WAYLAND BAPTIST UNIVERSITY



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Virtual CAMPUS

SCHOOL OF BUSINESS

SYLLABUS

1. Mission Statement: Wayland Baptist University exists to educate students in an academically challenging, learning-focused and distinctively Christian environment for professional success and service to God and humankind.

2. Course: MGMT 6308 – Seminar in International Management

3. Term: Spring 2017

4. Instructor: Lloyd L. Cannedy, Ph.D., Professor

5. Office Phone and email: 940-733-5269, lloyd.cannedy@wbu.edu , CanCo1@

6. Office Hours, Building, and Location: 12:00 p.m. – 5:00 p.m., Monday, Friday, WBU Call Field Center, Wichita Falls, Texas

7. Class Meeting Time and Location:

8. Catalog Description: Examination of current issues in international management including research in the field of international management, resource allocation across international divisions, cultural context effects on international management, and other related topics.

9. Prerequisites:

10. Required Textbook and Resources: Internet Access, Wayland Email Account, Microsoft Word

|BOOK |AUTHOR |ED |YEAR |PUBLISHER |ISBN# |REVIEW |

|International Management, | |9th |2016 |McGraw-Hill |0077862449 |Summer 2016 |

|Culture, Strategy and Behavior |Fred Luthans and | | | | | |

| |Johnathan Doh | | | | | |

11. Optional Materials:

12. Course Outcome Competencies:

Upon completion of this course the student should be able to:

• Critique and synthesize seminal theories in international management research

• Propose research projects that extend or combine current research in international management

• Apply international management research theories to current problems faced by managers in multinational and global companies

13. Attendance Requirements: Students are expected to participate in all required instructional activities in their courses. Online courses are no different in this regard; however, participation must be defined in a different manner.

1. Student “attendance” in an online course is defined as active participation in the course as described in the course syllabus. Instructors in online courses are responsible for providing students with clear instructions for how they are required to participate in the course. Additionally, instructors are responsible for incorporating specific instructional activities within their course and will, at a minimum, have weekly mechanisms for documenting student participation. These mechanisms may include, but are not limited to, participating in a weekly discussion board, submitting/completing assignments in Blackboard, or communicating with the instructor.

2. Students aware of necessary absences must inform the professor with as much advance notice as possible in order to make appropriate arrangements.

3. Any student absent 25 percent or more of the online course, i.e., non-participatory during 3 or more weeks of an 11 week term, may receive an F for that course. Instructors may also file a Report of Unsatisfactory Progress for students with excessive non-participation.

4. Any student who has not actively participated in an online class prior to the census date for any given term is considered a "no-show" and will be administratively withdrawn from the class without record. To be counted as actively participating, it is not sufficient to log in and view the course. The student must be submitting work as described in the course syllabus.

5. Additional attendance and participation policies for each course, as defined by the instructor in the course syllabus, are considered a part of the university’s attendance policy.

During the first week of class each student is to complete and email to the Professor the Personal Data Sheet attached as Exhibit I to this syllabus. This will let your instructor know more about each student and further enhance the tailoring the course learning to each student’s specific needs. The data sheet will also provide alternative sources for student contact should circumstances dictate. Also important is that it is imperative that the student log on to Blackboard and participate in weekly class discussions online without exception. Students need to read the weekly readings listed for each class and select two articles from the list of accepted journals and be prepared to discuss this information in our virtual classrooms. Our objective is to transform Blackboard into a learning lab through interaction, integration, engagement and participation. The student’s participation should reflect not only the presentation of ideas and insights, but also the degree to which you observe, listen and thoughtfully build on your fellow student’s comments and ideas as well as those of your Professor. A key goal of this course is the generation of future research with collaborations among those in the class by offering ideas and constructive, respectful interaction as a critical way towards creating a thriving intellectual climate of excellence from the classroom. Being informed on the subject matter and providing creative thinking, is paramount. Productive online participation fostering new and unique insights, clarifying issues, and complexities, reframing and extending ideas in meaningful ways, and offering a perspective that helps integrate and synthesize reading ideas and topics is a large part of the effort. An important part of the process is debate and dialogue, but always in the realm of respect and appreciation for collaborating students. The process of mutual learning and discovery is required of students to foster a true learning laboratory.

14. Statement on Plagiarism and Academic Dishonesty: Wayland Baptist University observes a zero tolerance policy regarding academic dishonesty. Per university policy as described in the academic catalog, all cases of academic dishonesty will be reported and second offenses will result in suspension from the university.

15. Disability Statement: “In compliance with the Americans with Disabilities Act of 1990 (ADA), it is the policy of Wayland Baptist University that no otherwise qualified person with a disability be excluded from participation in, be denied the benefits of, or be subject to discrimination under any educational program or activity in the university. The Coordinator of Counseling Services serves as the coordinator of students with a disability and should be contacted concerning accommodation requests at (806) 291- 3765. Documentation of a disability must accompany any request for accommodations.”

16: Course Requirements and Grading Criteria:

Students shall have protection through orderly procedures against prejudices or capricious academic evaluation. A student who believes that he or she has not been held to realistic academic standards, just evaluation procedures, or appropriate grading, may appeal the final grade given in the course by using the student grade appeal process described in the Academic Catalog. Appeals may not be made for advanced placement examinations or course bypass examinations. Appeals are limited to the final course grade, which may be upheld, raised, or lowered at any stage of the appeal process. Any recommendation to lower a course grade must be submitted through the Executive Vice President/Provost to the Faculty Assembly Grade Appeals Committee for review and approval. The Faculty Assembly Grade Appeals Committee may instruct that the course grade be upheld, raised, or lowered to a more proper evaluation.

Course Assignments:

Synthesis Papers:

For the first ten classes of this course the students will need to submit a written synthesis paper indicating thoughtful analysis of the assigned weekly readings which include the identified text chapters, assigned cases, and supplemental articles provided under each topic to further enhance topic understanding. The 5 – 6 page double spaced submissions are due by midnight CST on Thursday of each week. Students will upload their paper to Blackboard. During the first week of class the student will be assigned a partner for peer review. In most cases, this will be a fellow student. There may however, be occasions in which your professor will be assigned as your partner for peer review. Given the value of this weekly peer review, it is very important that these analyses are turned in on time. Late papers will receive a penalty without exception or excuse. These papers and the thought process that generates them is important to your learning and development.

Synthesis papers are neither summaries nor simply your subjective reaction to the readings. They require thoughtful integration, analysis and synthesis of the readings. The papers are to assist you and your student colleagues in identifying research questions and ideas. It is insufficient to simply indicate that you did or did not like the readings. That approach will help neither you nor your classmate progress to a deeper level of analysis. In addition to your assigned weekly readings, you are to select, analyze and incorporate two academic articles published from those journals identified at the end of this syllabus as accessible for a research project. Please provide a bibliography of these two additional articles with the synthesis paper. Among other considerations, the paper should include the following questions:

1. What gaps have you discovered in the literature?

2. What are the important research questions that need to be answered?

3. What types of methodical issues will be faced in conducting this research and how would the student approach resolution of these problems?

4. What is your contemplated hypothesis?

5. What are your expected results from the research questions?

Each of the ten papers is worth a potential of 20 points for a total of 200 points.

Synthesis Paper Peer Evaluation and Critique:

The goal of Peer Evaluation and Critique in this class is to foster and develop collaborative work relationships which will result in future publications. A concomitant goal is to develop and refine the student’s reviewing skills. Peer review is a critical component of intellectual development. In the process of such reviewing, the intention is to yield an array of important insights on how to effectively frame and development intellectual pursuit in the resulting manuscript. Accordingly, each week the student will be paired with a different partner for peer review of the synthesis paper. Students will be responsible for reading and critically evaluating a student colleague’s work through development of a scholarly peer evaluation. A rubric will be provided to the student on Blackboard. Peer review is a critical ingredient in doctoral education. This review is to be taken as seriously and as an important assignment. For each question in the Rubric, you will not only assign a grade, but offer valuable ideas on how your peer can improve, deficits in analysis, and how to advance the proposed ideas. Such analysis must be thorough. While the student will always be respectful of others, these reviews are where real learning can take place. This synthesis paper peer review evaluation is due each Monday of the second through eleventh weeks of the term. As with the preparation of the synthesis paper, the peer evaluation of these papers must be submitted on time and late papers will be penalized.

Each of the ten peer evaluations papers is worth a potential of 20 points for a total of 200 points.

Research Paper:

The research paper can be used in part or whole for the Applied Project. It must obviously be on an International Management topic. It is possible for the student to take one of the Synthesis papers and further develop it for the research paper. The final research paper may be a conceptual/theory paper or a research proposal. Aligned with the Academy of Management Review Standards, theory papers should make a substantial contribution to the field by developing new theory or models, challenging current theoretical perspectives, or by offering a synthesis of new theoretical advances or ideas in the field. Theory papers should be firmly grounded in a review of the literature, but literature reviews are insufficient for extending and developing theory. Theory papers should include graphic presentations and diagrams that model the relationships, and/or testable propositions.

Research proposals should conform to Academy of Management Journal standards. They need to include a theory-based literature review, hypothesis, method section, proposed data analysis and a conclusion that discusses the practical and theoretical implications of the proposed work, as well as the methodological limitations. The student’s proposal must be methodically sound and also make a clear and strong theoretical contribution to the literature. The student’s research paper could be a clear plan of action for your major research project.

The final research paper should therefore be a 20 – 25 page double-spaced, typed document. Please note that, using the Academy of Management meeting submissions as a guideline, the maximum length of the student’s paper is capped at 40 double-spaced pages (including title page, 100 word abstract, text, tables, figures and references.) The paper format should follow the Academy of Journal’s Style Guide. Papers must be written explicitly for this course. Papers that are revised or modified from other courses will not be accepted.

The Research paper is to be submitted to Blackboard by the end of the 10th week. There are three things that will help the student develop a high quality paper. First, the Professor will need to approve the student’s paper topic to be sure the student is on the right track. Second, the Professor has developed a peer review process that should help you refine your work. Third, the student will be asked to submit drafts of the paper before it is due. The deadlines are listed in the schedule and the peer review process is described below.

The research paper will be worth a total of 200 points.

Peer Review for Research Paper:

To meet the goals of developing collaborative working relationships, resulting in future publications, and the goal of refining student reviewing skills, the class will offer two developmental review processes. The student will first pair up with a review partner. The student will work with a review partner during the semester, sharing ideas, challenges, and drafts. The review partner will be a sounding board offering specific developmental and constructive feedback. The Professor will evaluate student performance as a part of the peer review grade. Employing this process, the student’s paper will undergo multiple iterations, starting with fleshed-out outlines and evolving through numerous stages of manuscripts to the final paper. Students need to make certain that their review partner receives the complete first draft of the student’s manuscript by the date listed in the schedule. The student review should employ Microsoft Word’s reviews and comment features when providing feedback to the partner’s manuscript. The student’s peer review grade will be based upon the quality and depth of the feedback given to the student’s partner. The schedule for deadlines used to submit drafts to your partner and for return of manuscripts is provided in this syllabus.

17. Tentative Schedule:

Class Topic

1 Globalization and International Linkages

The Political, Legal, and Technological Environment

Case 1.1: Student Advocacy and “Sweatshop” Labor: The Case of Russell Athletic 92

• “The Trouble with India,” BusinessWeek, March 19, 2007, pp. 48–58

• “The World’s Headache,” Economist, December 6, 2008, p. 58

• “Bending, not Bowing,” Economist, April 10, 2010, p. 75

• “How Donald Trump Thinks About Trade,” The Economist, November 9, 2016

• “Nokia on Schedule Dispite Struggles,” Talk Vietnam Business, December 24, 2012, .

Synthesis paper for Globalization and International Linkages, The Political, Legal, and Technological Environment due 8:00 a.m. 4th day of class, week one. (March 2, 2017)

2 Ethics, Social Responsibility, and Sustainability

Case 1.2: Pharmaceutical Companies, Intellectual Property, and the Global AIDS Epidemic 97

• “ Offshoring: Political Myths and Economic Reality,” World Economy, March 2006, pp. 249–256

• Neil Macfarquhar,“After the Saudi Rampage, Questions and Few Answers,” New York Times, June 1, 2004, p. A6

• “Rising Stars,” Airfinance Journal, September 2002, p. 50.

• “Saudi Monarch Grants Women Right to Vote,” The New York Times Online, September 25, 2012, .

• Richard C. Paddock, Eric Lepton, et. al., Potential Conflict Around the Globe for Trump, New York Times, November 26, 2016,

Peer review for synthesis paper on Globalization and International Linkages and

The Political, Legal, and Technological Environment due 8 a.m. 1st day of class, week two. (March 6, 2017)

Synthesis paper for Ethics, Social Responsibility, and Sustainability due 8 a.m. 4th day of class, second week. (March 9, 2017)

3 The Meanings and Dimensions of Culture

Managing Across Cultures

Case 2.1a: Euro Disneyland

• Geert Hofstede, Cultures and Organizations: Software of the Mind, London: McGraw-Hill U.K., 1991.

• “Still Everything to Play For,” Economist, June 5, 2010, pp. 15–16

• “The World Cup Retail Windfall—Myth or Reality?” African Business, March 2010, pp. 58–59

• “When the Whistle Blows,” Economist, June 5, 2010, p. 15

• Benjamin Fulford, “Microwave Missionaries,” Forbes, November 13, 2000, pp. 136–146

• “Mexico’s Economy Hints at Rebound, Aided Once Again by U.S. Ties,” The Wall Street Journal, January 13, 2004, p. A2

• Rick Nelson, “Recovery and Jobs,” Test & Measurement World, June 2010, pp. 9

• Lance Jepsen, What the Trump Win Means for Multinational Corporations, Guerilla Stock Trading, November 14, 2016.

Peer review for synthesis paper for Ethics, Social Responsibility, and Sustainability due 8 a.m. 1st day of class, week three. (March 20, 2017)

Synthesis paper for The Meanings and Dimensions of Culture, Managing Across Cultures due 8 a.m. 4th day of class, week three. (March 23, 2017)

Message your Professor your proposed research topic with possible research questions during the 3rd week.

4 Organizational Cultures and Diversity

Cross-Cultural Communication and Negotiation

Case 2.1b: Beyond Tokyo: Disney’s Expansion in Asia

• “Wal-Mart Finds That Its Formula Doesn’t Fit Every Culture ,” New York Times, August 2, 2006, 2006/08/02/business/world business/02walmart.html.

• Ian Rowley, “Japan Isn’t Buying the Wal-Mart Idea,” BusinessWeek, February 28, 2005, magazine/content/05_09/b3922073.htm

• Sheida Hodge, Global Smarts (New York: Wiley, 2000), p. 76

• Richard D. Lewis, When Cultures Collide (London: Nicholas Brealey, 1999), pp. 414–415

• “China Revises Up 2010 GDP Expansion,” People’s Daily Online, September 8, 2011, english..

• Uri Freidman, Donald Trump and the Coming Threat to International Order, The Atlantic, November 9, 2016.

Peer review for synthesis paper on The Meanings and Dimensions of Culture, Managing Across Cultures due by 8 a.m. 1st day of class, week 4.(March 27, 2017)

Synthesis paper for Organizational Cultures and Diversity, Cross-Cultural Communication and Negotiation due by 8 a.m. of the 4th day of class, week four. (March 30, 2017)

5 Strategy Formulation and Implementation

Case 3.1: Tata “ Nano ”: The People’s Car

• “Start Your Engines,” Economist, March 20, 2010, pp. 69–70

• “The Mobile Revolution in Africa,” Global Finance, December 2009, p. 49

• Ben Arisin Prague, “Central European Entrants to EU Have Most to Gain but Are Least Prepared,” Knight Ridder Tribune Business News, March 14, 2004, p. 1.

• Sean Williams, Corporate Tax Repatriation Plan Would Benefit These Companies, The Motley Fool, November 5, 2016.

Peer review for synthesis paper on Organizational Cultures and Diversity, Cross-Cultural Communication and Negotiation due by 8 a.m. the 1st day of week 5. (April 3, 2017)

Synthesis paper for Strategy Formulation and Implementation due by 8 a.m. the 4th day of class, week 5. (April 6, 2017)

Submit first draft of the student’s research paper to the student’s peer reviewer by 1st day class, of week five. (April 3, 2917)

6 Entry Strategies and Organizational Structures

Case 3.2: The Ascendance of AirAsia: Building a Successful Budget Airline in Asia

• Keith A. Rosten, “Soviet–U.S. Joint Ventures: Pioneers on a New Frontier,” California Management Review, Winter 1991, pp. 88–108

• “The Response of the ‘New Consumer’ to Promotion in the Transition Economies of the Former Soviet Bloc,” Journal of World Business 35, no. 2 (2000), pp. 189–206

• Hermann Simon, “Lessons from Germany’s Midsize Giants,” Harvard Business Review, March–April 1992, pp. 115–123

• Robert Neff and Douglas Harbrecht, “Germany’s Mighty Unions Are Being Forced to Bend,” BusinessWeek, March 1, 1993, pp. 52–56

• Wayne Arnold, “World “Labour Force,” Australian Bureau of Statistics, July, 2013, .au/ausstats/

• Marcus W. Brauchli, “Politics Threaten Power Project in India,” The Wall Street Journal, July 3, 1995, p. A14

Peer review for Synthesis paper on Strategy Formulation and Implementation due by 8 a.m. 1st day of class, week 6. (April 10, 2017)

Synthesis paper for Entry Strategies and Organizational Structures due by 8 a.m. the 4th day of class, week 6. (April 13, 2017)

Peer review for first draft due first day of class, week 6. (April 10, 2017)

7 Managing Political Risk, Government Relations, and Alliances

Case 2.2: Walmart’s Global Strategies

• John Stackhouse, “India Sours on Foreign Investment,” Globe and Mail, August 10, 1995, sec. 2, pp. 1–2

• CIA Factbook (2001); Jonathan Wheatley, “Is Lula’s Honeymoon Winding Down?” BusinessWeek, April 26, 2004, p. 59

• “Bell South’s Latin Ambitions,” BusinessWeek Online, October 20, 2003

• Larry Rohter, “Brazil’s President Re-elected in Landslide,” New York Times, October 29, 2006, p. A1

• “Free Kicks and Kickbacks,” Economist, November 3, 2007, p. 43; CIA Factbook (2012)

Peer review for synthesis for Entry Strategies and Organizational Structures due by 8 a.m. 1st day of class, week 7. (April 17, 2017

Synthesis paper for Managing Political Risk, Government Relations, and Alliances due by 8 a.m. the 4th day of class, week 7. (April 20, 2017)

8 Management Decision and Control

Case 2.2: Danone’s Wrangle with Wahaha

• Ford S. Worthy, “Japan’s Smart Secret Weapon,” Fortune, August 12, 1991, pp. 72–75

• Jim Carlton, “Sega Leaps Ahead by Shipping New Player Early,” The Wall Street Journal, May 11, 1995, pp. B1, B3

• Jeffrey K. Liker and Yen-Chun Wu, “Japanese Automakers, U.S. Suppliers and Supply-Chain Superiority,” Sloan Management Review, Fall 2000, pp. 81–93

• “Turkey: Istanbul Clashes Rage as Violence Spreads to Ankara,” The Guardian, May 31, 2013, guardian.co.uk/.

Peer review for synthesis for Managing Political Risk, Government Relations, and Alliances due 8 a.m. 1st day of class, week 8. (April 24, 2017)

Synthesis paper for Management Decision and Control due 8. A.m. 1st day of class, week 8. (April 24, 2017)

9 Motivation Across Cultures

Case 2.1: Coca-Cola in India

• “Putting the Front Line First: McDonald’s Commitment to Employees Bolsters the Bottom Line,” Hewitt, vol. 9, issue 1, http:// intl/na/en-us/KnowledgeCenter/Magazine/ vol9_iss1/departments-upclose.html. International Management in Action: Karoshi

• Michael Zielenziger, “Alcohol Consumption a Rising Problem in Japan,” Miami Herald, December 28, 2000, p. 10A

• Karen Lowry Miller, “Now, Japan Is Admitting It: Work Kills Executives,” BusinessWeek, August 3, 1992, p. 35

• “Indonesia Tries to Preserve Forests Using Carbon Credits,” Sustainable Business, December 13, 2012, .

Peer review for synthesis for Management Decision and Control due 8 a.m. week 9.

Synthesis paper for Motivation Across Cultures due 8 a.m. 1st day of class, week 9. (May 1, 2017)

Research project second draft due Peer Review by 1st day of class, week 9. (May 1, 2017)

10 Leadership Across Cultures

Case 4.1: HSBC in China

Human Resource Selection and Development Across Cultures

Case 4.2: Chiquita’s Global Turnaround

• Jitao Li, Katherine R. Xin, Anne Tsui, and Donald C. Hambrick, “Building Effective International Joint Venture Leadership Teams in China,” Journal of World Business 34, no. 1 (1999), pp. 52–68

• Stuard Anderson, Donald Trump’s Trade Policies: Blessing or Curse,” Forbes, December 3, 2016.

• Gloria Barczak and Edward F. McDonough III, “Leading Global Product Development Teams,” Research Technology Management 46, no. 6 (November/December 2003), pp. 14–18

• “Leaders: Odd European Out; Germany’s Economy,” Economist, February 21, 2004, p. 13

• John Holusha, “No Utopia But to Workers It’s a Job,” New York Times, January 29, 1989, sec. 3, pp. 1, 10

• Nicola Pless and Ralph Schneider, “Towards Developing Global Responsible Leaders: The PwC Ulysses Experience,” Scientific Commons, 2006, (accessed October 21, 2010)

Peer review for synthesis for Motivation Across Cultures due 8 a.m. 1st day of class, week 10. (May 8, 2017)

Synthesis paper for Leadership Across Cultures due 8 a.m. 1st day of class, week 10. (May 8, 2017)

Peer review for second draft Research Project due 1st day of class, week 10. (May 8, 2017)

11 Research Paper Due by noon 2nd day of class, week 11. (May 16, 2017)

Please turn in student papers and student peer evaluations at the same time.

Submit your Applied Research Paper by the end of the 6th day of class, week 11. (May 20, 2017)

Peer review for synthesis for Leadership Across Cultures due 8 a.m. 1st day of class, week 11. (May 16, 2017)

APPLIED RESEARCH PROJECT DESCRIPTION

As part of the requirements for this degree, students will complete an Applied Research Project that will be completed by Term 10 in the MGMT 6220 course. Through this project, students will integrate key concepts, theories, and skills that they have learned throughout the program. The project should relate to the students’ professional interests and responsibilities. Students should identify some problem or issue within their organizations for which they can apply what they have learned in the program in the development of a solution to the problem or issue.

Key components of the project should include:

1. Chapter 1: An introduction to the problem or issue.

2. Chapter 2: A Literature Review that provides insight into the problem or issue from previous scholarly research.

3. Chapter 3: A proposed Methodology for the study that will be conducted. (The study method can be quantitative, qualitative, or mixed methods.)

4. Chapter 4: A Report of the Results.

5. Chapter 5: Conclusions/Findings and Recommendations for the problem solution.

The formal project deliverable will not be completed until the 10th term of the program during MGMT6220. However, to accomplish this, the student will need to work on the project throughout their program. Thus during this class, the student should do the following:

1. Continue to add to the Annotated Bibliography from which the Literature Review will be developed.

2. Monitor the Project Plan timeline.

3. Upload the revised Annotated Bibliography to MGMT 6220.

4. During MGMT 6308, a draft proposal (working on Chapters 1 – 3 as appropriate for the time period)

should be prepared and submitted.

ACCEPTED JOURNALS FOR RESEARCH PROJECT

Academy of Management Executive

Academy of Management Journal

Academy of Management Review

Administrative Science Quarterly

Business Horizons

Global Business and Management Research: An International Journal

Harvard Business Review

Human Relations

Human Resource Journal

Human Resource Review

International Journal of Business and Management Science

International Journal of Management

International Management Review

Journal of Applied Behavioral Sciences

Journal of Comparative Management Research

Journal of Management

Journal of Managerial Studies

Management International Review

Strategic Management Journal

(The student may also use any journal from which an assigned reading was published.)

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