MULTINATIONAL ENTERPRISES & GOVERNMENT POLICY
|CD42 Outline Course Structure Index|
The goal of this module is to educate students
in how multinational enterprises define international business
strategies, particularly with regard to the use of alliances and
cooperative efforts. These approaches although employed primarily in the
private sector, are also evident in a number of government sectors.
Strategies involving the extensive use of joint efforts and
organizations, is especially prevalent in the global marketplace where
foreign, domestic, and third country businesses may cooperate in
virtually every operational function.
topics covered in this module, in order of discussion, will include but
not be limited to the following:
International business strategy; firm as a value chain; core
competencies; location economies, experience curve economics; the
differences between global, international, multinational and
Export/Import strategy: identifying export opportunities; financing;
export assistance; countertrade.
Strategic Alliances I: licensing; franchising; turn key; management
contracts; advantages and disadvantages of non‑direct investment
alliances and cooperatives.
4. Strategic Alliances II: joint ventures,
consortia, other types; shared risk, knowledge, expertise; comprehensive
alliances; selection of partners; form of ownership; pitfalls of
Government business alliances and cooperative efforts; research and
development alliances; public/private commercial alliances;
administrative guidance and associations.
The transnational corporation; strategic concepts; key success factors;
cost pressures; local responsiveness.
Competitive activity of nations and MNEs; Porter's Diamond; Modified
Diamond; Cluster Theory; national cluster cases.
International Global Strategy: relationship of the firm, industry, home
country, host country; integration of business strategy at the corporate
Books/Articles: One or more, in part or in total of the following texts will be used:
Czinkota, M.R. and I.K. Ronkainen, Global Business (Fort Worth, TX: Harcourt Brace, 1995).
Daniels, J.D. and L.H. Rachbaugh, International Business (Reading, MA: Addison-Wesley,
Grant, R.M., Contemporary
Strategic Analysis: Concepts, Techniques, Applications (Cambridge,
Griffin, R. and M.W. Pustay, International Business: A Managerial Perspective (Reading,
Hill, C.W.L., International
Business: Competing in the Global Marketplace (Chicago:
Rugman, A. and R. Hodgetts, International Business: A Strategic Management Approach (New
Cases will be drawn from the texts listed. In
addition, cases may be drawn from several sources including the Harvard
Case Studies or the Darden School Case Studies (University of Virginia).
evaluating teaching and student performance:
Students must be able to analyze the
strategies and alliances of multinational enterprises by utilizing
public and corporate information. An analysis of the strategic alliances
employed by major MNEs must be within the capability of a successful
|Course Structure Index|