Teaching plan for the course unit

 

 

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General information

 

Course unit name: Internationalization of Businesses: Management and Strategies

Course unit code: 363679

Academic year: 2025-2026

Coordinator: Fariza Achcaoucaou Iallouchen

Department: Department of Business

Credits: 6

Single program: S

 

 

Estimated learning time

Total number of hours 150

 

Face-to-face and/or online activities

60

 

-  Lecture with practical component

Face-to-face

 

30

 

-  Problem-solving class

Face-to-face

 

30

Supervised project

40

Independent learning

50

 

 

Competences / Learning outcomes to be gained during study

 

   -

Creative and entrepreneurial skills (capacity to conceive, design and manage projects/capacity to research and integrate new knowledge and approaches).

   -

Concern for sustainability (capacity to assess the social and environmental impact of actions taken in a particular setting/capacity to adopt integrated and systemic approaches).

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To be able to interpret the development and changes in an environment.

   -

To know how to manage timing in circumstances of change and uncertainty.

   -

To be able to make financial and business decisions, taking into account the current economic situation.

   -

To design, manage and create viable and feasible business projects, according to the type of organization.

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To understand the behaviour of people in organizations, in order to manage individuals and working groups from the perspective of human resources.

Learning objectives

 

Referring to knowledge

  • Understand the implications and challenges that globalization poses on people and companies.
  • Identify the reasons for an international strategy.
  • Understand and know how to analyse the fundamental variables that must be considered when choosing countries to internationalize the company and the most commonly used entry modes for companies.
  • Understand the reasons behind the emergence of multinational companies.
  • Establish which are the contextual forces that put conditions to the strategy of international companies and know how to apply management tools and models related to different strategic approaches, organizational structures and the typology of subsidiary companies.
  • Develop cross-cultural awareness and a capacity to manage teams in different geopolitical environments.
  • Recognize the strategic role of corporate social responsibility (CSR) in global management and display ethical behaviour towards the regulations and practices of different countries.

 

Referring to abilities, skills

  • Acquire the capacity to search for, select and analyse business information from different sources (Internet, written press, databases, etc.) to resolve specific internationalization cases and problems.
  • Develop the capacity to create and defend reports that contribute to public and private decision-making.
  • Learn to work as part of a team, and communicate, debate, negotiate and interact with other people to make decisions in situations with varying degrees of information.

 

Referring to attitudes, values and norms

  • Acquire the critical spirit, creative capacities and proactive approach required for future professional activity.
  • Promote attitudes and values that incorporate sensitivity, inclusiveness and the gender perspective.
  • Develop attitudes and values to promote and apply inclusion and sustainability.

 

 

Teaching blocks

 

1. The context

1.1. General business environment

2. Starting the internationalization

2.1. Deciding on foreign market entry

2.2. The impact of culture at the start of internationalization

2.3. Choosing entry modes

3. Multinational companies

3.1. Strategy and organization of multinational companies

3.2. The foreign subsidiary company strategy

3.4. Human resources in multinational companies

4. Specific realities of international businesses

4.1. Multinationals in emerging countries

4.2. Born-global firms

4.3. Internationalization of family firms

 

 

Teaching methods and general organization

 

The course combines face-to-face lectures and various complementary activities (case studies, problem-solving exercises, readings, tests, etc.), which are completed either individually or in small groups, both in and out of class.

Two two-hour classes per week, during which the essential information is provided so that students can work through the course syllabus and accomplish the learning objectives. In addition, part of this time is dedicated to working on articles, cases, exercises, tests, presentations, group work, etc. to deepen knowledge of the application and interpretation of theoretical concepts.

All information related to the course (assessment information, tasks, assignment due dates, announcements and news, etc.) is published on the Virtual Campus, the platform for communication between students and the teaching staff. The slides in the Virtual Campus do not constitute the whole course contents, but a guideline to follow classes.

Class attendance is important to the learning process, which is based equally on individual and group work and class participation. Students are expected to prepare for classes by completing the relevant case studies and the recommended reading, as outlined in the course plan.

This subject incorporates the gender perspective and sustainability principles in all potential aspects, from approaches and theoretical contents, to the methodologies and inclusive learning environments.

 

 

Official assessment of learning outcomes

 

Continuous assessment is an option that involves regular attendance to class and consists of submission of different activities throughout the semester, which form the basis of students’ assessment.

The overall mark for continuous assessment is worth 50% of the final grade, and the mark for the final examination is worth the remaining 50%. The assessed coursework activities include the following:

— Student’s contributions to debate and discussion in class (10% of the final grade): assessed through short exercises and discussions. This is used to assess the student’s capacity to interact, communicate and defend their arguments while searching and learning new concepts and attitudes.

— Group papers (40% of the final grade): these consist of several submissions where students apply knowledge, methods and visions already discussed in class. Some may require an oral presentation of the conclusions and the results obtained, once completed. The resolution of problems or real-life cases gives students the opportunity to demonstrate their capacity to interpret the variety of international environments, to start business projects with a high degree of creativity, to make business decision and manage people in a culturally diverse environment. This is used to assess the student’s capacity to manage time and propose sustainable solutions.

— Individual written final examination (50% of the final grade): to complete the continuous assessment process, students must sit a final examination on the entire course content on the date set by the Academic Council. This global examination includes a case study or problems related to internationalization, to assess the acquisition of competences. Students must obtain a mark of at least 4 out of 10 in the final examination to be eligible to receive a weighted final grade for the subject. Otherwise, the final grade is the mark for the final examination.

More detail on the continuous assessment activities is available on the Virtual Campus, as well as specific information on the groups involved in teaching innovation projects.

Students who submit the first continuous assessment activity are entered for this assessment procedure. Students who do not submit the first activity are entered for the single assessment procedure.

 

Examination-based assessment

Single assessment consists of a final examination worth 100% of the final grade. The examination for students who have chosen the continuous assessment and single assessment options is held on the same day, but the content is different.

Students who do not achieve a pass grade through single or continuous assessment are entitled to repeat assessment. Under no circumstances are the continuous assessment marks considered for the repeat assessment.

The dates for repeat assessment are set out in the Faculty’s academic calendar. The procedure and criteria for repeat assessment are the same as those for the standard single assessment option.

 

 

Reading and study resources

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Book

PLA BARBER, José;  LEÓN, Fidel. Dirección Internacional de la empresa. Madrid: Mc Graw Hill Education, 2016

Catāleg UB  Enllaç

ARTEAGA ORTIZ, Jesús. (coord.). Manual de internacionalización. ICEX, 2013

Catāleg UB  Enllaç

BARBA NAVARETTI, Giorgio and VENABLES, Anthony. Multinational firms in the world economy. Princenton University Press. 2006

Catāleg UB  Enllaç

DANIELS, John D.; RADEBAUGH, Lee H.; SULLIVAN, Daniel P. Negocios internacionales. Ambientes y operaciones. Pearson Educación: México, 2013

Versiķ en línia (15a ed., 2018)  Enllaç

DUNNING, John. Theories and paradigms of international business activity. Selected essays. Vol I. Edward Elgar Publ., 2002

Catāleg UB  Enllaç

DURAN HERRERA, Juan José. Estrategia y Economía de la Empresa Multinacional. Madrid: Editorial Pirámide, 2001

Catāleg UB  Enllaç

MORSCHETT, Dirk; SCHRAMM-KLEIN, Hanna; ZENTES, Joachim. Strategic International management. Wiesbaden: Springer Gabler, 2015

Versiķ en línia  Enllaç

TAYEB, Monir H. International business. Theories, policies and practices. Pearson Education, 2000

Catāleg UB  Enllaç

ASMUSSEN, C. G., HASHAI, Niron, & MINBAEVA, Dana (Eds.). (2024). Encyclopedia of International Strategic Management. Edward Elgar Publishing.

Catāleg UB  Enllaç