International Business Management
Universidad Carlos III de Madrid
Area of Study
Business, Business Administration, Business Management, Economics, Finance, Financial Management, International Business, International Management, Management Science
Taught In English
Course Level Recommendations
ISA offers course level recommendations in an effort to facilitate the determination of course levels by credential evaluators.We advice each institution to have their own credentials evaluator make the final decision regrading course levels.
Recommended U.S. Semester Credits3
Recommended U.S. Quarter Units4
Hours & Credits
COMPETENCES AND SKILLS THAT WILL BE ACQUIRED AND LEARNING RESULTS.
Students will acquire competences and skills that are key to make strategic decisions in a company that competes in an international context.
Understand the importance of economic forces that shape the international arena, the strategies of
multinational firms and the management of an international company.
- At the level of international economy.
o Learn the key variables of an open economy and a globalized market (globalization of markets,
exchange rate, imports, exports, foreign direct investment flows, etc.)
o Understand international equilibria and global economic trends, specially the changes and
opportunities in the new emerging markets.
- At the level of the company:
o Identify opportunities for international investment and trade in global markets.
* Analyze the enviornmental differences among countries, specially the socio-cultural, legal and
o Evaluate the selection process for international markets
o Analyze different entry modes choices in international markets.
- At the level of management:
o Understand the production, marketing, human resources and finance in an international context
withing an international business plan
o Study the role of corporate culture and ethics
* Develop and structure a international business plan.
DESCRIPTION OF CONTENTS: PROGRAMME
Part I: Globalization of Markets and the internationalization process
1. The globalization of market: Determinants
2. Analysis of import-export flows and Foreign Direct Investment flows.
3. The emerging economies in the XXI: Opportunities and Threats
4. Other international trends: Electronic commerce, new technlogies...
5. Advatages and motivations for the internationalization of the firm
The International Business Environment
2.1 Analysis of the macroeconomic environment
2.2 Analysis of the Socio-cultural envirnoment
2.3 Analysis of the Legal envirornment: contracts and documents for the import-export process.
2.4 Analyasis of the Political environment: Political and Country Risk analysis.
2.5 International competitive analysis
2.6 International Market Research: Sources of información and the structure of a Market Research Report.
International Business Strategies
3.1 The decision to internationalize, phases for business expansion and the International Business Plan
3.2 International market selection
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3.3 Entry mode choices in foreign markets: types of entry modes and selection methodology
3.4 The international marketing plan
3.4.1 Product and branding policies/decisions
3.4.2 Distribution and price decisions
3.4.3 Communication and promotion policies
Organizational Structure for the Internationalization of the Firm
4.1 Organizational structures: From the export department to the international Division
4.2 Human Resources: The multicultural management of the work force and the management of expatriates.
LEARNING ACTIVITIES AND METHODOLOGY
Textbooks and article readings, case studies, and news articles, will be used throughout the course to present, develop, and apply the key concepts of the internationalization process of organizations. The professor will announce in advance the materials that will be used in each session and students will work on those materials prior to the lecture. Students will also be expected to participate actively in the class discussion of case studies and the solution of exercises/projects and cases. Students will (1) turn in written exercises/cases solved individually, (2) participate in class discussions of case studies and selected readings, participation that will require preparation previous to the session, and (3) form groups to analyze in depth a case study and/or Project on a topic approved by the professor and to present the analysis in front of the class.
1. Final exam, 40% (minimum 3,5 out of 10).
2. Class participation and in-class evaluations, 30%.
3. Presentation and team project, 30%.
% end-of-term-examination: 40
% of continuous assessment (assigments, laboratory, practicals?): 60
- DANIELS-RADEBAUGH-SULLIVAN Negocios Internacionales, Pearson, 2004
- GHEMAWAT Redefiniendo la globalización, Deusto, 2008
- Cerviño, Julio Marketing Internacional: Nuevas perspectivas para un mercado globalizado, Pirámide, 2010
- Pla Barber, José y León Darder, Fidel Dirección de Empresas Internacionales, Pearson Prentice Hall, 2004
- Bonache, Jaime; Behan, Barbara y Cabrera, Angel Dirección de personas: Evidencias y perspectivas para el siglo XXI, Pearson Educación, Madrid, 2005
- Cerviño, Julio y Baena, Verónica La Globalización de las Marcas y la Competitividad: Tendencias y retos para las marcas españolas, Economía Industrial, número 279, pp. 93-106., 2011
- Cerviño, Julio y Baena, Verónica El desplazamiento del Centro y la Globalización de las Marcas: Retos para los gestores de marcas, Harvard Deusto Marketing & Ventas, páginas 6-13, 2012
- Cerviño, Julio y Baena, Verónica Gestión Estratégica de la Marca en el mundo del vino, Spanish Journal of Rural Development, Vol. II, nº 4, pp. 1- 17., 2011
Please note that there are no beginning level Spanish courses offered in this program.
Courses and course hours of instruction are subject to change.
Eligibility for courses may be subject to a placement exam and/or pre-requisites.
Credits earned vary according to the policies of the students' home institutions. According to ISA policy and possible visa requirements, students must maintain full-time enrollment status, as determined by their home institutions, for the duration of the program.
ECTS (European Credit Transfer and Accumulation System) credits are converted to semester credits/quarter units differently among U.S. universities. Students should confirm the conversion scale used at their home university when determining credit transfer.
Please reference fall and spring course lists as not all courses are taught during both semesters.
Availability of courses is based on enrollment numbers. All students should seek pre-approval for alternate courses in the event of last minute class cancellations
Please note that some courses with locals have recommended prerequisite courses. It is the student's responsibility to consult any recommended prerequisites prior to enrolling in their course.