
Feb 21 Reading Week Reading Week

Chapter 2
The Cultural Environnements Facing
Business Chapter 7 (Chapter 8 on 16th edition)
Week of Point-Counterpoint: Cross-National Cooperation and
Feb 28 Does International Business Lead to Agreements
7 Cultural Imperialism?
Cases : Cases:
1) Saudi Arabia’s Dynamic 1) Toyota’s European Drive
Culture 2) Walmart Goes South
2) Tesco PLC: Leveraging Global
Knowledge
Case Study
Chapter 12 Chapter 12
Strategy of International Business Strategy of International Business
Cases: Cases:
1) Zara’s Strategy for Value 3) Zara’s Strategy for Value
Week of Creation in the Global Apparel Creation in the Global Apparel
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March 7 Industry Industry
2) The Multinational Enterprise 4) The Multinational Enterprise of
of the Future: Forecasts and the Future: Forecasts and
Scenarios Scenarios
Case Study

Week of Cases: SpinCent: The Decision to Chapter 14

9 Export Export and Import
March 14
Case Study Cases: SpinCent: The Decision to Export

Chapter 15
Direct Investment and Collaboration
Point-Counterpoint:
Should Countries Limit Foreign Control
10 Week of of Key Industries Team Presentations
March 21 Cases:
1) Melia Hotels International
2) The one world Airline Alliance

Project Report Due

Week of Team Presentations Team Presentations

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March 28

Final Exam As Scheduled by the University

The above schedule is subject to change. Students will be notified of any changes. Additional readings
may be assigned as necessary.

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Key Dates for Exams/Assignments/Grading

ASSIGNMENT TYPE WEIGHT DUE DATE

Midterm Individual 20 % February 14

Final Exam Individual 30 % As scheduled

Term Project 15 % March 21: Submit to Turnitin

Group
(report and presentation) 5% by 11:59 PM

During class. Students must be

Learning Exercises Individual 10% physically presented to write
the exercise. No makeups.
Assignments to be announced
Case Assignments Individual/Team 20%
on the course site

GRADING SCALE POLICIES:

All course work is to be marked and final grades submitted using the 100% scale beginning September 1,
2013. In accordance with the Senate resolution, instructors are to submit whole numbers (e.g., 88, 76, etc.)
as percentages. The following University-wide grade descriptors are in effect and will be printed on the
back of transcripts:

Letter Grade Percentage Range

A+ 90-100
A 85-89.9
A- 80-84.9
B+ 77-79.9
B 73-76.9
B- 70-72.9
C+ 67-69.9
C 63-66.9
C- 60-62.9
F 0-59.9

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ODETTE SCHOOL OF BUSINESS COURSE POLICIES:
Please refer to the Odette School of Business Course Policies document for specific information
on the following subjects. This Course Policies document is available electronically on each course
BLACKBOARD site and in paper form outside each Area Secretary’s office on the 4th floor of the
Odette building. (Adopted Fall 2009)

Academic Integrity and Code of Conduct

Missed Exams and Late Assignments
Registration, Adding, and Dropping Courses
Odette School of Business Grade Conversion Scale
Odette School of Business Grading Policy
Student Evaluation of Teaching (SET)

MASTER OF MANAGEMENT PROGRAM ETIQUETTE:

The Master of Management is a culturally inclusive program where students, faculty and staff recognize,
appreciate, and benefit from diversity so as to enhance the learning experience. Promoting a culturally
inclusive learning environment encourages individuals to collaborate and develop intercultural respect.
The following outlines the protocol for Master of Management students while they are at the University
of Windsor:
• All students will communicate in English at all times. It is important for students to continually
improve language skills and be inclusive of others from different backgrounds.
• Students will demonstrate respectful behaviour toward their peers and professors, regardless of
culture, language, values, beliefs, or ideas.
•

SECONDARY DATA USE, EVALUATION, INTERVIEWS AND FOCUS GROUPS:

This course will be evaluated as part of internal or external quality assurance processes and reporting
requirements to funding agencies and as research data for scholarly use. As a student in this course
your online student data will be used for evaluating the course delivery and your engagement in the
various aspects of the course. This will only occur after final grades have been submitted and approved
so it will no effect on your grade. This course data provides information about your individual course
usage and activity during the time that you are enrolled in the course. Your anonymized, aggregated
data may also be used in the future in reports, articles or presentations.

During the final week of the course you may also be invited to participate in further research about the
course. If you decide to participate you may be asked to fill out anonymous online questionnaires that
solicit your impressions about the course design and student learning in the course. The survey
participation is voluntary and no questions of a personal nature will be asked. Your participation will
have no effect on your grade and your instructor will not know who participated in the surveys.

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 Finally, at the end of the survey you may also be asked if you want to participate in a focus group or
interviews after final grades have been assigned to gather yours and other student opinions about
specific course delivery methods and technologies used.

Country Profile Assignment:

The project will be completed in your groups. Start discussions early and move fast. This project
requires considerable reflection and supporting research. Do not leave the project until the last weeks of
the semester. The report is due electronically to SafeAssign (Course BlackBoard). Late submissions will
NOT be accepted.
The report should be a maximum of 15 pages in length, single-spaced with 1-inch margins in a 12-font
type, NOT including the title page and references but including all appendices. Any project exceeding the
maximum page count will receive a one-grade deduction for each page or part of a page longer than the
limit.

Format and Rubric for Written Country Profile Assignment

Letter Grade

Very Good -
Very Poor

Excellent
Odette Grading Policy

Good
Poor

Fair Comments
D

A
F

Criteria (Weight %)

Form + Style (10 %)

▪ Grammar, spelling + readability
▪ Effective use of statements
▪ Professional appearance, e.g., page numbers
and titles for tables, charts + appendices
▪ Integration between sections of report
Data Collection (10%)
* Scanning: environment scanning (PESTEL
factors) on the countries such as population size;
educational level; income related information;
political environment; level of corruption; social
and economic condition; exchange rate; mobility
of funds; etc.
*There are numerous relevant facts online.

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Analysis (40%)
▪ Correct use of concepts + frameworks from
the textbook to help you analyze the business
environment in the country.
▪ Use of qualitative + quantitative data to
analyze the country in terms of pros/cons of
operating a business in the country.
▪ Insightful evidence-based development and
evaluation of the country, as opposed to
simply repeating the facts
▪ Effective summation of external +internal
analysis. Your opinions and thoughts about
operating a business in the country are
important!!
Key Challenges (10 %)
Identification of Key Challenges in Operating a
business in this country
Recommendations (10%)

* Should a company operate a business in

this/which country? Why or why not?
▪ Recommendation based on country comparison
analysis
▪ Justification and Integration of
recommendations

Implementation (20%)
* Discuss how a company should go about
investing or operating a business in this country
▪ Detailed + practical action to put
recommendations in place (both short & long-
run)
▪ Timeline of sequence of actions,
▪ IF your recommendation is NOT to operate a
business or operate in neither of the target
countries, BUT the management insists on
doing so, discuss the following:
a) Which one is a better choice, and why?
b) What changes that the company need to
make in order to make its operations there
viable. Be specific, be factual, and be
realistic.
c) How these changes (realistically) can be
made.

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Tracking Group Member Contributions
The general outcome of the vast majority of group projects is that team members agree, on balance, work
has been contributed in a comparable fashion. The preceding statement leaves open to interpretation
possible differences in talent and abilities, schedules, interests, and personal commitments, and their
impact on the completed work. As well, on a number of occasions, group members exhibit unequal
expectations and abilities to work. Groups that work well, by definition, communicate and cooperate
effectively.
However, in very rare instances, a group member does shirk his or her work requirements completely or
nearly completely. A form has been devised to capture the outliers and to provide a means of resolving
the injustice of granting the same grade to all members of a group. Grades for the group assignment will
be affected by the degree to which contribution nears or equals none. Penalties will vary proportionately,
increasing in severity as the contribution of the shirking member approaches nothing. Deductions will
range from 50% to 90% of the group’s grade for a very substantial to a nearly complete lack of
contribution. A grade of ‘0’ will be assessed for a total lack of contribution— within the conditions
stipulated below.
This form is not intended, nor will it be used, for punishing individuals who simply did not work well
together— because of personality clashes or the poor planning of those involved. Moreover, a failure to
communicate with the instructor early enough in the term so as to deal with a member or members who
are not properly contributing to group-work will be viewed as a failure of all.

This form and the remedy attached to it, to be fairly applied, require a full audit of all those who
contributed to group work. Therefore, every member of the group will be held accountable, if claims are
forwarded of egregiously unequal contributions to group work. No statement will be taken as truth without
confirmation. As a result, all group members are encouraged to interact in ways that are open to audit. In
other words, e-mails and meeting attendance, for example, will be important methods for tracking
contributions. As well, make clear, from the beginning, the expectations and abilities of those involved.
Contribution will be judged according to two basic modes: participation and performance. Participation will
be measured in the following ways: regular attendance at meetings; punctuality; engagement in group
discussions; preparation for group meetings; contributions to data collection, analysis and report writing.
Performance will be gauged in the following manner: work delegated by the group that is completed in a
timely fashion, contributions of personal-best quality written work and/or ideas, completion of a
comparable amount of work in supporting the projects, and cooperation with other group members.
If problems with contribution occur and cannot be rectified, all members of a group must fill in and
separately submit the attached forms for the written group assignments. Groups that are working relatively
well will simply submit their reports without the forms. The understanding is that the grade will be shared
equally. For those groups with a fundamental and severe “free rider” problem, an audit will be triggered in
instances in which three or more group members are unwilling to share the grades equally. However, to
reiterate, no action can be fairly taken if the situation is allowed to persist without early communication
with the instructor. Oftentimes, face-to-face discussion can reverse the situation.

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Group Forms

Student Name: ________________________________

International Business (BSMM-8310)

Group Member Contributions Form (Country Profile Assignment and Presentation)

As a reminder, the total contributions by the offending member(s) must be either nothing or very small. Hand in this
log-sheet directly to the professor. As long as the required steps were taken prior to receipt of this form, a group-work
audit will be undertaken and corrective measures applied, as warranted.

Date Your Total Contributions (include comments and supporting information)

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Mental Health Resources:

“Feeling Overwhelmed? From time to time, students face obstacles that can affect academic performance.

If you experience difficulties and need help, it is important to reach out to someone. For help addressing

mental or physical health concerns on campus, contact (519) 253-3000:

• Student Health Services at ext. 7002 (http://www.uwindsor.ca/studenthealthservices/)

• Student Counselling Centre at ext. 4616 (http://www.uwindsor.ca/studentcounselling/)

• Peer Support Centre at ext. 45517

24 Hour Support is Available

My Student Support Program (MySSP) is an immediate and fully confidential 24/7 mental health support

that can be accessed for free through chat, online, and telephone. This service is available to all University

of Windsor students and offered in over 30 languages.

• Call: 1-844-451-9700, visit https://keepmesafe.myissp.com/ or download the My SSP app: Apple

App Store/Google Play.

• A full list of on- and off-campus resources is available at http://www.uwindsor.ca/wellness. Should

you need to request alternative accommodation contact your instructor, head or associate dean.

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