International Business Environment
Essex Business School
Autumn & Spring
Undergraduate: Level 5
Thursday 03 October 2019
Friday 20 March 2020
11 November 2019
Requisites for this module
BSC NN25JS Management and Marketing
This module builds upon a basic understanding of management, and in particular of environmental influences on the way in which organizations function and are managed. It provides a more advanced understanding of the international context which helps to shape the strategies and operations of organizations, and explores some of the current issues and challenges facing organizations within the international business environment. In particular, the module focuses on international political economy, covering the major economic systems in the world, and tracing the historical evolution of the global order. It also explores the implications of globalisation for the various functional dimensions of the organization.
The aims of the module are:
1. To provide an understanding of the international business environment.
2. Through discussion and debate, to develop reasoning skills applicable to the analysis of the international business environment and the current issues and challenges facing organizations operating within it.
On successful completion of the module, students will be able to:
1. Understand the historical evolution of the international business environment.
2. Understand the political, economic, socio-cultural and technological dimensions that shape the international business environment.
3. Understand a range of contemporary issues and challenges facing organizations operating within the international business environment.
Skills for Your Professional Life (Transferable Skills)
After completing this module students should have:
1. Enhanced their written communication skills through the preparation of coursework assignments.
2. Improved their oral communication skills through class discussions and presentations.
3. Improved their research skills through researching in preparation of two essays.
4. Enhanced their teamwork-collaboration skills through in-class group exercises.
5. Developed digital and technical fluency skills through the use of tablets, laptops and smartphones in preparation for lectures and classes, preparation of assignments, and participation in lectures/classes using the EVS.
6. Developed awareness of the relevance and importance of various environments of international businesses through the analysis of case studies such as McDonald, Wal-Mart, Toyota, Nike, BHP Billiton, Nestle, and Sony, among others.
10 x 1 hour lectures that focus on the concepts, issues and theories related to the international business environment. This formal lecture each week will present an overview of each topic and provide the stimulus for your further investigation of the subject area. It is important that you appreciate that the lectures are only designed to provide you with a starting point for your studies.
9 x 1 hour classes that enable you to engage actively with your reading through case study analysis, close reading of theoretical and empirical research-based texts, in-class discussion, group work and student presentations. Whilst they involve structured activities, they are intended to be student-led. It is therefore imperative that you prepare thoroughly before the class through reading assigned cases or texts prior to class sessions, taking notes and preparing responses to questions. Classes are weekly. Attendance is compulsory and will be monitored.
- Cindy Qin; Prem Ramburuth; Yue Wang. (©2013) 'John Parker’s expatriate experiences in China', in Dynamics of international business: Asia-Pacific business cases, Port Melbourne, VIC: Cambridge University Press., pp.137-144
- Morrison, Janet. (2017) The global business environment: challenges and responsibilities, London: Palgrave Macmillan.
- Morrison, Janet. (2011) The global business environment: meeting the challenges, Basingstoke: Palgrave Macmillan.
- Morrison, Janet. (2009) International business: challenges in a changing world, New York: Palgrave Macmillan.
- Doh, Jonathan P. (2005-05) 'Offshore Outsourcing: Implications for International Business and Strategic Management Theory and Practice', in Journal of Management Studies. vol. 42 (3) , pp.695-704
- (©2013) Dynamics of international business: Asia-Pacific business cases, Port Melbourne, VIC: Cambridge University Press.
- (2013) From Bangalore to Boston: The trend of bringing IT back in-house: Deloitte.
- Michael E. Porter. (1998) 'Clusters and the new economics of competition', in Harvard Business Review. vol. 76 (6) , pp.77-
- Farrell, Diana. (2005-05) 'Offshoring: Value Creation through Economic Change', in Journal of Management Studies. vol. 42 (3) , pp.675-683
- CEMEX: Globalization “The CEMEX Way”, https://mitsloan.mit.edu/LearningEdge/strategy/CEMEXGlobalization/Pages/CEMEX-Lessard.aspx
- Janet Morrison. (2017) The global business environment: challenges and responsibilities, London: Palgrave Macmillan.
- Dicken, Peter. (2015) 'Fabric-ating fashion: the clothing industries', in Global shift: mapping the changing contours of the world economy, London: Sage Publications.
- James Brian Quinn. (1992) Intelligent enterprise: a knowledge and service based paradigm for industry, New York: Free Press.
- Levy, David L. (2005-05) 'Offshoring in the New Global Political Economy', in Journal of Management Studies. vol. 42 (3) , pp.685-693
- Womack, James P.; Jones, Daniel T.; Roos, Daniel. (1991) The machine that changed the world: how Japan's secret weapon in the global auto wars will revolutionize western industry, New York: HarperPerennial.
The above list is indicative of the essential reading for the course. The library makes provision for all reading list items, with digital provision where possible, and these resources are shared between students. Further reading can be obtained from this module's reading list.
Module supervisor and teaching staff
James Fowler, Juneho Um
Dr Matthew Higgins
The University of Leicester
Associate Professor in Marketing and Consumption
Available via Moodle
No lecture recording information available for this module.
Disclaimer: The University makes every effort to ensure that this information on its Module Directory is accurate and up-to-date. Exceptionally it can
be necessary to make changes, for example to programmes, modules, facilities or fees. Examples of such reasons might include a change of law or regulatory requirements,
industrial action, lack of demand, departure of key personnel, change in government policy, or withdrawal/reduction of funding. Changes to modules may for example consist
of variations to the content and method of delivery or assessment of modules and other services, to discontinue modules and other services and to merge or combine modules.
The University will endeavour to keep such changes to a minimum, and will also keep students informed appropriately by updating our programme specifications and module directory.
The full Procedures, Rules and Regulations of the University governing how it operates are set out in the Charter, Statutes and Ordinances and in the University Regulations, Policy and Procedures.