Engineering Tripos Part IIB, 4E5: International Business, 2025-26
Lecturer
Timing and Structure
Lent term. 8 x 2 hour sessions. Assessment: 100% coursework
Aims
The aims of the course are to:
- Deepen understanding of the international business environment through class lectures and discussion on :
- (i) globalization;
- (ii) megatrends such as technology, climate change, macroeconomics;
- (iii) socio-cultural and political variation in business environments;
- (iii) international business strategy
Objectives
As specific objectives, by the end of the course students should be able to:
- appreciate the complexities of the international organizational environment when making strategic decisions;
- understand and apply the concepts and theories of international business strategy.
- understand and apply key concepts related to the institution-based view in strategic management;
- conduct a comparative analysis of institutional environments in different countries;
- develop strategies to reduce political risks and manage cultural differences;
Content
In an era of rapid technological change, geopolitical uncertainty, climate change, and global interdependence, this course explores what it really takes to succeed in international business. International expansion offers companies immense potential—new markets, talent pools, supply chains, and innovation ecosystems—but also exposes them to complex challenges: trade wars, political & regulatory complexity, climate pressures, and institutional voids.
This course equips students with a strategic and systems-level perspective on how businesses navigate these cross-border dynamics. While we explore foundational themes like market entry strategies and global industry analysis, and we go further—unpacking the social, political, and cultural dimensions that shape business decisions in different parts of the world. From managing institutional differences to understanding stakeholder legitimacy in diverse contexts, students will develop the ability to think holistically and act strategically in an international setting.
During eight interactive lectures we will address the advantages and disadvantages of different foreign entry modes, critically discuss highly-influential ideas on understanding cross-border differences, examine exemplary internationalisation cases and enter into short class debates. This course will give you a powerful strategic lens for operating in an interconnected and disrupted global economy. Whether you're aiming for a career in multinational corporations, international startups, consulting, or policy, this module will help you make sense of the world—and how businesses navigate it.
The course is structured around eight two-hour sessions comprising highly interactive lectures and class discussions around case studies, examples and contemporary news events.
- Introduction to international business;
- Globalization: historic and current trends;
- The institution-based view in international business;
- Bridging institutional distances: "Glocalization" Strategies
- Formal institutions: differences in economic, legal and political systems;
- Informal institutions: cross-cultural differences;
- Institutional voids: differences in institutional development;
- International Business and the Anthropocene
A selection of guest speakers including entrepreneurs, business leaders and subject matter experts will bring in additional perspectives
Course Outline
ENGINEERING TRIPOS PART IIB – 2025-26 Module 4E5: International Business
Course Outline
Please see Boolist on the Moodle Page for all required and supplementary reading, including case preparation materialsfor each session.
|
Session |
Learning Points |
Preparation for the Final Assignment |
|---|---|---|
|
1. Defining International Business
|
- Defining what international business is about - Understanding the aims and structure of the course CASE: Why did Grab build Maps? |
Start developing ideas for your assignment scenario |
|
2. Globalization: Historic and Current Trends
|
- Defining what globalization is and how it may affect business - Understanding the different sides of debates around globalization - What are critical resources for the new economy? Is Tiktok / social media a matter of national security? |
Decide on your assignment scenario |
|
3. The Institution-Based View in International Business
|
- Understanding what are institutions - Being able to apply the institution-based view as a lens to international business issues through the use of the notion of “institutional distance” - Guest Lecture |
Acquaint yourself with the resources available to study institutional distance and explore how your selected home and host country may differ. |
|
4. Formal Institutions: Differences in Economic, Legal and Political Systems
|
- Being able to classify different economic, legal and political systems - Understanding the different dimensions across which economic systems may differ and the impact on business CASE: Walmart in Europe - Guest Lecture |
Assess the differences across your selected home and host country |
|
5. Bridging Institutional Distances: Glocalization
|
- Understanding the impact of institutional distances on local market entry - Understanding the need for balancing global and localization strategies CASE: IKEA in India |
Assess the differences across your selected home and host country and consider potential localization needs |
|
6. Informal Institutions: Cross-Cultural Difference
|
- Being able to classify different cultures according to Hofstede’s dimensions - Understanding the impact of cultural differences on international business - Guest Lecture |
Assess the differences across your selected home and host country |
|
7. Institutional Voids: Emerging Economies
|
- Being able to classify differences in institutional development - Understanding the impact of institutional development on international business CASE: For Some Platforms, Network Effects Are No Match for Local Know-How - Uber vs Grab |
Assess the differences in economic development across your selected home and host country.
Select two dimensions of institutional distance that you will focus on in your paper. |
|
8 International Business and the Anthropocene
|
- Develop an informed opinion on how the international business environment is going to evolve - Reflect on the role of international businesses in the unfolding global stage CASE: Transparency, Traceability, and Compliance in Uniqlo's Global Value Chain |
Write your paper. |
Coursework
ENGINEERING TRIPOS PART IIB
Module 4E5: International Business
| Coursework | Format |
Due date & marks |
|---|---|---|
|
Analysis of Institutional Distance and Recommendation on Internationalization Strategy You will investigate the “institutional distance” between two different countries of your choosing and make an informed recommendation for the internationalization strategy of a fictitious firm. The aim of the assignment is to provide you with the opportunity to directly apply the concepts learned during the course to an empirical setting and encourage you to critically reflect on the different manners in which firms can cross borders. Detailed guidelines are provided below. Learning objective:
|
Individual Report Anonymously marked |
DEADLINE: Refer to Moodle HAND-IN LOCATION: Moodle MARKS: [60/60] |
|
|
INDIVIDUAL ASSIGNMENT GUIDELINES
Assignment Description
You will investigate the “institutional distance” between two different countries of your choosing and make an informed recommendation for the internationalisation strategy of a (fictitious) firm of your choosing. The aim of the assignment is to provide you with the opportunity to directly apply the concepts learned during the course to an empirical setting and encourage you to critically reflect on the different manners in which firms can cross borders.
You need to imagine the following situation:
You are responsible for the internationalisation strategy of a firm that operates in {insert sector}. The firm’s headquarters are based in {insert home country} and top management has asked you to assess the possibility of expansion toward {insert host country}. Top management has determined that there are considerable business opportunities in {insert host country}, but has limited local knowledge of this country nor does it have any prior experience with doing business in countries that are similar to this country. As such, top management is uncertain if and how the identified opportunities can be captured. Assess the institutional distance between your home country and the proposed host country and make an informed recommendation regarding the entry strategy your firm should follow. In your assessment, you can assume that there are no resource constraints as top-management has assured you that it has all the resources available to execute any recommendation you make.
Assignment Steps
- Select a sector of interest in which your firm is active;
Think of a sector that you are personally interested in or imagine a firm that you are interested in and use this as inspiration for your scenario. For the purpose of the assignment, it is helpful to work with a stylized or fictional scenario to allow you to focus on the most crucial part of the assignment (the comparative institutional analysis of a chosen home and host country). However, do make sure to develop an idea of what unique capabilities define the firm that would need to be somehow replicated or transferred across borders.
- Select a home country and a host country;
Base the headquarters of your firm in a country of your choosing and select a host country in which it may be interested in operating. Ideally, you should pick at least one country that you are relatively unfamiliar with in order to enhance your learning experience. Setting up a realistic scenario may be helpful, but is not required! As stressed in the scenario above, you can assume that there are considerable business opportunities in the host country you decide to choose. In other words, if you are working with a scenario where the firm is seeking a new market, you do not have to do any market research to justify why you have selected a particular host country.
- Observe institutional distance between home and host country with help of concepts discussed during sessions 3-7;
Before each session from week 3 until week 7 of the course, take some time to explore the institutional differences across the two countries that you have selected based on the concepts discussed in class. At this stage, you do not have to write a report but be prepared to be able to discuss your initial findings in class.
- Select two dimensions of institutional distance that you will focus on in your paper;
After the final session, you should have acquired a good understanding of the institutional differences between your home and host country. At this stage, you should select two dimensions of institutional distance that you deem to be most relevant for your scenario. Ideally, you would want to focus on dimensions for which (a) distance appears to be the greatest and that are (b) most relevant to the unique capabilities of your firm.
- Write an investigative paper in which you analyse the relevant institutional distance between your selected home and host country across the two selected dimensions and make an informed, detailed and realistic recommendation for an entry strategy.
Your paper should make use of course concepts and provide definitions in own words (not quotes) where necessary. Make sure your paper follows the structure outlined below.
Structure of the Paper
The paper should be no more than 3,000 words (excluding references) and has to contain the following parts:
- Title page: Title and Student Number
- Introduction: Very briefly introduce the firm, including the sector in which it is active, its unique capabilities and in which country headquarters are located. Succinctly introduce the internationalisation problem following the scenario you have crafted.
- Theory: Very briefly introduce and define key perspectives (e.g. the institution-based view) or concepts (e.g. various entry strategies) used in the assignment. There is no need to directly reproduce course content and/or tables.
- Method: Briefly describe which dimensions of institutional distance you will focus on and justify your choice. Discuss which sources you will rely on for your assessment.
- Analysis: Report in detail on your analysis of the two dimensions of institutional distance between the home and host country. Make sure to refer to any sources you have used. Where possible, make your analysis specifically relevant to your firm by considering how institutional differences may pose challenges for your firm’s usual mode of operating / its unique capabilities.
- Conclusion and Discussion: Conclude with a detailed recommendation for an entry strategy that your firm should follow when entering the host country in which you make use of the relevant course frameworks on internationalisation strategy. Refer back to your analysis and consider how the firm can practically navigate any challenges in transferring or recreating the necessary capabilities for success in the host country. Discuss any other issues that the firm may need to consider in relation to your recommendation. Discuss any limitations of your analysis and/or make suggestions for further research.
- References: Follow the Harvard system to carefully reference relevant literature and avoid plagiarism. See: https://infolib.blog.jbs.cam.ac.uk/2017/09/28/referencing-advice-all-you....
Assessment Criteria
- Clarity of constructed scenario (5%): Is the firm properly and succinctly introduced? Is the internationalisation problem clearly but succinctly described?
- Coverage of relevant literature (25%): Does the student engage with the literature in a constructive and concise manner? Has the student used additional (academic) sources, other than the ones covered in lectures?
- Critical analysis (25%): Has the student put effort in conducting a comparative institutional analysis? Are the reported observations and implications clear, relevant, and based on coherent argumentation? Is sufficient evidence provided?
- Practical recommendations (25%): Does the report provide a clear and coherent recommendation? Does the report provide detailed considerations for how the recommendation should be implemented in practice? Does the recommendation adequately connect back to the scenario and analysis? Are potential limitations considered?
- Originality (10%): Is the report creative and original? Does the report provide some new angle on the topic?
- Style and structure (10%): Is the paper clearly structured, well written and formatted with care?
Booklists
Please refer to the Booklist for Part IIB Courses for references to this module, this can be found on the associated Moodle course.
Examination Guidelines
Please refer to Form & conduct of the examinations.
UK-SPEC
This syllabus contributes to the following areas of the UK-SPEC standard:
Toggle display of UK-SPEC areas.
GT1
Develop transferable skills that will be of value in a wide range of situations. These are exemplified by the Qualifications and Curriculum Authority Higher Level Key Skills and include problem solving, communication, and working with others, as well as the effective use of general IT facilities and information retrieval skills. They also include planning self-learning and improving performance, as the foundation for lifelong learning/CPD.
IA1
Apply appropriate quantitative science and engineering tools to the analysis of problems.
IA2
Demonstrate creative and innovative ability in the synthesis of solutions and in formulating designs.
KU1
Demonstrate knowledge and understanding of essential facts, concepts, theories and principles of their engineering discipline, and its underpinning science and mathematics.
KU2
Have an appreciation of the wider multidisciplinary engineering context and its underlying principles.
S1
The ability to make general evaluations of commercial risks through some understanding of the basis of such risks.
S3
Understanding of the requirement for engineering activities to promote sustainable development.
P3
Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).
Last modified: 07/12/2025 19:00
Engineering Tripos Part IIB, 4E5: International Business, 2022-23
Module Leader
Timing and Structure
Lent term. 8 x 2 hour sessions. Assessment: 100% coursework
Aims
The aims of the course are to:
- Improve understanding of the international business environment through class lectures and discussion on (i) globalization; (ii) socio-cultural and political variation in business environments; and (iii) international business strategy.
Objectives
As specific objectives, by the end of the course students should be able to:
- appreciate the complexities of the international organizational environment when making strategic decisions;
- understand and apply the concepts and theories of international business strategy.
- understand and apply key concepts related to the institution-based view in strategic management;
- conduct a comparative analysis of institutional environments in different countries;
- develop strategies to reduce political risks and manage cultural differences;
Content
This module aims to provide managers with a deep and holistic understanding of international business. It moves beyond the analysis of macro-economic trends, market opportunities and industry competitiveness by paying extensive attention to the social, political and cultural differences that businesses need to consider when their activities cross borders. An appreciation of this broader “institutional” environment is essential for managers in order to craft successful internationalisation strategies.
During eight interactive lectures we will address the advantages and disadvantages of different foreign entry modes, critically discuss highly-influential ideas on understanding cross-border differences, examine exemplary internationalisation cases and enter into short class debates. As such, the module covers issues that are particularly relevant to those who are considering careers in multinational enterprises or in other organizations that deal with cross-border issues.
The course is structured around eight two-hour sessions comprising highly interactive lectures and firm-level case discussions.
- Introduction to international business;
- Globalization: historic and current trends;
- The institution-based view in international business;
- Formal institutions I: differences in legal and political systems;
- Formal institutions II: differences in economic systems;
- Informal institutions: cross-cultural differences;
- Institutional voids: differences in institutional development;
- Recap and/or in-class case study.
Course Outline (Subject to Change)
ENGINEERING TRIPOS PART IIB – 2022-23 Module 4E5: International Business
TABLE 1: Preliminary Course Outline (Subject to Minor Change)
More detailed reading list, including suggested further reading per session available elsewhere through Booklist
|
Session |
Time and Location |
Learning Points |
Required Reading Materials to be Prepared Before the Session |
Preparation for the Final Assignment |
|---|---|---|---|---|
|
1. Defining International Business |
21 Feb 2023 16:00-18:00 Engineering RM 4 |
- Defining what international business is about - Understanding the aims and structure of the course |
Course Syllabus Peng & Meyer. (2010) "Chaper 12 - Foreign Entry Strategies". In: International business |
Start developing ideas for your assignment scenario |
|
2. Globalization: Historic and Current Trends |
22 Feb 2023 15:00-17:00 Engineering RM 4 |
- Defining what globalization is and how it may affect business - Understanding the different sides of debates around globalization - Guest Lecture |
Friedman, Thomas. 2005. “It’s a Flat World, After All.” The New York Times, April 3rd 2005. (10 pages) Ghemawat, Pankaj. 2007. “Why the World Isn’t Flat” Foreign Policy. (7 pages) |
Decide on your assignment scenario |
|
3. The Institution-Based View in International Business |
28 Feb 2023 16:00-18:00 Engineering RM 4 |
- Understanding what an institution is - Being able to apply the institution-based view as a lens to international business issues through the use of the notion of “institutional distance” - Guest Lecture |
Peng, M.W., Sun, L.S., Pinkham, B., & Chen, H. 2009. “The Institution-Based View as a Third Leg for a Strategy Tripod” Academy of Management Perspectives. (15 pages) |
Acquaint yourself with the resources available to study institutional distance and explore how your selected home and host country may differ. |
|
4. Formal Institutions Part I: Differences in Economic Systems |
1 Mar 2023 15:00-17:00 Engineering RM 4 |
- Being able to classify different economic system in accordance with the varieties of capitalism vocabulary - Understanding the different dimensions across which economic systems may differ and the impact on business |
Friel, Daniel. 2005. “Transferring a Lean Production Concept from Germany to the United States: The Impact of Labor Laws and Training Systems” Academy of Management Executive. (8 pages) Hall, Peter A. & David Soskice. 2001. “Chapter 1. An Introduction to Varieties of Capitalism” In: Varieties of Capitalism: The Institutional Foundations of Comparative Advantage. (68 pages) |
Assess the differences in economic systems across your selected home and host country |
|
5. Informal Institutions: Cross-Cultural Difference NOTE: Topics for Session 5 & 6 have been swapped due to scheduling conflict |
7 Mar 2023 16:00-18:00 Engineering RM 4 |
- Being able to classify different cultures according to Hofstede’s dimensions
- Understanding the impact of cultural differences on international business - Guest Lecture |
Hofstede, Geert .2011. "Dimensionalizing Cultures: The Hofstede Model in Context". Online Readings in Psychology and Culture, 2(1). https://doi.org/10.9707/2307-0919.1014 Hofstede, Geert. 1993. “Cultural Constraints in Management Theories.” Academy of Management Executive. (13 pages) READ: Pre-Lecture Case Task |
Assess the differences in culture across your selected home and host country |
|
Formal Institutions Part II: Differences in Political and Legal Systems NOTE: Topics for Session 5 & 6 have been swapped due to scheduling conflict |
8 Mar 2023 15:00-17:00 Engineering RM 4 |
-- Being able to classify different legal and political systems.
- Understanding the impact of legal and political systems on business
|
Siems, Mathias M. 2016. "Varieties of legal systems: towards a new global taxonomy." Journal of Institutional Economics (23 pages) Case Study: Shopee: Hitting the Pause Button on International Expansion? |
Assess the differences in legal and political systems across your selected home and host country |
|
7. Institutional Voids: Differences in Institutional Development |
14 Mar 2023 16:00-18:00 Engineering RM 4 |
- Being able to classify differences in institutional development - Understanding the impact of institutional development on international business - Guest Lecture |
Khanna, Tarun, Krishna G. Palepu & Jayant Sinha. 2005. “Strategies that Fit Emerging Markets” Harvard Business Review. (14 pages) Khanna, Tarun, and Krishna G. Palepu. 2006. "Emerging giants: Building world-class compaines in developing countries." Harvard Business Review. (8 pages) Case Study: Maersk's Non-Market Strategy Towards State-Owned Chinese Rivals |
Assess the differences in economic development across your selected home and host country.
Select two dimensions of institutional distance that you will focus on in your paper. |
|
8. Recap / In-Class Case Study |
15 Mar 2023 15:00-17:00 Engineering RM 4 |
- Recollect main learning points from the course - Develop an informed opinion on how the international business environment is going to evolve |
Case Study: NIO: A Chinese EV Company's Global Strategy Review and prepare to discuss in class |
Write your paper. |
Coursework
ENGINEERING TRIPOS PART IIB – 2022-23
Module 4E5: International Business
| Coursework | Format |
Due date & marks |
|---|---|---|
|
Analysis of Institutional Distance and Recommendation on Internationalization Strategy You will investigate the “institutional distance” between two different countries of your choosing and make an informed recommendation for the internationalization strategy of a fictitious firm. The aim of the assignment is to provide you with the opportunity to directly apply the concepts learned during the course to an empirical setting and encourage you to critically reflect on the different manners in which firms can cross borders. Detailed guidelines are provided below. Learning objective:
|
Individual Report Anonymously marked |
DEADLINE: Thursday 27 April 2023, 4:00PM HAND-IN LOCATION: Moodle MARKS: [60/60] |
|
|
INDIVIDUAL ASSIGNMENT GUIDELINES
Assignment Description
You will investigate the “institutional distance” between two different countries of your choosing and make an informed recommendation for the internationalisation strategy of a (fictitious) firm of your choosing. The aim of the assignment is to provide you with the opportunity to directly apply the concepts learned during the course to an empirical setting and encourage you to critically reflect on the different manners in which firms can cross borders.
You need to imagine the following situation:
You are responsible for the internationalisation strategy of a firm that operates in {insert sector}. The firm’s headquarters are based in {insert home country} and top management has asked you to assess the possibility of expansion toward {insert host country}. Top management has determined that there are considerable business opportunities in {insert host country}, but has limited local knowledge of this country nor does it have any prior experience with doing business in countries that are similar to this country. As such, top management is uncertain if and how the identified opportunities can be captured. Assess the institutional distance between your home country and the proposed host country and make an informed recommendation regarding the entry strategy your firm should follow. In your assessment, you can assume that there are no resource constraints as top-management has assured you that it has all the resources available to execute any recommendation you make.
Assignment Steps
- Select a sector of interest in which your firm is active;
Think of a sector that you are personally interested in or imagine a firm that you are interested in and use this as inspiration for your scenario. For the purpose of the assignment, it is helpful to work with a stylized or fictional scenario to allow you to focus on the most crucial part of the assignment (the comparative institutional analysis of a chosen home and host country). However, do make sure to develop an idea of what unique capabilities define the firm that would need to be somehow replicated or transferred across borders.
- Select a home country and a host country;
Base the headquarters of your firm in a country of your choosing and select a host country in which it may be interested in operating. Ideally, you should pick at least one country that you are relatively unfamiliar with in order to enhance your learning experience. Setting up a realistic scenario may be helpful, but is not required! As stressed in the scenario above, you can assume that there are considerable business opportunities in the host country you decide to choose. In other words, if you are working with a scenario where the firm is seeking a new market, you do not have to do any market research to justify why you have selected a particular host country.
- Observe institutional distance between home and host country with help of concepts discussed during sessions 3-7;
Before each session from week 3 until week 7 of the course, take some time to explore the institutional differences across the two countries that you have selected based on the concepts discussed in class. At this stage, you do not have to write a report but be prepared to be able to discuss your initial findings in class.
- Select two dimensions of institutional distance that you will focus on in your paper;
After the final session, you should have acquired a good understanding of the institutional differences between your home and host country. At this stage, you should select two dimensions of institutional distance that you deem to be most relevant for your scenario. Ideally, you would want to focus on dimensions for which (a) distance appears to be the greatest and that are (b) most relevant to the unique capabilities of your firm.
- Write an investigative paper in which you analyse the relevant institutional distance between your selected home and host country across the two selected dimensions and make an informed, detailed and realistic recommendation for an entry strategy.
Your paper should make use of course concepts and provide definitions in own words (not quotes) where necessary. Make sure your paper follows the structure outlined below.
Structure of the Paper
The paper should be no more than 3,000 words (excluding references) and has to contain the following parts:
- Title page: Title and Student Number
- Introduction: Very briefly introduce the firm, including the sector in which it is active, its unique capabilities and in which country headquarters are located. Succinctly introduce the internationalisation problem following the scenario you have crafted.
- Theory: Very briefly introduce and define key perspectives (e.g. the institution-based view) or concepts (e.g. various entry strategies) used in the assignment. There is no need to directly reproduce course content and/or tables.
- Method: Briefly describe which dimensions of institutional distance you will focus on and justify your choice. Discuss which sources you will rely on for your assessment.
- Analysis: Report in detail on your analysis of the two dimensions of institutional distance between the home and host country. Make sure to refer to any sources you have used. Where possible, make your analysis specifically relevant to your firm by considering how institutional differences may pose challenges for your firm’s usual mode of operating / its unique capabilities.
- Conclusion and Discussion: Conclude with a detailed recommendation for an entry strategy that your firm should follow when entering the host country in which you make use of the relevant course frameworks on internationalisation strategy. Refer back to your analysis and consider how the firm can practically navigate any challenges in transferring or recreating the necessary capabilities for success in the host country. Discuss any other issues that the firm may need to consider in relation to your recommendation. Discuss any limitations of your analysis and/or make suggestions for further research.
- References: Follow the Harvard system to carefully reference relevant literature and avoid plagiarism. See: https://infolib.blog.jbs.cam.ac.uk/2017/09/28/referencing-advice-all-you....
Assessment Criteria
- Clarity of constructed scenario (5%): Is the firm properly and succinctly introduced? Is the internationalisation problem clearly but succinctly described?
- Coverage of relevant literature (25%): Does the student engage with the literature in a constructive and concise manner? Has the student used additional (academic) sources, other than the ones covered in lectures?
- Critical analysis (25%): Has the student put effort in conducting a comparative institutional analysis? Are the reported observations and implications clear, relevant, and based on coherent argumentation? Is sufficient evidence provided?
- Practical recommendations (25%): Does the report provide a clear and coherent recommendation? Does the report provide detailed considerations for how the recommendation should be implemented in practice? Does the recommendation adequately connect back to the scenario and analysis? Are potential limitations considered?
- Originality (10%): Is the report creative and original? Does the report provide some new angle on the topic?
- Style and structure (10%): Is the paper clearly structured, well written and formatted with care?
Booklists
Please refer to the Booklist for Part IIB Courses for references to this module, this can be found on the associated Moodle course.
Examination Guidelines
Please refer to Form & conduct of the examinations.
UK-SPEC
This syllabus contributes to the following areas of the UK-SPEC standard:
Toggle display of UK-SPEC areas.
GT1
Develop transferable skills that will be of value in a wide range of situations. These are exemplified by the Qualifications and Curriculum Authority Higher Level Key Skills and include problem solving, communication, and working with others, as well as the effective use of general IT facilities and information retrieval skills. They also include planning self-learning and improving performance, as the foundation for lifelong learning/CPD.
IA1
Apply appropriate quantitative science and engineering tools to the analysis of problems.
IA2
Demonstrate creative and innovative ability in the synthesis of solutions and in formulating designs.
KU1
Demonstrate knowledge and understanding of essential facts, concepts, theories and principles of their engineering discipline, and its underpinning science and mathematics.
KU2
Have an appreciation of the wider multidisciplinary engineering context and its underlying principles.
S1
The ability to make general evaluations of commercial risks through some understanding of the basis of such risks.
S3
Understanding of the requirement for engineering activities to promote sustainable development.
P3
Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).
Last modified: 28/02/2023 02:53
Engineering Tripos Part IIB, 4E5: International Business, 2021-22
Module Leader
Timing and Structure
Lent term. 8 x 2 hour sessions. Live Online. Assessment: 100% coursework
Aims
The aims of the course are to:
- Improve understanding of the international business environment through class lectures and discussion on (i) globalization; (ii) socio-cultural and political variation in business environments; and (iii) international business strategy.
Objectives
As specific objectives, by the end of the course students should be able to:
- appreciate the complexities of the international organizational environment when making strategic decisions;
- understand and apply the concepts and theories of international business strategy.
- understand and apply key concepts related to the institution-based view in strategic management;
- conduct a comparative analysis of institutional environments in different countries;
- develop strategies to reduce political risks and manage cultural differences;
Content
This module aims to provide managers with a deep and holistic understanding of international business. It moves beyond the analysis of macro-economic trends, market opportunities and industry competitiveness by paying extensive attention to the social, political and cultural differences that businesses need to consider when their activities cross borders. An appreciation of this broader “institutional” environment is essential for managers in order to craft successful internationalisation strategies.
During eight interactive lectures we will address the advantages and disadvantages of different foreign entry modes, critically discuss highly-influential ideas on understanding cross-border differences, examine exemplary internationalisation cases and enter into short class debates. As such, the module covers issues that are particularly relevant to those who are considering careers in multinational enterprises or in other organizations that deal with cross-border issues.
The course is structured around eight two-hour sessions comprising highly interactive lectures and firm-level case discussions. As this course usually draws over 100 students, the lectures are scheduled to take place live online.
- Introduction to international business;
- Globalization: historic and current trends;
- The institution-based view in international business;
- Formal institutions I: differences in legal and political systems;
- Formal institutions II: differences in economic systems;
- Informal institutions: cross-cultural differences;
- Institutional voids: differences in institutional development;
- Recap and/or in-class case study.
Course Outline (Subject to Change)
ENGINEERING TRIPOS PART IIB – 2021-22 Module 4E5: International Business
TABLE 1: Preliminary Course Outline (Subject to Minor Change)
More detailed reading list, including suggested further reading per session available elsewhere through Booklist
|
Session |
Time and Location |
Learning Points |
Required Reading Materials to be Prepared Before the Session |
Preparation for the Final Assignment |
|---|---|---|---|---|
|
1. Defining International Business |
22 Feb 2022 16:00-18:00 Live Online |
- Defining what international business is about - Understanding the aims and structure of the course |
Course Syllabus |
Start developing ideas for your assignment scenario |
|
2. Globalization: Historic and Current Trends |
23 Feb 2022 15:00-17:00 Live Online |
- Defining what globalization is and how it may affect business - Understanding the different sides of debates around globalization |
Friedman, Thomas. 2005. “It’s a Flat World, After All.” The New York Times, April 3rd 2005. (10 pages) Ghemawat, Pankaj. 2007. “Why the World Isn’t Flat” Foreign Policy. (7 pages) |
Decide on your assignment scenario |
|
3. The Institution-Based View in International Business |
1 Mar 2022 16:00-18:00 Live Online |
- Understanding what an institution is - Being able to apply the institution-based view as a lens to international business issues through the use of the notion of “institutional distance” |
Peng, M.W., Sun, L.S., Pinkham, B., & Chen, H. 2009. “The Institution-Based View as a Third Leg for a Strategy Tripod” Academy of Management Perspectives. (15 pages) |
Acquaint yourself with the resources available to study institutional distance and explore how your selected home and host country may differ. |
|
4. Formal Institutions Part I: Differences in Economic Systems |
2 Mar 2022 15:00-17:00 Live Online |
- Being able to classify different economic system in accordance with the varieties of capitalism vocabulary - Understanding the different dimensions across which economic systems may differ and the impact on business |
Friel, Daniel. 2005. “Transferring a Lean Production Concept from Germany to the United States: The Impact of Labor Laws and Training Systems” Academy of Management Executive. (8 pages) |
Assess the differences in economic systems across your selected home and host country |
|
5. Formal Institutions Part II: Differences in Political and Legal Systems |
8 Mar 2022 16:00-18:00 Live Online |
- Being able to classify different legal and political systems.
- Understanding the impact of legal and political systems on business |
Siems, Mathias M. 2016. "Varieties of legal systems: towards a new global taxonomy." Journal of Institutional Economics (23 pages) |
Assess the differences in legal and political systems across your selected home and host country |
|
6. Informal Institutions: Cross-Cultural Differences |
9 Mar 2022 15:00-17:00 Live Online |
- Being able to classify different cultures according to Hofstede’s dimensions
- Understanding the impact of cultural differences on international business |
Hofstede, G., Hofstede, G.J. & Minkov, M. 2010. Cultures and organizations: Software of the Mind. International Cooperation and its Importance for Survival. McGraw Hill. (Read Part II: Dimensions of National Cultures) Hofstede, Geert. 1993. “Cultural Constraints in Management Theories.” Academy of Management Executive. (13 pages) Kogut, Bruce and Singh, Harbir 1988. “The Effect of National Culture on the Choice of Entry Mode.” Journal of International Business Studies |
Assess the differences in culture across your selected home and host country |
|
7. Institutional Voids: Differences in Institutional Development |
15 Mar 2022 16:00-18:00 Live Online |
- Being able to classify differences in institutional development - Understanding the impact of institutional development on international business |
Khanna, Tarun, Krishna G. Palepu & Jayant Sinha. 2005. “Strategies that Fit Emerging Markets” Harvard Business Review. (14 pages) Khanna, Tarun, and Krishna G. Palepu. 2006. "Emerging giants: Building world-class compaines in developing countries." Harvard Business Review. (8 pages) |
Assess the differences in economic development across your selected home and host country.
Select two dimensions of institutional distance that you will focus on in your paper. |
|
8. Recap / In-Class Case Study |
16 Mar 2022 15:00-17:00 Live Online |
- Recollect main learning points from the course - Develop an informed opinion on how the international business environment is going to evolve |
TBD |
Write your paper. |
Coursework
ENGINEERING TRIPOS PART IIB – 2019-20
Module 4E5: International Business
| Coursework | Format |
Due date & marks |
|---|---|---|
|
Analysis of Institutional Distance and Recommendation on Internationalization Strategy You will investigate the “institutional distance” between two different countries of your choosing and make an informed recommendation for the internationalization strategy of a fictitious firm. The aim of the assignment is to provide you with the opportunity to directly apply the concepts learned during the course to an empirical setting and encourage you to critically reflect on the different manners in which firms can cross borders. Detailed guidelines are provided below. Learning objective:
|
Individual Report Anonymously marked |
DEADLINE: Tuesday 26 April, 4:00PM HAND-IN LOCATION: Moodle MARKS: [60/60] |
|
|
INDIVIDUAL ASSIGNMENT GUIDELINES
Assignment Description
You will investigate the “institutional distance” between two different countries of your choosing and make an informed recommendation for the internationalisation strategy of a (fictitious) firm of your choosing. The aim of the assignment is to provide you with the opportunity to directly apply the concepts learned during the course to an empirical setting and encourage you to critically reflect on the different manners in which firms can cross borders.
You need to imagine the following situation:
You are responsible for the internationalisation strategy of a firm that operates in {insert sector}. The firm’s headquarters are based in {insert home country} and top management has asked you to assess the possibility of expansion toward {insert host country}. Top management has determined that there are considerable business opportunities in {insert host country}, but has limited local knowledge of this country nor does it have any prior experience with doing business in countries that are similar to this country. As such, top management is uncertain if and how the identified opportunities can be captured. Assess the institutional distance between your home country and the proposed host country and make an informed recommendation regarding the entry strategy your firm should follow. In your assessment, you can assume that there are no resource constraints as top-management has assured you that it has all the resources available to execute any recommendation you make.
Assignment Steps
- Select a sector of interest in which your firm is active;
Think of a sector that you are personally interested in or imagine a firm that you are interested in and use this as inspiration for your scenario. For the purpose of the assignment, it is helpful to work with a stylized or fictional scenario to allow you to focus on the most crucial part of the assignment (the comparative institutional analysis of a chosen home and host country). However, do make sure to develop an idea of what unique capabilities define the firm that would need to be somehow replicated or transferred across borders.
- Select a home country and a host country;
Base the headquarters of your firm in a country of your choosing and select a host country in which it may be interested in operating. Ideally, you should pick at least one country that you are relatively unfamiliar with in order to enhance your learning experience. Setting up a realistic scenario may be helpful, but is not required! As stressed in the scenario above, you can assume that there are considerable business opportunities in the host country you decide to choose. In other words, if you are working with a scenario where the firm is seeking a new market, you do not have to do any market research to justify why you have selected a particular host country.
- Observe institutional distance between home and host country with help of concepts discussed during sessions 3-7;
Before each session from week 3 until week 7 of the course, take some time to explore the institutional differences across the two countries that you have selected based on the concepts discussed in class. At this stage, you do not have to write a report but be prepared to be able to discuss your initial findings in class.
- Select two dimensions of institutional distance that you will focus on in your paper;
After the final session, you should have acquired a good understanding of the institutional differences between your home and host country. At this stage, you should select two dimensions of institutional distance that you deem to be most relevant for your scenario. Ideally, you would want to focus on dimensions for which (a) distance appears to be the greatest and that are (b) most relevant to the unique capabilities of your firm.
- Write an investigative paper in which you analyse the relevant institutional distance between your selected home and host country across the two selected dimensions and make an informed, detailed and realistic recommendation for an entry strategy.
Your paper should make use of course concepts and provide definitions in own words (not quotes) where necessary. Make sure your paper follows the structure outlined below.
Structure of the Paper
The paper should be no more than 3,000 words (excluding references) and has to contain the following parts:
- Title page: Title and Student Number
- Introduction: Very briefly introduce the firm, including the sector in which it is active, its unique capabilities and in which country headquarters are located. Succinctly introduce the internationalisation problem following the scenario you have crafted.
- Theory: Very briefly introduce and define key perspectives (e.g. the institution-based view) or concepts (e.g. various entry strategies) used in the assignment. There is no need to directly reproduce course content and/or tables.
- Method: Briefly describe which dimensions of institutional distance you will focus on and justify your choice. Discuss which sources you will rely on for your assessment.
- Analysis: Report in detail on your analysis of the two dimensions of institutional distance between the home and host country. Make sure to refer to any sources you have used. Where possible, make your analysis specifically relevant to your firm by considering how institutional differences may pose challenges for your firm’s usual mode of operating / its unique capabilities.
- Conclusion and Discussion: Conclude with a detailed recommendation for an entry strategy that your firm should follow when entering the host country in which you make use of the relevant course frameworks on internationalisation strategy. Refer back to your analysis and consider how the firm can practically navigate any challenges in transferring or recreating the necessary capabilities for success in the host country. Discuss any other issues that the firm may need to consider in relation to your recommendation. Discuss any limitations of your analysis and/or make suggestions for further research.
- References: Follow the Harvard system to carefully reference relevant literature and avoid plagiarism. See: https://infolib.blog.jbs.cam.ac.uk/2017/09/28/referencing-advice-all-you....
Assessment Criteria
- Clarity of constructed scenario (5%): Is the firm properly and succinctly introduced? Is the internationalisation problem clearly but succinctly described?
- Coverage of relevant literature (25%): Does the student engage with the literature in a constructive and concise manner? Has the student used additional (academic) sources, other than the ones covered in lectures?
- Critical analysis (25%): Has the student put effort in conducting a comparative institutional analysis? Are the reported observations and implications clear, relevant, and based on coherent argumentation? Is sufficient evidence provided?
- Practical recommendations (25%): Does the report provide a clear and coherent recommendation? Does the report provide detailed considerations for how the recommendation should be implemented in practice? Does the recommendation adequately connect back to the scenario and analysis? Are potential limitations considered?
- Originality (10%): Is the report creative and original? Does the report provide some new angle on the topic?
- Style and structure (10%): Is the paper clearly structured, well written and formatted with care?
Booklists
Please refer to the Booklist for Part IIB Courses for references to this module, this can be found on the associated Moodle course.
Examination Guidelines
Please refer to Form & conduct of the examinations.
UK-SPEC
This syllabus contributes to the following areas of the UK-SPEC standard:
Toggle display of UK-SPEC areas.
GT1
Develop transferable skills that will be of value in a wide range of situations. These are exemplified by the Qualifications and Curriculum Authority Higher Level Key Skills and include problem solving, communication, and working with others, as well as the effective use of general IT facilities and information retrieval skills. They also include planning self-learning and improving performance, as the foundation for lifelong learning/CPD.
IA1
Apply appropriate quantitative science and engineering tools to the analysis of problems.
IA2
Demonstrate creative and innovative ability in the synthesis of solutions and in formulating designs.
KU1
Demonstrate knowledge and understanding of essential facts, concepts, theories and principles of their engineering discipline, and its underpinning science and mathematics.
KU2
Have an appreciation of the wider multidisciplinary engineering context and its underlying principles.
S1
The ability to make general evaluations of commercial risks through some understanding of the basis of such risks.
S3
Understanding of the requirement for engineering activities to promote sustainable development.
P3
Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).
Last modified: 01/03/2022 11:22
Engineering Tripos Part IIB, 4E5: International Business, 2019-20
Module Leader
Timing and Structure
Lent term. 8 x 2 hour sessions. Assessment: 100% coursework
Aims
The aims of the course are to:
- Improve understanding of the international business environment through class lectures and discussion on (i) globalization; (ii) socio-cultural and political variation in business environments; and (iii) international business strategy.
Objectives
As specific objectives, by the end of the course students should be able to:
- appreciate the complexities of the international organizational environment when making strategic decisions;
- understand and apply the concepts and theories of international business strategy.
- understand and apply key concepts related to the institution-based view in strategic management;
- conduct a comparative analysis of institutional environments in different countries;
- develop strategies to reduce political risks and manage cultural differences;
Content
This course builds on the state of the art in academic thinking to provide future managers with an enhanced understanding of international business. It moves beyond the analysis of market opportunities and industry competitiveness by paying extensive attention to the social, political and cultural differences that businesses need to consider when their activities cross borders. An appreciation of this broader “institutional” environment is essential for managers in order to accurately identify international opportunities and threats.
Through the analysis of various cases and readings pertaining to different industries and countries we will touch upon several key managerial issues that require mastery of the organization’s institutional context. These include: responding to globalization, expanding into foreign markets, managing the multinational firm, and competing in emerging economies.
The course is structured around eight two-hour sessions comprising lectures and firm-level case discussions.
- Introduction to international business;
- Globalization: historic and current trends;
- The institution-based view in international business;
- Formal institutions I: differences in legal and political systems;
- Formal institutions II: differences in economic systems;
- Informal institutions: cross-cultural differences;
- Institutional voids: differences in institutional development;
- Recap and/or in-class case study.
Course Outline (Subject to Change)
ENGINEERING TRIPOS PART IIB – 2019-20 Module 4E5: International Business
TABLE 1: Preliminary Course Outline (Subject to Minor Change)
More detailed reading list, including suggested further reading per session available elsewhere through Booklist
|
Session |
Time and Location |
Learning Points |
Required Reading Materials to be Prepared Before the Session |
Preparation for the Final Assignment |
|---|---|---|---|---|
|
1. Defining International Business |
Tue. 18 February 4:00pm-6:00pm LR4 |
- Defining what international business is about - Understanding the aims and structure of the course |
Course Syllabus |
Start developing ideas for your assignment scenario |
|
2. Globalization: Historic and Current Trends |
Wed. 19 February 3:00pm-5:00pm LR4 |
- Defining what globalization is and how it may affect business - Understanding the different sides of debates around globalization |
Friedman, Thomas. 2005. “It’s a Flat World, After All.” The New York Times, April 3rd 2005. (10 pages) Ghemawat, Pankaj. 2007. “Why the World Isn’t Flat” Foreign Policy. (7 pages) |
Decide on your assignment scenario |
|
3. The Institution-Based View in International Business |
Tue. 25 February 4:00pm-6:00pm LR4 |
- Understanding what an institution is - Being able to apply the institution-based view as a lens to international business issues through the use of the notion of “institutional distance” |
Peng, M.W., Sun, L.S., Pinkham, B., & Chen, H. 2009. “The Institution-Based View as a Third Leg for a Strategy Tripod” Academy of Management Perspectives. (15 pages) Scott, Richard W. 2013. Institutions and Organizations: Ideas, Interests and Identities. Chapter 3. Crafting an Analytical Framework I: Three Pillars of Institutions (31 pages) |
Acquaint yourself with the resources available to study institutional distance and explore how your selected home and host country may differ. |
|
4. Formal Institutions Part I: Differences in Economic Systems |
Wed. 26 February 3:00pm-5:00pm LR4 |
- Being able to classify different economic system in accordance with the varieties of capitalism vocabulary - Understanding the different dimensions across which economic systems may differ and the impact on business |
Friel, Daniel. 2005. “Transferring a Lean Production Concept from Germany to the United States: The Impact of Labor Laws and Training Systems” Academy of Management Executive. (8 pages) |
Assess the differences in economic systems across your selected home and host country |
|
5. Formal Institutions Part II: Differences in Political and Legal Systems |
Tue. 3 March 4:00pm-6:00pm LR4 |
- Being able to classify different legal and political systems.
- Understanding the impact of legal and political systems on business |
Armour, John, Henry Hansmann, & Reinier Kraakman. 2009. “Agency Problems and Legal Strategies.” In: Kraakman et al. (eds) The Anatomy of Corporate Law: A Comparative and Functional Approach 2nd edition. Chapter 2. Pg. 35-53) Siems, Mathias M. 2016. "Varieties of legal systems: towards a new global taxonomy." Journal of Institutional Economics (23 pages) |
Assess the differences in legal and political systems across your selected home and host country |
|
6. Informal Institutions: Cross-Cultural Differences |
Wed. 4 March 3:00pm-5:00pm LR4 |
- Being able to classify different cultures according to Hofstede’s dimensions
- Understanding the impact of cultural differences on international business |
Ibarra, Herminia. 1996. “National Cultures and Work-Related Values: The Hofstede Study” Harvard Business School (7 pages) Hofstede, Geert. 1993. “Cultural Constraints in Management Theories.” Academy of Management Executive. (13 pages) Kogut, Bruce and Singh, Harbir 1988. “The Effect of National Culture on the Choice of Entry Mode.” Journal of International Business Studies |
Assess the differences in culture across your selected home and host country |
|
7. Institutional Voids: Differences in Institutional Development |
Tue. 10 March 4:00pm-6:00pm LR4 |
- Being able to classify differences in institutional development - Understanding the impact of institutional development on international business |
Khanna, Tarun, Krishna G. Palepu & Jayant Sinha. 2005. “Strategies that Fit Emerging Markets” Harvard Business Review. (14 pages) Khanna, Tarun, and Krishna G. Palepu. 2006. "Emerging giants: Building world-class compaines in developing countries." Harvard Business Review. (8 pages) |
Assess the differences in economic development across your selected home and host country.
Select two dimensions of institutional distance that you will focus on in your paper. |
|
8. Recap / In-Class Case Study |
Wed. 11 March 3:00pm-5:00pm LR4 |
- Recollect main learning points from the course - Develop an informed opinion on how the international business environment is going to evolve |
TBD |
Write your paper. |
Coursework
ENGINEERING TRIPOS PART IIB – 2019-20
Module 4E5: International Business
| Coursework | Format |
Due date & marks |
|---|---|---|
|
Analysis of Institutional Distance and Recommendation on Internationalization Strategy You will investigate the “institutional distance” between two different countries of your choosing and make an informed recommendation for the internationalization strategy of a fictitious firm. The aim of the assignment is to provide you with the opportunity to directly apply the concepts learned during the course to an empirical setting and encourage you to critically reflect on the different manners in which firms can cross borders. Detailed guidelines are provided below. Learning objective:
|
Individual Report Anonymously marked |
DEADLINE: Tuesday 21 April, 4:00PM HAND-IN LOCATION: Moodle MARKS: [60/60] |
|
|
INDIVIDUAL ASSIGNMENT GUIDELINES
Assignment Description
You will investigate the “institutional distance” between two different countries of your choosing and make an informed recommendation for the internationalization strategy of a fictitious firm. The aim of the assignment is to provide you with the opportunity to directly apply the concepts learned during the course to an empirical setting and encourage you to critically reflect on the different manners in which firms can cross borders.
You can imagine the following situation:
You are the internationalization team of a large MNE that operates in {insert sector}. The firm’s headquarters are based in {insert home country} and top management has asked you to assess the possibility of expansion toward {insert host country}. Top management has determined that there are considerable business opportunities in {insert host country}, but has limited local knowledge of this country nor does it have any prior experience with doing business in countries that are similar to this country. As such, top management is uncertain if and how the identified opportunities can be captured. Assess the institutional distance between your home country and the proposed host country and make an informed recommendation regarding the entry strategy your firm should follow. In your assessment, you can assume that there are no resource constraints as top-management has assured you that it has all the resources available to execute any recommendation you make.
Assignment Steps
- Select a sector of interest in which your fictitious firm is active;
Think of a sector that you are personally interested in or imagine a MNE that you are interested in and use this as inspiration for your fictitious firm. Make sure to develop an idea of what line of business the fictitious firm is in exactly, apart from the general sector. For example, if you want to model your fictitious firm after Tesla you could say that your fictitious firm is a large car manufacturer that develops, manufactures and sells electric vehicles. You do not have to be very detailed in this as long as you can get a good sense of how your fictitious firm makes money (i.e. what its business model and competitive advantage is) in its home country.
- Select a home country and a host country;
Base the headquarters of your fictitious firm in a country of your choosing and select a host country in which it may be interested in operating. Ideally, you should pick at least one country that you are relatively unfamiliar with in order to enhance your learning experience. Setting up a realistic scenario may be helpful, but is not required. As stressed in the scenario, you can assume that there are considerable business opportunities in the host country you decide to choose. For example, if your fictitious firm operates in the mining industry you can assume that there is an abundance of relevant unexploited minerals in the host country that you have selected regardless of whether this is true in real life.
- Observe institutional distance between home and host country with help of concepts discussed during sessions 3 – 7;
After each session from session 3 until session 7 of the course, take some time to assess the institutional distance across the two countries that you have selected based on the concepts discussed in class. Make use of the sources provided below and do some of your own research. At this stage, you do not have to write a report but be prepared to be able to discuss your initial findings in class.
- Select two dimensions of institutional distance that you will focus on in your paper;
After session 7 you should have acquired a good understanding of the institutional distance between your home and host country. At this stage, you should select two dimensions of institutional distance that you deem to be most relevant for your fictitious firm. Ideally, you would want to focus on dimensions for which (a) distance appears to be the greatest and that are (b) most relevant to the sector in which your fictitious firm operates.
- Write an investigative paper in which you analyse the relevant institutional distance between your selected home and host country and make an informed recommendation for an entry strategy.
Your paper should make use of course concepts, provide own definitions (not quotes) and cite appropriate course literature. Make sure your paper follows the structure outlined below.
Structure of the Paper
The paper should be between 2,500 and 3,000 words (excluding references) and has to contain the following parts:
- Title page: Title and Candidate Number
- Introduction: Introduce the fictitious firm, including the sector in which it is active, its basic business model and in which country headquarters are located. Briefly describe the internationalization problem by introducing the host country and summarizing the scenario provided above.
- Theory: Introduce and define the notion of institutional distance. Briefly describe the various types of entry strategies that firms can follow.
- Method: Describe which dimensions of institutional distance you will focus on and justify your choice. Discuss which sources you will use in your assessment.
- Analysis: Report on your analysis of the two dimensions of institutional distance between the home and host country. Refer to your sources where appropriate.
- Conclusion and Discussion: Conclude with a recommendation for an entry strategy that your firm should follow when entering the host country. Discuss any other issues that the firm may need to consider in relation to your recommendation. Discuss any limitations of your analysis and make suggestions for further research.
- References: Select a particular citation style and apply consistently throughout the document
Please note that the above is an indication of necessary elements for the report. You will need to add other elements to make the paper complete and logical!
Assessment Criteria
- Clarity of constructed vignette (5%): Is the fictitious firm properly introduced? Is the internationalization problem clearly described?
- Coverage of relevant literature (25%): Does the student engage with the literature in a constructive and concise manner? Has the student used additional academic articles, other than the ones covered in lectures?
- Critical analysis (25%): Are the reported claims questioned and compared in a constructive manner, with clear and coherent argumentation? Is evidence provided?
- Practical implications (25%): Does the report include clear and coherent advice on the topic? Are potential limitations taken into account?
- Originality (10%): Is the analysis creative and original? Does the report provide some new angle on the topic?
- Style and structure (10%): Is the paper clear and well written?
Suggested Resources
The following sources provide most of the information that you will need to complete your analysis. However, you should not necessarily limit yourself to these sources. Also note that some of the sources listed under one category may have some relevance for another category. For example, many of the resources under developmental distance may give an indication of economic distance as well.
General
a. The World Factbook (CIA)
Provides information on the history, people, government, economy, geography, communications, transportation, military, and transnational issues for 267 world entities.
https://www.cia.gov/library/publications/the-world-factbook/
b. Nationmaster
NationMaster is a vast compilation of data from hundreds of sources. Using the forms below, you can get maps and graphs on all kinds of statistics with ease.
c. Marketine and EMIS
Provide reports which include international country and market data, as well as political, social and cultural characteristics. Access can be gained to both databases on the CJBS Information and Library Services database page: https://www.jbs.cam.ac.uk/faculty-research/information-library-services/databases/
If you are not a CJBS student you need to register first through: https://jbs.eu.qualtrics.com/jfe/form/SV_cT8ij1zSwBlQjFr?Q_JFE=qdg
Economic Distance
d. Articles with data for different countries and regions will be provided through the Moodle Booklist.
Legal Distance
e. The World Factbook (CIA): Legal Systems
https://www.cia.gov/library/publications/the-world-factbook/fields/308.html
f. See assigned Siems (2016) article, available through Moodle Booklist
Political Distance
g. The World Factbook (CIA): Government Type
https://www.cia.gov/library/publications/the-world-factbook/fields/299.html
h. Dow Database: Political Systems
Differences in the political systems amongst countries is measured in two distinct dimensions. The first dimension is the degree of democracy. This dimension is measured using four scales. The second aspect of differences in political systems concerns the political ideology of the group in power. This dimension is unfortunately only measured with one single indicator:
https://sites.google.com/site/ddowresearch/home/scales/democracy
Developmental Distance
i. Global Competitiveness Report (World Economic Forum)
Assesses the competitiveness landscape of 144 economies, providing insight into the drivers of their productivity and prosperity. Particularly useful are the Economy Profiles that allow for inspection of the characteristics of individual countries for 12 “pillars” that together contribute to a score for the Country Global Competitiveness Index. The pillars are: Institutions, Infrastructure, Macroeconomy, Health and primary education, Higher education and training, Goods market efficiency, Labor market efficiency, Financial market development, Technological readiness, Market size, Business sophistication, Innovation.
http://reports.weforum.org/global-competitiveness-report-2014-2015/economies/#economy=CHE
j. World Development Indicators (The World Bank)
World Development Indicators 2014 provides a compilation of relevant, high-quality, and internationally comparable statistics about global development and the fight against poverty. Six themes are used to organize indicators—worldview, people, environment, economy, states and markets, and global links.
Full text pdf files available through Cambridge library: http://idiscover.lib.cam.ac.uk
Look, for instance, at the States and Markets chapter: https://libsta28.lib.cam.ac.uk:2062/docview/1898059058/fulltextPDF/77FF068881AE46AFPQ/6?accountid=9851
k. Worldwide Governance Indicators.
Reports aggregate and individual governance indicators for 215 economies over the period 1996–2013, for six dimensions of governance.
http://info.worldbank.org/governance/wgi/index.aspx#home
l. Index of Economic Freedom (The Heritage Foundation)
Includes basic data on economic performance as well as overall country “IEF” including 10 indicators of economic freedom on which the index is based: trade, fiscal burden, government intervention, monetary policy, foreign investment, banking/finance, wages/prices, property rights, regulation, and informal markets.
https://www.heritage.org/index/
m. World Investment Report (UN Conference on Trade and Development)
Includes detailed FDI flows data on regions and countries and summary FDI statistics including FDI potential index, FDI performance index and others. Country Fact Sheets provide most of the relevant information.
http://unctad.org/en/pages/PublicationWebflyer.aspx?publicationid=1782
n. Corruption Perception Index
First launched in 1995, the corruption perceptions index has been widely credited with putting the issue of corruption on the international policy agenda.
http://www.transparency.org/cpi2016
o. Dow Database: Industrial Development
Differences in the degree of industrial development amongst countries is measured using nine scales
https://sites.google.com/site/ddowresearch/home/scales/industrial-development
Cultural Distance
p. Hofstede’s Cultural Dimensions Index
Provides country-level data with description for all six Hofstede dimensions (including a recent addition: indulgence) of culture and allows for cross-country comparison.
https://www.hofstede-insights.com/product/compare-countries/
q. Globe Clusters
Similar to Hofstede’s Cultural Dimensions. Clusters countries in broader regions based on underlying differences in culture.
r. World Values Survey
The World Values Survey is a global network of social scientists studying changing values and their impact on social and political life, led by an international team of scholars. The survey, which started in 1981, seeks to use the most rigorous, high-quality research designs in each country. The WVS consists of nationally representative surveys conducted in almost 100 countries which contain almost 90 percent of the world’s population, using a common questionnaire.
http://www.worldvaluessurvey.org/WVSContents.jsp
Religious Distance
s. The World Factbook (CIA): Religions
https://www.cia.gov/library/publications/the-world-factbook/fields/2122.html
t. Nationmaster: Religion
http://www.nationmaster.com/country-info/stats/Religion/Religions
u. Pew Research Center: The Global Religious Landscape
http://www.pewforum.org/2012/12/18/global-religious-landscape-exec/
also see: http://www.pewforum.org/2012/12/18/global-religious-landscape-exec/
v. Dow Database: Religion
Differences in language amongst countries is measured using three scales:
https://sites.google.com/site/ddowresearch/home/scales/religion
Linguistic Distance
w. The World Factbook (CIA): Languages
https://www.cia.gov/library/publications/the-world-factbook/fields/2098.html
y. Dow Database: Language
Differences in religion amongst countries is measured using three scales:
https://sites.google.com/site/ddowresearch/home/scales/languages
Booklists
Please see the Booklist for Group E Courses for references for this module.
Examination Guidelines
Please refer to Form & conduct of the examinations.
UK-SPEC
This syllabus contributes to the following areas of the UK-SPEC standard:
Toggle display of UK-SPEC areas.
GT1
Develop transferable skills that will be of value in a wide range of situations. These are exemplified by the Qualifications and Curriculum Authority Higher Level Key Skills and include problem solving, communication, and working with others, as well as the effective use of general IT facilities and information retrieval skills. They also include planning self-learning and improving performance, as the foundation for lifelong learning/CPD.
IA1
Apply appropriate quantitative science and engineering tools to the analysis of problems.
IA2
Demonstrate creative and innovative ability in the synthesis of solutions and in formulating designs.
KU1
Demonstrate knowledge and understanding of essential facts, concepts, theories and principles of their engineering discipline, and its underpinning science and mathematics.
KU2
Have an appreciation of the wider multidisciplinary engineering context and its underlying principles.
S1
The ability to make general evaluations of commercial risks through some understanding of the basis of such risks.
S3
Understanding of the requirement for engineering activities to promote sustainable development.
P3
Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).
Last modified: 19/02/2020 13:29
Engineering Tripos Part IIB, 4E5: International Business, 2017-18
Module Leader
Timing and Structure
Lent term. 8 x 2 hour sessions. Assessment: 100% coursework
Aims
The aims of the course are to:
- Improve understanding of the global business environment through class lectures and discussion on (i) globalization; (ii) socio-cultural and political variation in business environments; and (iii) international business strategy.
Objectives
As specific objectives, by the end of the course students should be able to:
- appreciate the complexities of the international organizational environment when making strategic decisions;
- understand and apply the concepts and theories of international business strategy.
- understand and apply key concepts related to the institution-based view in strategic management;
- conduct a comparative analysis of institutional environments in different countries;
- develop strategies to reduce political risks and manage cultural differences;
Content
This course builds on the state of the art in management thinking to provide future managers with an enhanced understanding of the global business environment. It moves beyond the analysis of macro-economics and industry competitiveness by paying extensive attention to the social, political and cultural differences that businesses need to consider when their activities cross borders. An appreciation of this broader “institutional” environment is essential for managers in order to accurately identify international opportunities and threats.
Through the analysis of various cases and readings pertaining to different industries and countries we will touch upon several key managerial issues that require mastery of the organization’s institutional context. These include: responding to globalization, expanding into foreign markets, managing the multinational firm, and competing in emerging economies.
The course is structured around eight two-hour sessions comprising lectures and firm-level case discussions.
- Introduction to international business;
- Globalization: historic and current trends;
- The institution-based view in international business;
- Formal institutions I: differences in legal and political systems;
- Formal institutions II: differences in economic systems;
- Informal institutions: cross-cultural differences;
- Institutional voids: differences in institutional development;
- The future of international business.
Course Outline (Subject to Change)
ENGINEERING TRIPOS PART IIB – 2017-18 Module 4E5: International Business
TABLE 1: Preliminary Course Outline (Subject to Minor Change)
More detailed reading list, including suggested further reading per session available elsewhere through Booklist
|
Session |
Time and Location |
Learning Points |
Required Reading Materials to be Prepared Before the Session |
Preparation for the Final Assignment |
|---|---|---|---|---|
|
1. Defining International Business |
Mon. 19 February 4:00pm-6:00pm |
- Defining what international business is about - Understanding the aims and structure of the course |
Course Syllabus |
Start developing ideas for your assignment scenario |
|
2. Globalization: Historic and Current Trends |
Wed. 21 February 4:00pm-6:00pm |
- Defining what globalization is and how it may affect business - Understanding the different sides of debates around globalization |
Friedman, Thomas. 2005. “It’s a Flat World, After All.” The New York Times, April 3rd 2005. (10 pages) Ghemawat, Pankaj. 2007. “Why the World Isn’t Flat” Foreign Policy. (7 pages) |
Decide on your assignment scenario |
|
3. The Institution-Based View in International Business |
Mon. 26 February 4:00pm-6:00pm |
- Understanding what an institution is - Being able to apply the institution-based view as a lens to international business issues through the use of the notion of “institutional distance” |
Peng, M.W., Sun, L.S., Pinkham, B., & Chen, H. 2009. “The Institution-Based View as a Third Leg for a Strategy Tripod” Academy of Management Perspectives. (15 pages) Scott, Richard W. 2013. Institutions and Organizations: Ideas, Interests and Identities. Chapter 3. Crafting an Analytical Framework I: Three Pillars of Institutions (31 pages) |
Acquaint yourself with the resources available to study institutional distance and explore how your selected home and host country may differ. |
|
4. Formal Institutions Part I: Differences in Economic Systems |
Wed. 28 February 4:00pm-6:00pm |
- Being able to classify different economic system in accordance with the varieties of capitalism vocabulary - Understanding the different dimensions across which economic systems may differ and the impact on business |
Friel, Daniel. 2005. “Transferring a Lean Production Concept from Germany to the United States: The Impact of Labor Laws and Training Systems” Academy of Management Executive. (8 pages) Hall, Peter A. & David Soskice. 2001. “Chapter 1. An Introduction to Varieties of Capitalism” In: Varieties of Capitalism: The Institutional Foundations of Comparative Advantage. (68 pages) |
Assess the differences in economic systems across your selected home and host country |
|
5. Formal Institutions Part II: Differences in Legal and Political Systems |
Mon. 5 March 4:00pm-6:00pm |
- Being able to classify different legal and political systems.
- Understanding the impact of legal and political systems on business |
Armour, John, Henry Hansmann, & Reinier Kraakman. 2009. “Agency Problems and Legal Strategies.” In: Kraakman et al. (eds) The Anatomy of Corporate Law: A Comparative and Functional Approach 2nd edition. Chapter 2. Pg. 35-53) Siems, Mathias M. 2016. "Varieties of legal systems: towards a new global taxonomy." Journal of Institutional Economics (23 pages) |
Assess the differences in legal and political systems across your selected home and host country |
|
6. Informal Institutions: Cross-Cultural Differences |
Wed. 7 March 4:00pm-6:00pm |
- Being able to classify different cultures according to Hofstede’s dimensions
- Understanding the impact of cultural differences on international business |
Ibarra, Herminia. 1996. “National Cultures and Work-Related Values: The Hofstede Study” Harvard Business School (7 pages) Hofstede, Geert. 1993. “Cultural Constraints in Management Theories.” Academy of Management Executive. (13 pages) Kogut, Bruce and Singh, Harbir 1988. “The Effect of National Culture on the Choice of Entry Mode.” Journal of International Business Studies |
Assess the differences in culture across your selected home and host country |
|
7. Institutional Voids: Differences in Institutional Development |
Mon. 12 March 4:00pm-6:00pm |
- Being able to classify differences in institutional development - Understanding the impact of institutional development on international business |
Khanna, Tarun, Krishna G. Palepu & Jayant Sinha. 2005. “Strategies that Fit Emerging Markets” Harvard Business Review. (14 pages) Khanna, Tarun, and Krishna G. Palepu. 2006. "Emerging giants: Building world-class compaines in developing countries." Harvard Business Review. (8 pages) |
Assess the differences in economic development across your selected home and host country.
Select two dimensions of institutional distance that you will focus on in your paper. |
|
8. The Future of International Business |
Wed. 14 March 4:00pm-6:00pm |
- Recollect main learning points from the course - Develop an informed opinion on how the international business environment is going to evolve |
Berry, Heather, Mauro F. Guillén, & Arun S. Hendi. 2014. “Is There Convergence Across Countries? A Spatial Approach.” Journal of International Business Studies (15 pages) |
Write your paper. |
Coursework
ENGINEERING TRIPOS PART IIB – 2017-18
Module 4E5: International Business
| Coursework | Format |
Due date & marks |
|---|---|---|
|
Analysis of Institutional Distance and Recommendation on Internationalization Strategy You will investigate the “institutional distance” between two different countries of your choosing and make an informed recommendation for the internationalization strategy of a fictitious firm. The aim of the assignment is to provide you with the opportunity to directly apply the concepts learned during the course to an empirical setting and encourage you to critically reflect on the different manners in which firms can cross borders. Detailed guidelines are provided below. Learning objective:
|
Individual Report Anonymously marked |
DEADLINE: Tuesday 24 April, 4:00PM HAND-IN LOCATION: Moodle MARKS: [60/60] |
|
|
INDIVIDUAL ASSIGNMENT GUIDELINES
Assignment Description
You will investigate the “institutional distance” between two different countries of your choosing and make an informed recommendation for the internationalization strategy of a fictitious firm. The aim of the assignment is to provide you with the opportunity to directly apply the concepts learned during the course to an empirical setting and encourage you to critically reflect on the different manners in which firms can cross borders.
You can imagine the following situation:
You are the internationalization team of a large MNE that operates in {insert sector}. The firm’s headquarters are based in {insert home country} and top management has asked you to assess the possibility of expansion toward {insert host country}. Top management has determined that there are considerable business opportunities in {insert host country}, but has limited local knowledge of this country nor does it have any prior experience with doing business in countries that are similar to this country. As such, top management is uncertain if and how the identified opportunities can be captured. Assess the institutional distance between your home country and the proposed host country and make an informed recommendation regarding the entry strategy your firm should follow. In your assessment, you can assume that there are no resource constraints as top-management has assured you that it has all the resources available to execute any recommendation you make.
Assignment Steps
- Select a sector of interest in which your fictitious firm is active;
Think of a sector that you are personally interested in or imagine a MNE that you are interested in and use this as inspiration for your fictitious firm. Make sure to develop an idea of what line of business the fictitious firm is in exactly, apart from the general sector. For example, if you want to model your fictitious firm after Wal-Mart you could say that your fictitious firm is a large retailer that sells general merchandise and a selection of groceries through discount stores. You do not have to be very detailed in this as long as you can get a good sense of how your fictitious firm makes money (i.e. what its business model is).
- Select a home country and a host country;
Base the headquarters of your fictitious firm in a country of your choosing and select a host country in which it may be interested in operating. Ideally, you should pick at least one country that you are relatively unfamiliar with in order to enhance your learning experience. Setting up a realistic scenario may be helpful, but is not required. As stressed in the scenario, you can assume that there are considerable business opportunities in the host country you decide to choose. For example, if your fictitious firm operates in the oil industry you can assume that there is a large oil field present in the host country that you have selected regardless of whether this is true in real life.
- Observe institutional distance between home and host country with help of concepts discussed during sessions 3 – 7;
After each session from week 3 until week 7 of the course, take some time to assess the institutional distance across the two countries that you have selected based on the concepts discussed in class. Make use of the sources provided below and do some of your own research. At this stage, you do not have to write a report but be prepared to be able to discuss your initial findings in class.
- Select two dimensions of institutional distance that you will focus on in your paper;
After week 7 you should have acquired a good understanding of the institutional distance between your home and host country. At this stage, you should select two dimensions of institutional distance that you deem to be most relevant for your fictitious firm. Ideally, you would want to focus on dimensions for which (a) distance appears to be the greatest and that are (b) most relevant to the sector in which your fictitious firm operates.
- Write an investigative paper in which you analyse the relevant institutional distance between your selected home and host country and make an informed recommendation for an entry strategy.
Your paper should make use of course concepts, provide own definitions (not quotes) and cite appropriate course literature. Make sure your paper follows the structure outlined below.
Structure of the Paper
The paper should be between 2,500 and 3,000 words (excluding references) and has to contain the following parts:
- Title page: Title and Candidate Number
- Introduction: Introduce the fictitious firm, including the sector in which it is active, its basic business model and in which country headquarters are located. Briefly describe the internationalization problem by introducing the host country and summarizing the scenario provided above.
- Theory: Introduce and define the notion of institutional distance. Briefly describe the various types of entry strategies that firms can follow.
- Method: Describe which dimensions of institutional distance you will focus on and justify your choice. Discuss which sources you will use in your assessment.
- Analysis: Report on your analysis of the two dimensions of institutional distance between the home and host country. Refer to your sources where appropriate.
- Conclusion and Discussion: Conclude with a recommendation for an entry strategy that your firm should follow when entering the host country. Discuss any other issues that the firm may need to consider in relation to your recommendation. Discuss any limitations of your analysis and make suggestions for further research.
- References: Select a particular citation style and apply consistently throughout the document
Please note that the above is an indication of necessary elements for the report. You will need to add other elements to make the paper complete and logical!
Assessment Criteria
- Clarity of constructed vignette (5%): Is the fictitious firm properly introduced? Is the internationalization problem clearly described?
- Coverage of relevant literature (25%): Does the student engage with the literature in a constructive and concise manner? Has the student used additional academic articles, other than the ones covered in lectures?
- Critical analysis (25%): Are the reported claims questioned and compared in a constructive manner, with clear and coherent argumentation? Is evidence provided?
- Practical implications (25%): Does the report include clear and coherent advice on the topic? Are potential limitations taken into account?
- Originality (10%): Is the analysis creative and original? Does the report provide some new angle on the topic?
- Style and structure (10%): Is the paper clear and well written?
Suggested Resources
The following sources provide most of the information that you will need to complete your analysis. However, you should not necessarily limit yourself to these sources. Also note that some of the sources listed under one category may have some relevance for another category. For example, many of the resources under developmental distance may give an indication of economic distance as well.
General
a. The World Factbook (CIA)
Provides information on the history, people, government, economy, geography, communications, transportation, military, and transnational issues for 267 world entities.
https://www.cia.gov/library/publications/the-world-factbook/
b. Nationmaster
NationMaster is a vast compilation of data from hundreds of sources. Using the forms below, you can get maps and graphs on all kinds of statistics with ease.
c. Marketine and EMIS
Provide reports which include international country and market data, as well as political, social and cultural characteristics. Access can be gained to both databases on the CJBS Information and Library Services database page:
https://www.jbs.cam.ac.uk/faculty-research/information-library-services/databases/
Economic Distance
d. Articles with data for different countries and regions will be provided through the Moodle Booklist.
Legal Distance
e. The World Factbook (CIA): Legal Systems
https://www.cia.gov/library/publications/the-world-factbook/fields/2100.html
f. See assigned Siems (2016) article, available through Moodle Booklist
Political Distance
g. The World Factbook (CIA): Government Type
https://www.cia.gov/library/publications/the-world-factbook/fields/2128.html
h. Dow Database: Political Systems
Differences in the political systems amongst countries is measured in two distinct dimensions. The first dimension is the degree of democracy. This dimension is measured using four scales. The second aspect of differences in political systems concerns the political ideology of the group in power. This dimension is unfortunately only measured with one single indicator:
https://sites.google.com/site/ddowresearch/home/scales/democracy
Developmental Distance
i. Global Competitiveness Report (World Economic Forum)
Assesses the competitiveness landscape of 144 economies, providing insight into the drivers of their productivity and prosperity. Particularly useful are the Economy Profiles that allow for inspection of the characteristics of individual countries for 12 “pillars” that together contribute to a score for the Country Global Competitiveness Index. The pillars are: Institutions, Infrastructure, Macroeconomy, Health and primary education, Higher education and training, Goods market efficiency, Labor market efficiency, Financial market development, Technological readiness, Market size, Business sophistication, Innovation.
http://reports.weforum.org/global-competitiveness-report-2014-2015/economies/#economy=CHE
j. World Development Indicators (The World Bank)
World Development Indicators 2014 provides a compilation of relevant, high-quality, and internationally comparable statistics about global development and the fight against poverty. Six themes are used to organize indicators—worldview, people, environment, economy, states and markets, and global links.
http://databank.worldbank.org/data/reports.aspx?source=world-development-indicators
Full text pdf files of reports available through Cambridge library: http://idiscover.lib.cam.ac.uk
Look, for instance, at the States and Markets chapter: https://libsta28.lib.cam.ac.uk:2062/docview/1898059058/fulltextPDF/77FF068881AE46AFPQ/6?accountid=9851
k. Worldwide Governance Indicators.
Reports aggregate and individual governance indicators for 215 economies over the period 1996–2013, for six dimensions of governance.
http://info.worldbank.org/governance/wgi/index.aspx#home
l. Index of Economic Freedom (The Heritage Foundation)
Includes basic data on economic performance as well as overall country “IEF” including 10 indicators of economic freedom on which the index is based: trade, fiscal burden, government intervention, monetary policy, foreign investment, banking/finance, wages/prices, property rights, regulation, and informal markets.
https://www.heritage.org/index/
m. World Investment Report (UN Conference on Trade and Development)
Includes detailed FDI flows data on regions and countries and summary FDI statistics including FDI potential index, FDI performance index and others. Country Fact Sheets provide most of the relevant information.
http://unctad.org/en/pages/PublicationWebflyer.aspx?publicationid=1782
n. Corruption Perception Index
First launched in 1995, the corruption perceptions index has been widely credited with putting the issue of corruption on the international policy agenda.
http://www.transparency.org/cpi2016
o. Dow Database: Industrial Development
Differences in the degree of industrial development amongst countries is measured using nine scales
https://sites.google.com/site/ddowresearch/home/scales/industrial-development
Cultural Distance
p. Hofstede’s Cultural Dimensions Index
Provides country-level data with description for all six Hofstede dimensions (including a recent addition: indulgence) of culture and allows for cross-country comparison.
https://www.hofstede-insights.com/product/compare-countries/
q. Globe Clusters
Similar to Hofstede’s Cultural Dimensions. Clusters countries in broader regions based on underlying differences in culture.
r. World Values Survey
The World Values Survey is a global network of social scientists studying changing values and their impact on social and political life, led by an international team of scholars. The survey, which started in 1981, seeks to use the most rigorous, high-quality research designs in each country. The WVS consists of nationally representative surveys conducted in almost 100 countries which contain almost 90 percent of the world’s population, using a common questionnaire.
http://www.worldvaluessurvey.org/WVSContents.jsp
Religious Distance
s. The World Factbook (CIA): Religions
https://www.cia.gov/library/publications/the-world-factbook/fields/2122.html
t. Nationmaster: Religion
http://www.nationmaster.com/country-info/stats/Religion/Religions
u. Pew Research Center: The Global Religious Landscape
http://www.pewforum.org/2012/12/18/global-religious-landscape-exec/
also see: http://www.pewforum.org/2012/12/18/global-religious-landscape-exec/
v. Dow Database: Religion
Differences in language amongst countries is measured using three scales:
https://sites.google.com/site/ddowresearch/home/scales/religion
Linguistic Distance
w. The World Factbook (CIA): Languages
https://www.cia.gov/library/publications/the-world-factbook/fields/2098.html
y. Dow Database: Language
Differences in religion amongst countries is measured using three scales:
https://sites.google.com/site/ddowresearch/home/scales/languages
Booklists
Please see the Booklist for Group E Courses for references for this module.
Examination Guidelines
Please refer to Form & conduct of the examinations.
UK-SPEC
This syllabus contributes to the following areas of the UK-SPEC standard:
Toggle display of UK-SPEC areas.
GT1
Develop transferable skills that will be of value in a wide range of situations. These are exemplified by the Qualifications and Curriculum Authority Higher Level Key Skills and include problem solving, communication, and working with others, as well as the effective use of general IT facilities and information retrieval skills. They also include planning self-learning and improving performance, as the foundation for lifelong learning/CPD.
IA1
Apply appropriate quantitative science and engineering tools to the analysis of problems.
IA2
Demonstrate creative and innovative ability in the synthesis of solutions and in formulating designs.
KU1
Demonstrate knowledge and understanding of essential facts, concepts, theories and principles of their engineering discipline, and its underpinning science and mathematics.
KU2
Have an appreciation of the wider multidisciplinary engineering context and its underlying principles.
S1
The ability to make general evaluations of commercial risks through some understanding of the basis of such risks.
S3
Understanding of the requirement for engineering activities to promote sustainable development.
P3
Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).
Last modified: 24/01/2018 14:49
Engineering Tripos Part IIB, 4E5: International Business, 2024-25
Module Leader
Timing and Structure
Lent term. 8 x 2 hour sessions. Assessment: 100% coursework
Aims
The aims of the course are to:
- Improve understanding of the international business environment through class lectures and discussion on (i) globalization; (ii) socio-cultural and political variation in business environments; and (iii) international business strategy.
Objectives
As specific objectives, by the end of the course students should be able to:
- appreciate the complexities of the international organizational environment when making strategic decisions;
- understand and apply the concepts and theories of international business strategy.
- understand and apply key concepts related to the institution-based view in strategic management;
- conduct a comparative analysis of institutional environments in different countries;
- develop strategies to reduce political risks and manage cultural differences;
Content
This module aims to provide a deep and holistic understanding of international business in today's complex world. It moves beyond only macro-economic trends, market opportunities and industry competitiveness by paying extensive attention to the social, political and cultural differences that businesses need to consider when their activities cross borders. An appreciation of this broader “institutional” environment is essential for managers in order to craft successful internationalisation strategies.
During eight interactive lectures we will address the advantages and disadvantages of different foreign entry modes, critically discuss highly-influential ideas on understanding cross-border differences, examine exemplary internationalisation cases and enter into short class debates. As such, the module covers issues that are particularly relevant to those who are considering careers in multinational enterprises or in other organizations that deal with cross-border issues.
The course is structured around eight two-hour sessions comprising highly interactive lectures and class discussions around case studies, examples and contemporary news events.
- Introduction to international business;
- Globalization: historic and current trends;
- The institution-based view in international business;
- Bridging institutional distances: "Glocalization" Strategies
- Formal institutions: differences in economic, legal and political systems;
- Informal institutions: cross-cultural differences;
- Institutional voids: differences in institutional development;
- International Business and the Anthropocene
A selection of guest speakers including entrepreneurs, business leaders and subject matter experts will bring in additional perspectives
Course Outline
ENGINEERING TRIPOS PART IIB – 2024-25 Module 4E5: International Business
Course Outline
Please see Boolist on the Moodle Page for all required and supplementary reading, including case preparation materialsfor each session.
|
Session |
Learning Points |
Preparation for the Final Assignment |
|---|---|---|
|
1. Defining International Business
|
- Defining what international business is about - Understanding the aims and structure of the course CASE: Honda (B): Success in International Business - planning or luck? |
Start developing ideas for your assignment scenario |
|
2. Globalization: Historic and Current Trends
|
- Defining what globalization is and how it may affect business - Understanding the different sides of debates around globalization - What are critical resources for the new economy? Is Tiktok / social media a matter of national security? |
Decide on your assignment scenario |
|
3. The Institution-Based View in International Business
|
- Understanding what are institutions - Being able to apply the institution-based view as a lens to international business issues through the use of the notion of “institutional distance” - Guest Lecture |
Acquaint yourself with the resources available to study institutional distance and explore how your selected home and host country may differ. |
|
4. Formal Institutions: Differences in Economic, Legal and Political Systems
|
- Being able to classify different economic, legal and political systems - Understanding the different dimensions across which economic systems may differ and the impact on business CASE: Walmart in Europe - Guest Lecture |
Assess the differences across your selected home and host country |
|
5. Bridging Institutional Distances: Glocalization
|
- Understanding the impact of institutional distances on local market entry - Understanding the need for balancing global and localization strategies CASE: IKEA in India |
Assess the differences across your selected home and host country and consider potential localization needs |
|
6. Informal Institutions: Cross-Cultural Difference
|
- Being able to classify different cultures according to Hofstede’s dimensions - Understanding the impact of cultural differences on international business - Guest Lecture |
Assess the differences across your selected home and host country |
|
7. Institutional Voids: Emerging Economies
|
- Being able to classify differences in institutional development - Understanding the impact of institutional development on international business CASE: For Some Platforms, Network Effects Are No Match for Local Know-How - Uber vs Grab |
Assess the differences in economic development across your selected home and host country.
Select two dimensions of institutional distance that you will focus on in your paper. |
|
8 International Business and the Anthropocene
|
- Develop an informed opinion on how the international business environment is going to evolve - Reflect on the role of international businesses in the unfolding global stage CASE: Transparency, Traceability, and Compliance in Uniqlo's Global Value Chain |
Write your paper. |
Coursework
ENGINEERING TRIPOS PART IIB – 2022-23
Module 4E5: International Business
| Coursework | Format |
Due date & marks |
|---|---|---|
|
Analysis of Institutional Distance and Recommendation on Internationalization Strategy You will investigate the “institutional distance” between two different countries of your choosing and make an informed recommendation for the internationalization strategy of a fictitious firm. The aim of the assignment is to provide you with the opportunity to directly apply the concepts learned during the course to an empirical setting and encourage you to critically reflect on the different manners in which firms can cross borders. Detailed guidelines are provided below. Learning objective:
|
Individual Report Anonymously marked |
DEADLINE: Tuesday 15 April 2025, 4:00PM HAND-IN LOCATION: Moodle MARKS: [60/60] |
|
|
INDIVIDUAL ASSIGNMENT GUIDELINES
Assignment Description
You will investigate the “institutional distance” between two different countries of your choosing and make an informed recommendation for the internationalisation strategy of a (fictitious) firm of your choosing. The aim of the assignment is to provide you with the opportunity to directly apply the concepts learned during the course to an empirical setting and encourage you to critically reflect on the different manners in which firms can cross borders.
You need to imagine the following situation:
You are responsible for the internationalisation strategy of a firm that operates in {insert sector}. The firm’s headquarters are based in {insert home country} and top management has asked you to assess the possibility of expansion toward {insert host country}. Top management has determined that there are considerable business opportunities in {insert host country}, but has limited local knowledge of this country nor does it have any prior experience with doing business in countries that are similar to this country. As such, top management is uncertain if and how the identified opportunities can be captured. Assess the institutional distance between your home country and the proposed host country and make an informed recommendation regarding the entry strategy your firm should follow. In your assessment, you can assume that there are no resource constraints as top-management has assured you that it has all the resources available to execute any recommendation you make.
Assignment Steps
- Select a sector of interest in which your firm is active;
Think of a sector that you are personally interested in or imagine a firm that you are interested in and use this as inspiration for your scenario. For the purpose of the assignment, it is helpful to work with a stylized or fictional scenario to allow you to focus on the most crucial part of the assignment (the comparative institutional analysis of a chosen home and host country). However, do make sure to develop an idea of what unique capabilities define the firm that would need to be somehow replicated or transferred across borders.
- Select a home country and a host country;
Base the headquarters of your firm in a country of your choosing and select a host country in which it may be interested in operating. Ideally, you should pick at least one country that you are relatively unfamiliar with in order to enhance your learning experience. Setting up a realistic scenario may be helpful, but is not required! As stressed in the scenario above, you can assume that there are considerable business opportunities in the host country you decide to choose. In other words, if you are working with a scenario where the firm is seeking a new market, you do not have to do any market research to justify why you have selected a particular host country.
- Observe institutional distance between home and host country with help of concepts discussed during sessions 3-7;
Before each session from week 3 until week 7 of the course, take some time to explore the institutional differences across the two countries that you have selected based on the concepts discussed in class. At this stage, you do not have to write a report but be prepared to be able to discuss your initial findings in class.
- Select two dimensions of institutional distance that you will focus on in your paper;
After the final session, you should have acquired a good understanding of the institutional differences between your home and host country. At this stage, you should select two dimensions of institutional distance that you deem to be most relevant for your scenario. Ideally, you would want to focus on dimensions for which (a) distance appears to be the greatest and that are (b) most relevant to the unique capabilities of your firm.
- Write an investigative paper in which you analyse the relevant institutional distance between your selected home and host country across the two selected dimensions and make an informed, detailed and realistic recommendation for an entry strategy.
Your paper should make use of course concepts and provide definitions in own words (not quotes) where necessary. Make sure your paper follows the structure outlined below.
Structure of the Paper
The paper should be no more than 3,000 words (excluding references) and has to contain the following parts:
- Title page: Title and Student Number
- Introduction: Very briefly introduce the firm, including the sector in which it is active, its unique capabilities and in which country headquarters are located. Succinctly introduce the internationalisation problem following the scenario you have crafted.
- Theory: Very briefly introduce and define key perspectives (e.g. the institution-based view) or concepts (e.g. various entry strategies) used in the assignment. There is no need to directly reproduce course content and/or tables.
- Method: Briefly describe which dimensions of institutional distance you will focus on and justify your choice. Discuss which sources you will rely on for your assessment.
- Analysis: Report in detail on your analysis of the two dimensions of institutional distance between the home and host country. Make sure to refer to any sources you have used. Where possible, make your analysis specifically relevant to your firm by considering how institutional differences may pose challenges for your firm’s usual mode of operating / its unique capabilities.
- Conclusion and Discussion: Conclude with a detailed recommendation for an entry strategy that your firm should follow when entering the host country in which you make use of the relevant course frameworks on internationalisation strategy. Refer back to your analysis and consider how the firm can practically navigate any challenges in transferring or recreating the necessary capabilities for success in the host country. Discuss any other issues that the firm may need to consider in relation to your recommendation. Discuss any limitations of your analysis and/or make suggestions for further research.
- References: Follow the Harvard system to carefully reference relevant literature and avoid plagiarism. See: https://infolib.blog.jbs.cam.ac.uk/2017/09/28/referencing-advice-all-you....
Assessment Criteria
- Clarity of constructed scenario (5%): Is the firm properly and succinctly introduced? Is the internationalisation problem clearly but succinctly described?
- Coverage of relevant literature (25%): Does the student engage with the literature in a constructive and concise manner? Has the student used additional (academic) sources, other than the ones covered in lectures?
- Critical analysis (25%): Has the student put effort in conducting a comparative institutional analysis? Are the reported observations and implications clear, relevant, and based on coherent argumentation? Is sufficient evidence provided?
- Practical recommendations (25%): Does the report provide a clear and coherent recommendation? Does the report provide detailed considerations for how the recommendation should be implemented in practice? Does the recommendation adequately connect back to the scenario and analysis? Are potential limitations considered?
- Originality (10%): Is the report creative and original? Does the report provide some new angle on the topic?
- Style and structure (10%): Is the paper clearly structured, well written and formatted with care?
Booklists
Please refer to the Booklist for Part IIB Courses for references to this module, this can be found on the associated Moodle course.
Examination Guidelines
Please refer to Form & conduct of the examinations.
UK-SPEC
This syllabus contributes to the following areas of the UK-SPEC standard:
Toggle display of UK-SPEC areas.
GT1
Develop transferable skills that will be of value in a wide range of situations. These are exemplified by the Qualifications and Curriculum Authority Higher Level Key Skills and include problem solving, communication, and working with others, as well as the effective use of general IT facilities and information retrieval skills. They also include planning self-learning and improving performance, as the foundation for lifelong learning/CPD.
IA1
Apply appropriate quantitative science and engineering tools to the analysis of problems.
IA2
Demonstrate creative and innovative ability in the synthesis of solutions and in formulating designs.
KU1
Demonstrate knowledge and understanding of essential facts, concepts, theories and principles of their engineering discipline, and its underpinning science and mathematics.
KU2
Have an appreciation of the wider multidisciplinary engineering context and its underlying principles.
S1
The ability to make general evaluations of commercial risks through some understanding of the basis of such risks.
S3
Understanding of the requirement for engineering activities to promote sustainable development.
P3
Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).
Last modified: 26/01/2025 19:00
Engineering Tripos Part IIB, 4E5: International Business, 2023-24
Module Leader
Timing and Structure
Lent term. 8 x 2 hour sessions. Assessment: 100% coursework
Aims
The aims of the course are to:
- Improve understanding of the international business environment through class lectures and discussion on (i) globalization; (ii) socio-cultural and political variation in business environments; and (iii) international business strategy.
Objectives
As specific objectives, by the end of the course students should be able to:
- appreciate the complexities of the international organizational environment when making strategic decisions;
- understand and apply the concepts and theories of international business strategy.
- understand and apply key concepts related to the institution-based view in strategic management;
- conduct a comparative analysis of institutional environments in different countries;
- develop strategies to reduce political risks and manage cultural differences;
Content
This module aims to provide a deep and holistic understanding of international business in today's complex world. It moves beyond only macro-economic trends, market opportunities and industry competitiveness by paying extensive attention to the social, political and cultural differences that businesses need to consider when their activities cross borders. An appreciation of this broader “institutional” environment is essential for managers in order to craft successful internationalisation strategies.
During eight interactive lectures we will address the advantages and disadvantages of different foreign entry modes, critically discuss highly-influential ideas on understanding cross-border differences, examine exemplary internationalisation cases and enter into short class debates. As such, the module covers issues that are particularly relevant to those who are considering careers in multinational enterprises or in other organizations that deal with cross-border issues.
The course is structured around eight two-hour sessions comprising highly interactive lectures and class discussions around case studies, examples and contemporary news events.
- Introduction to international business;
- Globalization: historic and current trends;
- The institution-based view in international business;
- Bridging institutional distances: "Glocalization" Strategies
- Formal institutions: differences in economic, legal and political systems;
- Informal institutions: cross-cultural differences;
- Institutional voids: differences in institutional development;
- International Business and the Anthropocene
A selection of guest speakers including entrepreneurs, business leaders and subject matter experts will bring in additional perspectives
Course Outline
ENGINEERING TRIPOS PART IIB – 2023-24 Module 4E5: International Business
Course Outline
Please see Boolist on the Moodle Page for all required and supplementary reading, including case preparation materialsfor each session.
|
Session |
Learning Points |
Preparation for the Final Assignment |
|---|---|---|
|
1. Defining International Business 20 Feb |
- Defining what international business is about - Understanding the aims and structure of the course CASE: Honda (B) |
Start developing ideas for your assignment scenario |
|
2. Globalization: Historic and Current Trends 21 Feb |
- Defining what globalization is and how it may affect business - Understanding the different sides of debates around globalization CASE: TikTok and National Security - Guest Lecture |
Decide on your assignment scenario |
|
3. The Institution-Based View in International Business 27 Feb |
- Understanding what are institutions - Being able to apply the institution-based view as a lens to international business issues through the use of the notion of “institutional distance” - Guest Lecture |
Acquaint yourself with the resources available to study institutional distance and explore how your selected home and host country may differ. |
|
4. Formal Institutions: Differences in Economic, Legal and Political Systems 28 Feb |
- Being able to classify different economic, legal and political systems - Understanding the different dimensions across which economic systems may differ and the impact on business CASE: Walmart in Europe |
Assess the differences across your selected home and host country |
|
5. Bridging Institutional Distances: Glocalization 5 March |
- Understanding the impact of institutional distances on local market entry - Understanding the need for balancing global and localization strategies CASE: IKEA in India |
Assess the differences across your selected home and host country and consider potential localization needs |
|
6. Informal Institutions: Cross-Cultural Difference 6 March |
- Being able to classify different cultures according to Hofstede’s dimensions - Understanding the impact of cultural differences on international business - Guest Lecture |
Assess the differences across your selected home and host country |
|
7. Institutional Voids: Emerging Economies 12 Mar |
- Being able to classify differences in institutional development - Understanding the impact of institutional development on international business CASE: For Some Platforms, Network Effects Are No Match for Local Know-How - Uber vs Grab |
Assess the differences in economic development across your selected home and host country.
Select two dimensions of institutional distance that you will focus on in your paper. |
|
8 International Business and the Anthropocene 13 Mar |
- Develop an informed opinion on how the international business environment is going to evolve - Reflect on the role of international businesses in the unfolding global stage CASE: Transparency, Traceability, and Compliance in Uniqlo's Global Value Chain - Guest Lecture |
Write your paper. |
Coursework
ENGINEERING TRIPOS PART IIB – 2022-23
Module 4E5: International Business
| Coursework | Format |
Due date & marks |
|---|---|---|
|
Analysis of Institutional Distance and Recommendation on Internationalization Strategy You will investigate the “institutional distance” between two different countries of your choosing and make an informed recommendation for the internationalization strategy of a fictitious firm. The aim of the assignment is to provide you with the opportunity to directly apply the concepts learned during the course to an empirical setting and encourage you to critically reflect on the different manners in which firms can cross borders. Detailed guidelines are provided below. Learning objective:
|
Individual Report Anonymously marked |
DEADLINE: Tuesday 23 April 2024, 4:00PM HAND-IN LOCATION: Moodle MARKS: [60/60] |
|
|
INDIVIDUAL ASSIGNMENT GUIDELINES
Assignment Description
You will investigate the “institutional distance” between two different countries of your choosing and make an informed recommendation for the internationalisation strategy of a (fictitious) firm of your choosing. The aim of the assignment is to provide you with the opportunity to directly apply the concepts learned during the course to an empirical setting and encourage you to critically reflect on the different manners in which firms can cross borders.
You need to imagine the following situation:
You are responsible for the internationalisation strategy of a firm that operates in {insert sector}. The firm’s headquarters are based in {insert home country} and top management has asked you to assess the possibility of expansion toward {insert host country}. Top management has determined that there are considerable business opportunities in {insert host country}, but has limited local knowledge of this country nor does it have any prior experience with doing business in countries that are similar to this country. As such, top management is uncertain if and how the identified opportunities can be captured. Assess the institutional distance between your home country and the proposed host country and make an informed recommendation regarding the entry strategy your firm should follow. In your assessment, you can assume that there are no resource constraints as top-management has assured you that it has all the resources available to execute any recommendation you make.
Assignment Steps
- Select a sector of interest in which your firm is active;
Think of a sector that you are personally interested in or imagine a firm that you are interested in and use this as inspiration for your scenario. For the purpose of the assignment, it is helpful to work with a stylized or fictional scenario to allow you to focus on the most crucial part of the assignment (the comparative institutional analysis of a chosen home and host country). However, do make sure to develop an idea of what unique capabilities define the firm that would need to be somehow replicated or transferred across borders.
- Select a home country and a host country;
Base the headquarters of your firm in a country of your choosing and select a host country in which it may be interested in operating. Ideally, you should pick at least one country that you are relatively unfamiliar with in order to enhance your learning experience. Setting up a realistic scenario may be helpful, but is not required! As stressed in the scenario above, you can assume that there are considerable business opportunities in the host country you decide to choose. In other words, if you are working with a scenario where the firm is seeking a new market, you do not have to do any market research to justify why you have selected a particular host country.
- Observe institutional distance between home and host country with help of concepts discussed during sessions 3-7;
Before each session from week 3 until week 7 of the course, take some time to explore the institutional differences across the two countries that you have selected based on the concepts discussed in class. At this stage, you do not have to write a report but be prepared to be able to discuss your initial findings in class.
- Select two dimensions of institutional distance that you will focus on in your paper;
After the final session, you should have acquired a good understanding of the institutional differences between your home and host country. At this stage, you should select two dimensions of institutional distance that you deem to be most relevant for your scenario. Ideally, you would want to focus on dimensions for which (a) distance appears to be the greatest and that are (b) most relevant to the unique capabilities of your firm.
- Write an investigative paper in which you analyse the relevant institutional distance between your selected home and host country across the two selected dimensions and make an informed, detailed and realistic recommendation for an entry strategy.
Your paper should make use of course concepts and provide definitions in own words (not quotes) where necessary. Make sure your paper follows the structure outlined below.
Structure of the Paper
The paper should be no more than 3,000 words (excluding references) and has to contain the following parts:
- Title page: Title and Student Number
- Introduction: Very briefly introduce the firm, including the sector in which it is active, its unique capabilities and in which country headquarters are located. Succinctly introduce the internationalisation problem following the scenario you have crafted.
- Theory: Very briefly introduce and define key perspectives (e.g. the institution-based view) or concepts (e.g. various entry strategies) used in the assignment. There is no need to directly reproduce course content and/or tables.
- Method: Briefly describe which dimensions of institutional distance you will focus on and justify your choice. Discuss which sources you will rely on for your assessment.
- Analysis: Report in detail on your analysis of the two dimensions of institutional distance between the home and host country. Make sure to refer to any sources you have used. Where possible, make your analysis specifically relevant to your firm by considering how institutional differences may pose challenges for your firm’s usual mode of operating / its unique capabilities.
- Conclusion and Discussion: Conclude with a detailed recommendation for an entry strategy that your firm should follow when entering the host country in which you make use of the relevant course frameworks on internationalisation strategy. Refer back to your analysis and consider how the firm can practically navigate any challenges in transferring or recreating the necessary capabilities for success in the host country. Discuss any other issues that the firm may need to consider in relation to your recommendation. Discuss any limitations of your analysis and/or make suggestions for further research.
- References: Follow the Harvard system to carefully reference relevant literature and avoid plagiarism. See: https://infolib.blog.jbs.cam.ac.uk/2017/09/28/referencing-advice-all-you....
Assessment Criteria
- Clarity of constructed scenario (5%): Is the firm properly and succinctly introduced? Is the internationalisation problem clearly but succinctly described?
- Coverage of relevant literature (25%): Does the student engage with the literature in a constructive and concise manner? Has the student used additional (academic) sources, other than the ones covered in lectures?
- Critical analysis (25%): Has the student put effort in conducting a comparative institutional analysis? Are the reported observations and implications clear, relevant, and based on coherent argumentation? Is sufficient evidence provided?
- Practical recommendations (25%): Does the report provide a clear and coherent recommendation? Does the report provide detailed considerations for how the recommendation should be implemented in practice? Does the recommendation adequately connect back to the scenario and analysis? Are potential limitations considered?
- Originality (10%): Is the report creative and original? Does the report provide some new angle on the topic?
- Style and structure (10%): Is the paper clearly structured, well written and formatted with care?
Booklists
Please refer to the Booklist for Part IIB Courses for references to this module, this can be found on the associated Moodle course.
Examination Guidelines
Please refer to Form & conduct of the examinations.
UK-SPEC
This syllabus contributes to the following areas of the UK-SPEC standard:
Toggle display of UK-SPEC areas.
GT1
Develop transferable skills that will be of value in a wide range of situations. These are exemplified by the Qualifications and Curriculum Authority Higher Level Key Skills and include problem solving, communication, and working with others, as well as the effective use of general IT facilities and information retrieval skills. They also include planning self-learning and improving performance, as the foundation for lifelong learning/CPD.
IA1
Apply appropriate quantitative science and engineering tools to the analysis of problems.
IA2
Demonstrate creative and innovative ability in the synthesis of solutions and in formulating designs.
KU1
Demonstrate knowledge and understanding of essential facts, concepts, theories and principles of their engineering discipline, and its underpinning science and mathematics.
KU2
Have an appreciation of the wider multidisciplinary engineering context and its underlying principles.
S1
The ability to make general evaluations of commercial risks through some understanding of the basis of such risks.
S3
Understanding of the requirement for engineering activities to promote sustainable development.
P3
Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).
Last modified: 18/02/2024 12:53
Engineering Tripos Part IIB, 4E4: Management of Technology, 2025-26
Module Leader
Lecturers
Dr L Mortara, Dr Rob Phaal, Dr Clive Kerr, Prof Tim Minshall, Prof Frank Tietze
Timing and Structure
Michaelmas term. Eight sessions incorporating speakers. Assessment: 100% exam.
Aims
The aims of the course are to:
- provide students with an understanding of the ways in which technology is brought to market by focusing on key technology management topics from the standpoint of established businesses and new organisations
- place emphasis on frameworks and methods that are both theoretically sound and practically useful
- provide students with both an understanding of the challenges and the practical means of dealing with them in an engineering context
Objectives
As specific objectives, by the end of the course students should be able to:
- have a thorough appreciation of how technology is used to address market opportunities, and how technology management supports that process
- assess and utilise appropriate technology management methods in different contexts
- understand the core challenges of technology management and the practical means of dealing with them in an engineering context
Content
Introduction: Technology in the business context
- The objectives, content and procedure of the course.
- Technology in organisations and why technology needs managing (the evolution of markets, industry and technology)
- What are technology management processes and how are they used?
Strategic Technology Management: How do companies plan for future technology progression?
- Strategic technology management: tools to help manage the uncertainties of the future by linking technology, product and market considerations.
- Industrial Emergence framework
- Technology Roadmapping (TRM)
- Scenario planning .
Identification: How do companies keep up with scientific and technological developments?
Identification:
- Technology intelligence : what is is? what id does?
- Technology intelligence systems: how to structure a Technology intelligence activity (Mine, Trawl, Target, Scan)
- How do the technology intelligence systems operate? the process.
Selection: How to select the right technology for the future?
Selection:
- Selecting technology investments: specific problems.
- Tools and techniques for technology selection.
- How do companies manage a portfolio of R&D projects?
Acquisition: Different routes to acquire technology from partners
Acquisition:
- The process of technology acquisition.
- Defining the motivation and what we want to acquire
- Assessing the match (Internal drivers, technology and partners’ characteristics).
- Deciding the setup of the acquisition.
Protection: Protecting technology to ensure future business opportunities
Protection:
- The relevance of intellectual property (IP) in today’s technology and business context.
- How to manage and enforce IP strategically for technology related business problems.
- How to organize for effective IP management and the different I
Exploitation: Making money from new technologies: How to choose the right business model
Exploitation:
- What are the different ways in which an idea can be brought to market? (the Business models)
- Why do most innovations reach the market through new firms rather than established firms?
- How do new and established firms work together?
Innovation Management and New product introduction + Technology managers:lessons from the trenches
The management of innovation:
- The Waterfall and the Agile methods
Invited speaker(s) will reflect on their experience in technology and innovation management: Topics covered include.
· Managing technology in organisations.
· Managing technology and innovation projects.
· The job of the technology manager.
REFERENCES
Additional resources for this module will be available from the course Moodle page.
Further notes
The order of lectures and lecturers might change at short notice. Please refer to the Moodle page for the latest update
Booklists
Please refer to the Booklist for Part IIB Courses for references to this module, this can be found on the associated Moodle course.
Examination Guidelines
Please refer to Form & conduct of the examinations.
UK-SPEC
This syllabus contributes to the following areas of the UK-SPEC standard:
Toggle display of UK-SPEC areas.
GT1
Develop transferable skills that will be of value in a wide range of situations. These are exemplified by the Qualifications and Curriculum Authority Higher Level Key Skills and include problem solving, communication, and working with others, as well as the effective use of general IT facilities and information retrieval skills. They also include planning self-learning and improving performance, as the foundation for lifelong learning/CPD.
IA1
Apply appropriate quantitative science and engineering tools to the analysis of problems.
IA2
Demonstrate creative and innovative ability in the synthesis of solutions and in formulating designs.
KU1
Demonstrate knowledge and understanding of essential facts, concepts, theories and principles of their engineering discipline, and its underpinning science and mathematics.
KU2
Have an appreciation of the wider multidisciplinary engineering context and its underlying principles.
S1
The ability to make general evaluations of commercial risks through some understanding of the basis of such risks.
S2
Extensive knowledge and understanding of management and business practices, and their limitations, and how these may be applied appropriately to strategic and tactical issues.
P3
Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).
P5
Awareness of nature of intellectual property and contractual issues.
US4
An awareness of developing technologies related to own specialisation.
Last modified: 05/06/2025 14:45
Engineering Tripos Part IIB, 4E4: Management of Technology, 2017-18
Leader
Lecturers
Dr T Minshall, Dr Clive Kerr, Dr R Phaal & Dr F Tietze
Timing and Structure
Michaelmas term. Eight 2-hour sessions incorporating industry speakers. Assessment: 100% coursework
Aims
The aims of the course are to:
- provide students with an understanding of the ways in which technology is brought to market by focusing on key technology management topics from the standpoint of an established business as well as new entrepreneurial ventures.
- place emphasis on frameworks and methods that are both theoretically sound and practically useful.
- provide students with both an understanding of the issues and the practical means of dealing with them in an engineering context.
Objectives
As specific objectives, by the end of the course students should be able to:
- have a thorough appreciation of how technology is brought to address market opportunities, and how technology management supports that process.
- assess and utilise appropriate technology management methods in different contexts.
- understand the core issues of technology management and the practical means of dealing with them in an engineering context.
Content
Introduction: Technology in the business context
- Technology origins and evolution.
- How technology generates value.
- What are technology management processes and how are they used?
Developing new technologies: Managing research and development (R&D) and intellectual property rights (IPR)
- How do you manage a portfolio of R&D projects?
- What are the key aspects of IPR, and how are they managed?
- How do you put a value on R&D projects and IPR?
Making money from new technologies: How to choose the right business model
- What are the different ways in which an idea can be brought to market?
- Why do most innovations reach the market through new firms rather than established firms?
- How do new and established firms work together?
Resources to bring ideas to market: 'Make versus Buy' (MvB) and strategic alliances
- Strategic context for MvB and partnering decisions.
- Tools and techniques to support MvB decisions.
- Working in partnership with other organisations.
New product introduction (NPI)
- Structuring the NPI process.
- New product life cycles, time-to-market and metrics.
- Completing an NPI project on time and within budget.
Open approaches to innovation
- Why open approaches have become very common
- What are the different types of open innovation?
- What are the challenges in managing open models of innovation?
Planning for the future: Technology strategy and planning
- Strategic technology management.
- Planning for the future by linking technology, product and market considerations - Technology Roadmapping (TRM).
- Scenario planning tools to help manage the uncertainties of the future.
Technology management in practice
- A panel of experienced technology managers will share lessons, and respond to queries posed by students.
REFERENCES
Additional resources for this module will be available from Camtools. Details will be given at the start of the module.
Coursework
For the coursework, students are required to research and write a report of approximately 3,000 words on a specific management of technology theme provided in the first lecture of the module. The report should draw upon module material supplemented with students' own research on both industrial practice & academic theory.
| Coursework | Format |
Due date & marks |
|---|---|---|
|
Final report Coursework 1 brief description Learning objective:
|
Individual Report Anonymously marked |
Friday 19th January 2018, 12:00 (noon) 100% of assessment for this module
|
Booklists
Please see the Booklist for Group E Courses for references for this module.
Examination Guidelines
Please refer to Form & conduct of the examinations.
UK-SPEC
This syllabus contributes to the following areas of the UK-SPEC standard:
Toggle display of UK-SPEC areas.
GT1
Develop transferable skills that will be of value in a wide range of situations. These are exemplified by the Qualifications and Curriculum Authority Higher Level Key Skills and include problem solving, communication, and working with others, as well as the effective use of general IT facilities and information retrieval skills. They also include planning self-learning and improving performance, as the foundation for lifelong learning/CPD.
IA1
Apply appropriate quantitative science and engineering tools to the analysis of problems.
IA2
Demonstrate creative and innovative ability in the synthesis of solutions and in formulating designs.
KU1
Demonstrate knowledge and understanding of essential facts, concepts, theories and principles of their engineering discipline, and its underpinning science and mathematics.
KU2
Have an appreciation of the wider multidisciplinary engineering context and its underlying principles.
S1
The ability to make general evaluations of commercial risks through some understanding of the basis of such risks.
S2
Extensive knowledge and understanding of management and business practices, and their limitations, and how these may be applied appropriately to strategic and tactical issues.
P3
Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).
P5
Awareness of nature of intellectual property and contractual issues.
US4
An awareness of developing technologies related to own specialisation.
Last modified: 10/10/2017 13:14
Engineering Tripos Part IIB, 4E4: Management of Technology, 2024-25
Module Leader
Lecturers
Dr L Mortara, Dr Rob Phaal, Dr Clive Kerr, Prof Tim Minshall, Prof. F. Tietze
Timing and Structure
Michaelmas term. Eight sessions incorporating speakers. Assessment: 100% exam. The Lectures will be held in LT6
Aims
The aims of the course are to:
- provide students with an understanding of the ways in which technology is brought to market by focusing on key technology management topics from the standpoint of an established business
- place emphasis on frameworks and methods that are both theoretically sound and practically useful
- provide students with both an understanding of the challenges and the practical means of dealing with them in an engineering context
Objectives
As specific objectives, by the end of the course students should be able to:
- have a thorough appreciation of how technology is used to address market opportunities, and how technology management supports that process
- assess and utilise appropriate technology management methods in different contexts
- understand the core challenges of technology management and the practical means of dealing with them in an engineering context
Content
Introduction: Technology in the business context
- The objectives, content and procedure of the course.
- Technology in organisations and markets.
- How technology is managed to generate value – the link between technology and innovation.
- What are technology management processes and how are they used?
Strategic Technology Management: How do companies plan for future technology progression?
- Strategic technology management.
- Planning for the future by linking technology, product and market considerations - Technology Roadmapping (TRM).
- Scenario planning tools to help manage the uncertainties of the future.
Identification: How do companies keep up with scientific and technological developments?
- Technology intelligence and its role for organisations.
- Technology intelligence systems.
- How do the technology intelligence systems operate: the process.
Selection: How to select the right technology for the future?
- Selecting technology investments: specific problems.
- Tools and techniques for technology selection.
- How do companies manage a portfolio of R&D projects?
Acquisition: Different routes to acquire technology from partners
- The process of technology acquisition.
- Defining the motivation and what we want to acquire
- Assessing the match (Internal drivers, technology and partners’ characteristics).
- Deciding the setup of the acquisition.
Protection: Protecting technology to ensure future business opportunities
- The relevance of intellectual property (IP) in today’s technology and business context.
- How to manage and enforce IP strategically for technology related business problems.
- How to organize for effective IP management.
Exploitation: Making money from new technologies: How to choose the right business model
- What are the different ways in which an idea can be brought to market?
- Why do most innovations reach the market through new firms rather than established firms?
- How do new and established firms work together?
Technology managers:lessons from the trenches
· Invited speaker(s) will reflect on their experience in technology and innovation management: Topics covered include.
· Managing technology in organisations.
· Managing technology and innovation projects.
· The job of the technology manager.
REFERENCES
Additional resources for this module will be available from the course Moodle page.
Further notes
The order of lectures and lecturers might change at short notice. Please refer to the Moodle page for the latest update
Booklists
Please refer to the Booklist for Part IIB Courses for references to this module, this can be found on the associated Moodle course.
Examination Guidelines
Please refer to Form & conduct of the examinations.
UK-SPEC
This syllabus contributes to the following areas of the UK-SPEC standard:
Toggle display of UK-SPEC areas.
GT1
Develop transferable skills that will be of value in a wide range of situations. These are exemplified by the Qualifications and Curriculum Authority Higher Level Key Skills and include problem solving, communication, and working with others, as well as the effective use of general IT facilities and information retrieval skills. They also include planning self-learning and improving performance, as the foundation for lifelong learning/CPD.
IA1
Apply appropriate quantitative science and engineering tools to the analysis of problems.
IA2
Demonstrate creative and innovative ability in the synthesis of solutions and in formulating designs.
KU1
Demonstrate knowledge and understanding of essential facts, concepts, theories and principles of their engineering discipline, and its underpinning science and mathematics.
KU2
Have an appreciation of the wider multidisciplinary engineering context and its underlying principles.
S1
The ability to make general evaluations of commercial risks through some understanding of the basis of such risks.
S2
Extensive knowledge and understanding of management and business practices, and their limitations, and how these may be applied appropriately to strategic and tactical issues.
P3
Understanding of contexts in which engineering knowledge can be applied (e.g. operations and management, technology, development, etc).
P5
Awareness of nature of intellectual property and contractual issues.
US4
An awareness of developing technologies related to own specialisation.
Last modified: 17/01/2025 14:16

