International Relations 324: Multinational Enterprises and ...
International Relations 324: Multinational Enterprises and World Politics
Professor Surupa Gupta
MW 3:30-4:50 in VKC 102
Office: VKC 303
Email: surupagu@usc.edu
Phone: (213)740-2129
Office hours: M 1:30-2:30
W 2:00-3:00 and by appointment
Course overview
Traditional realist international relations theory recognizes states as the only actors in international relations. Increasingly, however, IR theorists have recognized the role of a variety of non-state actors in shaping world politics. This course deals with one such actor, namely, multinational enterprises (MNEs). We shall examine the role of MNEs as actors in world politics. The questions we focus on in this class are as diverse as what defines and motivates an MNE to what impact it has on states and societies to how it is shaping and being shaped by globalization. We examine the relation between business and government as well as business and society and the interactions between domestic and international politics in this context.
Course readings
There is no textbook for this course. The following text on international political economy will be helpful in getting a background on the theoretical perspectives in the field and on the role of MNEs as global economic and political actors. It is available for purchase at the USC bookstore and is required reading.
Theodore Cohn, Global Political Economy, Pearson Longman.
In addition, we will read four case studies. The first two are available for purchase on-line from The Georgetown Institute for Study of Diplomacy at :
Michael Clancy, Sweating the Swoosh: Nike, The Globalization of Sneakers, and the
Question of Sweatshop Labor
Tinaz Parvi and Thomas Rotnem, Out of India: Enron and the Politics of Economic Liberalization
The following cases will be made available on blackboard:
Bronwen Manby, Shell in Nigeria: Corporate Social Responsibility and the Ogoni Crisis
Jennifer Kaye and Paul Argenti, Coca-Cola India
Blackboard
All other readings will be made available on blackboard. Readings may be added during the semester. Information related to the course will posted on blackboard, please check regularly.
Grading/requirements
Your grade in this class will be based on participation, assignments and exams in the following manner.
Participation: This constitutes 20% of your final grade. Attendance and punctuality are necessary but not sufficient for fulfilling this requirement. You are expected to come to class having read the chapters/articles assigned and to engage regularly in class discussions and answer questions posed by the instructor. In addition, each one of you will write a one-page summary/response to the readings on four occasions during the semester.
Active participation involves listening and responding, asking good questions, discussing issues of relevance and last but not the least, demonstrating knowledge of the readings. Perfect attendance without quality participation will not receive a participation grade above a C and great participation and irregular attendance will not secure a high grade either.
Assignments: This makes up 20% of your final grade. Assignments include short, well-argued responses to questions posted on blackboard. There will be one assignment for every case study discussed in class.
Examinations: The midterm is worth 30% and the final is worth 30% of your grade for this class. Exams will be designed to evaluate whether you have engaged in the class and the reading material, how well you can understand and synthesize different arguments and argue your own case on any given topic. The mid-term will combine short and essay questions while the final will have essay questions only. The final will be cumulative. Exams will not be rescheduled – please take this into account when making travel arrangements and other plans during and at the end of the semester.
The grading scale is as follows: A (93-100); A- (90-92); B+ (87-89); B (83-86); B- (80-82); C+ (77-79); C (73-76); C- (70-72); D+ (67-69); D (63-66); D- (60-62); F ( ................
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