Teaching plan for the course unit

 

 

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General information

 

Course unit name: Management of International Companies

Course unit code: 364559

Academic year: 2025-2026

Coordinator: Elio Shijaku Dhoqina

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

 

   -

CB2 - Capacity to apply knowledge and understanding in a manner that indicates a professional approach to the work or vocation, and have competences typically demonstrated through devising and sustaining arguments and solving problems within the field of study.

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CG9 - Capacity to interpret the evolution of the business environment and adaptations to change.

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CG5 - Ability to work in a team (capacity to collaborate with others and contribute to a common project, capacity to work in cross-disciplinary and multicultural teams).

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CG8 - Capacity to communicate in English and/or other foreign languages orally and in writing, comprehension skills, and mastery of specialized language.

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CG3 - Capacity for learning and responsibility (capacity for analysis, synthesis, to adopt global perspectove and to apply knowledge in practice).

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CE11 - Understanding of the culture and business practices of different countries, as the basis for adapting to an interacting effectively with other geopolitical contexts.

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CE10 - Ability to take planning and organizational decisions in an international busniess context.

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CE6 - Ability to appraise processes and decision-making in the development of international operations.

Learning objectives

 

Referring to knowledge

Block 1

— Understand the challenges posed by globalisation to individuals and businesses.

— Frame international strategy with an overall business strategy.

Block 2

— Identify the rationale behind the adoption of an international strategy.

— Understand the key variables when selecting a country in which to set up a business in an internationalisation process.

— Understand the most widely-used entry modes employed by multinational corporations, including their advantages and disadvantages.

— Understand the raison d’ętre of multinational corporations.

Block 3

— Further understanding of how to adapt an organisation’s structure to the process of internationalisation.

— Define the environmental forces that influence the international strategy of multinational corporations.

— Study the different strategic approaches of multinational corporations.

— Become experts in the concepts of foreign subsidiaries and their strategic roles.

— Develop cross-cultural sensitivity and adaptability to other geopolitical contexts.

— Acquire a basic understanding of international human resources policies.

Block 4

— Acquire a general understanding of the latest trends and emerging phenomena in international business.

 

 

Teaching blocks

 

1. Context

1.1. Globalised international environment

1.2. Strategic management

2. Initiating internationalisation

2.1. Decision-making for entry into international markets

2.2. Selection of entry mode 

3. Multinational corporations

3.1. Strategy and organisation of multinational corporations

3.2. Strategic management of subsidiaries

3.3. Impact of culture on international business

3.4. Human resources in the multinational corporation

4. Emerging multinational companies

4.1. New multinationals: emerging multinationals, born-global and multinational family firms

 

 

Teaching methods and general organization

 

The course combines lectures with various complementary activities (case studies, problem-solving exercises, etc.), which are completed either individually or in small groups, both in and out of class. The estimated total learning hours are distributed in two 2-hour classes per week:

— During the first part of each session, core concepts are presented so that students can work through the course syllabus and meet the learning objectives.

— The second part of each session is devoted to consolidating and applying the theoretical content through tutored activities in groups. But note that this structure may be altered to adapt to specific teaching requirements.

All academic and administrative information for the subject (assessment procedures, delivery dates for exercises, etc.) is posted on the Virtual Campus, which is the main platform for communication between students and teachers.

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

 

 

Official assessment of learning outcomes

 

Continuous assessment

Continuous assessment requires students to work consistently through the course material and submit assessed work throughout the semester. Marks are awarded for specific assessed tasks and activities.

The overall mark for continuous assessment represents 50% of the final grade, while the mark for the final examination represents the remaining 50%.

The achievement of the course competences by means of the continuous mode of assessment is monitored through the following activities:

 

Individual observation: student participation and contribution to class discussions is worth 10% of the final grade. This activity allows the lecturer to assess how students interact, communicate and defend their own ideas and arguments, as well as to how they integrate new knowledge and attitudes (Competences: CB3, CG8, CB2).

Written assignments in groups: these tasks consist of two business case studies (each worth 15% of the grade) and other activities completed during the semester (10% of the final grade). These activities allow students to demonstrate their ability to work in a team, to solve problems related to the field of study and to evaluate processes and decision-making in the international context (Competences: CG3, CG9, CB2, CG5). Additionally, they provide evidence of student’s capacity to interpret the evolution of the international business environment and to understand the culture and business practices of different countries (Competences: CE11, CE6). Detailed instructions and grading criteria are posted on the Virtual Campus at the start of the course.

A final individual written examination: to complete the continuous assessment process, students sit a final exam covering the entire syllabus (50% of the final grade), the date of which is set by the Academic Board. Students must apply their knowledge and understanding acquired during the course. This broad assessment indicates their level of professional approach to the work or vocation and the degree of competences typically demonstrated through devising and sustaining arguments and solving problems within the field of study (broad assessment of all specified competencies).

Notes:
— Students must obtain a mark of at least 6 out of 10 on the continuous assessment activities to be eligible for a weighted final grade that takes into account the examination mark. Students who do not achieve this minimum mark are automatically transferred to the single mode of assessment.
— The continuous assessment mark is only taken into account if a mark of at least 4 out of 10 is obtained on the final examination.
— The final examination is divided into a theoretical section and an applied section, each worth 50% of the examination mark. Continuous assessment marks are only considered if students obtain a minimum mark of 4 out of 10 on each section.
— Failure to meet this threshold results in a final grade of 3.5 being awarded, and a student’s continuous assessment marks cannot be taken into consideration.
— Students who submit the first continuous assessment activity are automatically entered for this mode of assessment. Students who do not submit the first activity are entered for the single mode of assessment. Students wishing to opt out of the continuous mode of assessment need to inform the lecturer before 30 March.

 

Examination-based assessment

The single assessment option consists of a final examination worth 100% of the final grade. The examination is divided into a theoretical section and an applied section, each of which is worth 50% of the mark. The theoretical section consists of multiple-choice questions. A minimum grade of 4 out of 10 is required in each section; otherwise, the final grade that can be awarded for the examination is 3.5.

The final examinations for both the single and continuous modes of assessment are held on the same day at the same time.


Repeat assessment

Students who do not pass either the single or continuous modes of assessment are entitled to resit the final examination. Under no circumstances can the continuous assessment marks be considered for the repeat assessment.

The date for repeat assessment is scheduled in the Faculty’s academic calendar and coincides with the second undergraduate examination period.

The methodology and criteria for the repeat assessment examination are the same as those for the single assessment examination.

 

 

Reading and study resources

Check availability in Cercabib

Book

ARTEAGA ORTIZ, Jesús (coord). Manual de internacionalización : técnicas, herramientas y estrategias necesarias para afrontar con éxito el proceso de internacionalización. Madrid : ICEX : CECO, 2013

Catāleg UB  Enllaç

BARBA NAVARETTI, Giorgio;  VENABLES, Anthony; BARRY, Frank G., et al. Multinational firms in the world economy. Princeton (N.J.) : Princeton University, 2004

Catāleg UB  Enllaç

DANIELS, John D. , RADEBAUGH, Lee H.,  SULLIVAN, Daniel P. Negocios internacionales : ambientes y operaciones. 14a ed. México : Pearson, 2013

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

DUNNING, John H. The Selected essays of John H. Dunning. Cheltenham : Edward Elgar,  2002

Catāleg UB  Enllaç

DURAN HERRERA, Juan José. Estrategia y economía de la empresa multinacional. Madrid : Pirámide, 2001

Catāleg UB  Enllaç

PLA BARBER, José; LEÓN DARDER, Fidel. Dirección de empresas internacionales. Madrid : Prentice Hall, 2004

Catāleg UB  Enllaç

TAYEB, Monir H. (ed). International business : theories, policies, and practices. Harlow : Pearson Education, 1999

Catāleg UB  Enllaç