Students should understand: the characteristics and capabilities of Japanese multinational enterprises generally, including the influence of home country origins; the role of these multinationals in key Asian and North American markets; the characteristics and capabilities of Korean MNEs, the similarities and differences of Korean and Japanese MNEs, and recent lessons from the growth of Chinese MNEs; the global strategies of Asia Pacific MNEs, and their impact on host economies; the forces of economic internationalization and regional integration; theories of international business and their relation to the practical cases of leading Asian multinationals.
On the moodle page, in addition to the course materials, you will find links to various news sources related to European Business (FT, Economist, BBC etc.) and to articles posted on my Twitter feed (course-related articles are marked #MN3225).
Why have some nations succeeded economically, while others have not?
Why do the world’s living standards vary so considerably?
To what extent are these variations in national wealth and human opportunity explained by differences in national business systems and managerial organization?
Have the causes of economic and managerial change been national or global in their origin?
How do we find the means to explain such large-scale, highly complex events and trends?
The course is based on the detailed study of five major economies, chosen for their significance and size, and for the lessons they might reveal. These countries are the United States, Japan, Germany, Britain and China.
The aim of the course is explicitly to compare the experiences of these five major nations, explore similarities and differences in their economic and managerial organization, and seek explanations for variations in long-term performance.
We will consider general interpretations of national economic success and cases of international competitiveness. We will review issues from a number of levels: from the nation state to localities, individual industries, firms, and core business functions. We will evaluate the international dimensions of business, national characteristics, and selected firm studies.
Strategic Marketing Consultancy in the Digital Era
Welcome to the Strategic Marketing Consultancy in the Digital Era module. The module will introduce students to strategic marketing and consulting, the latest trends in quantitative digital marketing such as big data analytics and security, trends in qualitative digital marketing such as storytelling and immersive consumer environments. It aims to educate students about real-life strategic marketing cases and how these could be treated with the help of digital data insights. It also aims to familiarise students with new trends in quantitative and qualitative data analysis, and how these may be applied to consulting clients. In addition, strategic marketing in B2C and B2B contexts, strategic marketing consultation for products and for services new developments within emerging markets will be explored. Students will also be offered practical sessions on how to run a successful consultancy project and an employment session run in collaboration with senior staff from different brands. Students will be using practical industry-related scenarios as part of their work and presenting this in class. In addition, industry professionals will be invited to provide talks and insights from the industry. Finally, there will be fieldtrips to see the real-life application of data insights.
Welcome to MN3495 Clusters, Small Business and International Entrepreneurship
The aims:
1. To build on the strategy and international business courses taught in the BSc Management, and complement them with a perspective on the same issues but with a focus on SMEs - Small and Medium Enterprises, new firms and industrial clusters
2. To provide an understanding of the different way in which small and medium companies compete – their advantages, such as flexibility, and their disadvantages, such as resource constraints
3. To explain the functioning of clusters and the role of location in shaping companies’ strategies, opportunities and competitiveness
4. To provide a theoretical as well as a practical outlook of collaborative strategies as a means for small companies to compete in the global economy
5. To explain how small companies and multinationals interact, linking this course to others that focus on the functioning of multinationals
Teaching & Learning Methods:This course will be taught through 20 lectures of 1 hr (1 hr F2F and 1 hr online) and nine 1 hr long online workshops. The workshops will include
presentations, the discussion of case studies and varied group exercises. Lectures will include guest speakers (entrepreneurs).
Course Summary
Organisations are increasingly dependent on the timely analysis of large volumes of data for strategic and operational decisions. A report by the McKinsey Global Institute (Manyika et al. 2011) predicted that by 2018, the United States alone would face a shortfall of 1.5 million data-savvy managers with the know-how to analyse large amounts data to make effective decisions. More recent surveys have shown that the McKinsey warning was not wrong. Organisations today make use of data sets and analytical techniques in applications that are so large (from terabytes to exabytes) and complex (from sensor to social media data) that they require advanced and unique data storage, management, analysis, and visualisation technologies.This course will introduce you to the ideas and technologies which underpin business data analytics, examine the new opportunities and risks which they offer to the business organisation and give you experience with current business analytics software.
This course will equip you with a critical understanding of how latest digital technologies can be used to create, lead or support innovation initiatives.
You will learn how digital innovation can deliver business value, something you may have explored in your courses of strategy or process management during your degree. Digital technologies can support as well as enhance organisational strategies.
In today’s business world, it has become increasingly important for organisations to successfully deploy and manage business process applications. This course will provide students with a critical understanding of business process applications in an enterprise environment, both from a business and IT perspective.
The course will examine the foundations of business process applications, particularly ERP systems, and will provide students with an understanding of how to develop, implement and manage business process applications within an organisation to increase overall business success. The issues surrounding business process management, enterprise development and architecture, process transformation, process improvement, operational and post-implementation activities, and enterprise-level applications will be explored. The course also includes a practical element, allowing students to gain experience of SAP ERP software.
Reader in International Business and Entrepreneurship
Office Hours: Thursdays 11.00-13.00
Moore Annexe - Room 123
E-Mail: g.ozcan@rhul.ac.uk
Dr. Hsing-fen Lee (Course Lecturer)
Senior Lecturer in Strategy and Entrepreneurship
Office Hours:
Moore Annexe - Room 16
E-mail: hsing-fen.lee@rhul.ac.uk
Moodle 201516
1. Aims
The course will address how enterprises evolved and how the position of entrepreneurs changed over the centuries under different regimes of state formation, institutional change and moral discipline. Through a set of readings we will examine the way in which theory and history of entrepreneurship developed with a specific focus on institutional perspectives. Illustrative readings will be used to show temporal, geographical and structural patterns that are relevant and important for understanding today’s business world and global challenges.
2. Learning Outcomes
By the end of this course, students should be able to:
• Understand the rationale of different theoretical perspectives on entrepreneurship
• Appreciate the significance of historical, political and moral factors in shaping entrepreneurial development
• Assess the importance of geographical and structural issues in entrepreneurship history
• Examine how political and moral institutions facilitate or hinder entrepreneurship under different political regimes and markets
• Compare and contrast different theoretical perspectives on entrepreneurship
.
This course will examine international and theoretical perspectives on Corporate Governance (CG). The emphasis will be on developing a critical analysis of the corporate governance theories and neo-liberal views on corporate governance. The areas that we will explore further during the term is the role of board of directors, regulation and policies and political connectedness and its relationship with the firm value and performance. Students will also learn about prevailing debates on insider- versus outsider-controlled corporate governance regimes, especially in relation to UK, US and other markets. Company specific cases and international comparisons will broaden the scope of the course. In addition to the case studies based on western corporations, the course will also examine CG issues in a range of emerging economies and diverse industries.
2. Learning Outcomes
By the end of this course, students should:
• Develop a good understanding of a number of diverse theoretical positions on corporate governance
• Critically evaluate the concepts of control, accountability and transparency within the context of corporate
governance
• Analyse the role of regulation and its comparative national context
• Discuss new trends in emerging market business groups and multinationals
• Apply theoretical frameworks within the context of corporate governance to real world cases and business
issues
This process faces inherent challenges, particular in regard to responsibility and sustainability. This course takes a closer look at responsibility in the context of entrepreneurship and innovation. It introduces the concept of responsible innovation and entrepreneurship and discuss their inherent ambivalence of new ideas and their implementation.
The course combines theoretical and practical approaches. You will not only discuss aspects of responsible entrepreneurship and innovation from a theoretical perspective, but you will develop your own responsible entrepreneurial venture.
The aims of this course are: to explore issues at the interface of marketing and moral philosophy; to foster ethical reasoning and decision-making; to equip students with appropriate frameworks for approaching ethical problems that may arise in day-to-day marketing practice; to develop links between the various ethical dilemmas in marketing mix decisions and marketing management more broadly; to assess the range of potential responses to ethical marketing issues.
Individual sessions will progress from (1) offering a background introduction to moral philosophy (and interrelated social and political issues) to (2) applying moral theories into case studies of marketing ethics and finally, to (3) discussing potential responses by multiple stakeholders such as consumers, businesses and governmental actors.
Welcome to MN3915, Responsible Business in Context!
This course is mandatory for all final year students in the School of Business and Management, because we believe that whether you graduate specialising in accounting, marketing, HRM or management, managers of the future need to understand the changing contexts in which business operates.The main focus of the course is therefore on the opportunities and challenges regarding sustainability, responsibility and ethics, viewed through a range of key corporate functions. I and the teaching team really hope you find the course practical, stimulating and inspiring.
Lauren
The course will then critically examine the practical utility, intellectual claims, ethical status, and political impact of marketing. The critiques are illustrated in relation to historical paradigms of marketing knowledge as well as the practical application of marketing in, amongst others, market relationships and cultures, marketing work, and consumer activism.