Module Code: |
H9INTBS |
Long Title
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International Business
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Title
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International Business
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Module Level: |
LEVEL 9 |
EQF Level: |
7 |
EHEA Level: |
Second Cycle |
Module Coordinator: |
FABIAN ARMENDARIZ- CORDOVA |
Module Author: |
FABIAN ARMENDARIZ- CORDOVA |
Departments: |
School of Business
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Specifications of the qualifications and experience required of staff |
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Learning Outcomes |
On successful completion of this module the learner will be able to: |
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Learning Outcome Description |
LO1 |
Synthesise classic international trade theories and contemporary International Business theories to appreciate the application of these to current globalised context. |
LO2 |
Assess the main implications of globalisation on countries, companies and consumers and its influence on macroenvironmental factors. Especially with a focus on technological developments and global economic integration. |
LO3 |
Appraise the value of analytical tools derived from the theoretical frameworks to support data sense-making and decision making on issues such as: international market screening, international expansion strategies and international markets entry modes, etc. |
LO4 |
Appreciate the complexity of international business operations and the importance of the level of coordination required to produce value to the company and the customer. |
Dependencies |
Module Recommendations
This is prior learning (or a practical skill) that is required before enrolment on this module. While the prior learning is expressed as named NCI module(s) it also allows for learning (in another module or modules) which is equivalent to the learning specified in the named module(s).
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No recommendations listed |
Co-requisite Modules
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No Co-requisite modules listed |
Entry requirements |
There are no additional entry requirements for this module. The programme entry requirements apply. No pre-requisites or co-requisites apply.
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Module Content & Assessment
Indicative Content |
Globalisation and the international business environment.
Globalisation as the context of International Business.
Patterns and trends in international business.
Globalisation and the Multinational Enterprise (MNE).
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International Trade Theory.
Adam Smith’s absolute advantage. David Ricardo's comparative advantage.
Theory of factor proportions.
Leontief Paradox.
Overlapping Product Ranges Theory.
The competitive advantage of nations.
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The Internationalisation Process.
Internationalisation methods (entry modes).
Eclectic Theory.
Internalisation. Sequential Theory (Uppsala Model).
International Product Life Cycle.
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International Corporate level Strategy
Corporate level vs. business level strategy.
Generic corporate level international strategies.
Regional corporate level strategies
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Assessment Breakdown | % |
Coursework | 50.00% |
End of Module Assessment | 50.00% |
AssessmentsFull Time
Coursework |
Assessment Type: |
Continuous Assessment |
% of total: |
50 |
Assessment Date: |
n/a |
Outcome addressed: |
2,3 |
Non-Marked: |
No |
Assessment Description: Learners will be given an essay-based project that requires them to analyse a particular international business issue within a case study. The learner must display an ability to assimilate and present information. The project will be graded according to clarity, structure, contemporary examples (that illustrate points made), reference to materials covered, theories and research in the field. |
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End of Module Assessment |
Assessment Type: |
Terminal Exam |
% of total: |
50 |
Assessment Date: |
End-of-Semester |
Outcome addressed: |
1,2,3,4 |
Non-Marked: |
No |
Assessment Description: The end of semester examination paper will be three hours in duration and containing six questions, with learners require to conduct a similar analysis as in CA (see above), but in a fresh case study. Answer to the exam questions will necessitate essay-style responses and marks will be awarded based on clarity, structure, depth of topic knowledge and evidence of outside core text reading. |
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Reassessment Requirement |
Repeat examination
Reassessment of this module will consist of a repeat examination. It is possible that there will also be a requirement to be reassessed in a coursework element.
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Reassessment Description Where a learner fails to achieve an average of 40% across all continuous assessment elements, they will be offered the opportunity to sit an examination testing all the learning outcomes attaching to this module. This repeat examination will be treated as a second sitting for the purposes of calculating the overall award classification of the learner.
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NCIRL reserves the right to alter the nature and timings of assessment
Module Workload
Module Target Workload Hours 0 Hours |
Workload: Full Time |
Workload Type |
Workload Description |
Hours |
Frequency |
Average Weekly Learner Workload |
Lecture |
Classroom and demonstrations |
30 |
Per Semester |
2.50 |
Directed Learning |
Directed e-learning |
30 |
Per Semester |
2.50 |
Independent Learning |
Independent learning |
65 |
Per Semester |
5.42 |
Total Weekly Contact Hours |
5.00 |
Module Resources
Recommended Book Resources |
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Wall, S. & Minocha, S. (2015), International Business, 4th. FT Press London, UK.
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Peng, M.& Meyer, K. (2019), International Business, Cengage Learning.
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Ghemawat, P. (2005), 'Regional Strategies for Global Leadership', Harvard Business Review, 83, 12, pp. 98-108. (Available from the library).
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Greenberg, E., Hirt, M. & Smit, S. (2017), The global forces inspiring a new narrative of progress., McKinsey Quarterly.
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Nambisan S., Zahra, S. & Luo, Y. (2019), 'Global platforms and ecosystems: Implications for international business theories', Journal of International Business Studies, 50, 3, pp. 92-102.
| Supplementary Book Resources |
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Peng, M.. (2014), Global Strategic Management, 3rd International Edition. Cengage Learning.
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Case Study (exemplar): Marozau, R. & Ivy, J., 2020, ‘FireDoors: A Belarusian Company is Going Global’, SAGE Business Cases Originals.
| This module does not have any article/paper resources |
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Other Resources |
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[Website], EBSCO Host.
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[Website], Proquest.
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[Website], Springer.
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[Website], Emerald insight.
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[Website], SAGE Business Cases.
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