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COURSE TITLE:MANAGING MULTINATIONAL CORPORATIONS
TRANSLATION:GESTION DE CORPORACOINES MULTINACIONALES
COURSE CODE:EAM677
CREDIT HOURS:10
WEEKLY CLASS PERIODS:01/QUARTERLY
TYPE OF COURSE:ELECTIVE
COURSE FORMAT:LECTURE
GRADING SYSTEM:STANDARD
KEYWORDS:MANAGEMENT,MULTINATIONAL CORPORATIONS,MNC
KEYWORDS TRANSLATION:GERENCIA,EMPRESA MULTINACIONAL,MNC
COURSE LEVEL:MASTER?S


ACADEMIC INTEGRITY AND HONOR CODE

The University is committed to building a culture of respect and integrity. Those who participate in this course subscribe to the UC Honor Code and make the commitment to contribute towards building a culture of Academic Integrity, acting in accordance with the values of truthfulness, trust, respect, justice, responsibility, and honesty in all academic work.


I.COURSE DESCRIPTION

This course prepares graduate students to better understand the complexity of entering foreign markets through equity-based entry modes and to effectively manage the international operations of multinational corporations (MNCs), through a cross-disciplinary approach and a unified framework, as a base on which they will discuss the various strategic and operational issues confronting MNCs when entering international markets. Students will specifically focus on the strategic, operational and global issues in conducting mergers and acquisitions (M&As) and address the practical and managerial opportunities and challenges of these global transactions by MNCs. Students will further discuss the managerial opportunities and challenges of managing MNCs in emerging markets. Learning will be applied through various individual assignments and an integrative team project.


II.LEARNING OUTCOMES

1.Analyze the complexities of managing a multinational corporation (MNC) considering the global business environment.

2.Recognize the global strategic factors that determine the success of MNCs in general, and in the context of equity-based foreign market entry modes in particular.

3.Identify the strategic alternatives available to MNCs to enter and further expand in international markets with particular emphasis on equity-based foreign market entry modes.

4.Analyze the considerable challenges as well as valuable opportunities managers of MNCs face when (further) internationalizing their business operations.

5.Analyze the performance determinants of MNCs from both an institution-based (macro) and resource-based (micro) perspective.

6.Analyze the performance determinants of global private equity as well as strategic international mergers and acquisitions.

7.Evaluate the various issues in managing multinational corporations in the context of undertaking and implementing international mergers and acquisitions using a cross-disciplinary approach including global strategic, operational, functional (such as managing human resources, global teams etc.) perspectives.

8.Assess the importance and dynamic character of sociocultural integration in international mergers and acquisitions when managing multinational corporations.


III.CONTENT

1.Overview of the Multinational Corporation (MNC)
1.1.Conceptual Foundations,
1.2.Current and Future Trends in Global Business and Managing MNCs

2.Global Business Environment of the Multinational Corporation:
2.1.Managing Formal and Informal Institutions
2.2.Importance of Legitimacy in Global Markets

3.Leveraging Resources and Capabilities When Managing MNCs in Global Markets

4.Entering and Further Expanding to Global Markets
4.1.International Mergers and Acquisitions (M&As)
4.2.Global Environment of M&As,
4.3.Managing the M&A Process

5.Managing Private Equity Investments (Buy to Sell Transactions)

6.Managing Strategic Mergers and Acquisitions (Buy to Hold Transactions)

7.Managing the MNC and M&As in Emerging Markets


IV.METHODOLOGICAL STRATEGIES

-Class discussions.

-Case analyses.

-Readings.

-Lectures.

-Student presentations.

-Team-based learning.


V.ASSESSMENT STRATEGIES

-Case Analyses Exercises: 30%

-Written Assignments: 30%

-Group report and presentation: 40%


VI.BIBLIOGRAPHY

Minimum

Bremmer, I. 2014. The New Rules of Globalization. Harvard Business Review, January-February: 103-107.

Joerres, J. 2016. Globalization, Robots, and the Future of Work. Harvard Business Review, October: 75-79.

Khanna, T. 2014. Contextual Intelligence. Harvard Business Review, September: 59-68.

Early, C. & Mosakowski, E. 2004. Cultural Intelligence. Harvard Business Review, October: 139-146.

Ghemawat, P.2010. Finding your Strategy in the New Landscape. Harvard Business Review, March: 54-60.

Leavy, B. 2013. Interview - Laurence Capron Analyzes Corporate Development?s Build, Borrow and Buy Options. Strategy & Leadership, Vol.41, Iss. 2: 18-26.

Rottig, D., & Reus, T.H. 2018. Research on culture and international acquisition performance: A critical evaluation and new directions. International Studies of Management & Organization,48(1):1-39.

Chaplinsky, S. 2015. The Basics of Private Equity Funds. Darden Business Publishing, UV6986: 1-13.

Lerner, J., Hardymon, F. & Leamon, A. 2011. Note on the Private Equity Fundraising Process. Harvard Business School, 9-201-042: 1-8.


Complementary

Rottig, D. 2011. The Role of Social Capital in Cross-Cultural M&As: A Multinational Corporation Perspective. European Journal of International Management,5(4):413-31.

Rottig, D. 2007. Successfully Managing International M&As: A Descriptive Framework. International Business: Research, Teaching and Practice, 1 (1): 97-118.

Williamson, P.J. & Raman, A.P. 2011. How China Reset its Global Acquisition Agenda. Harvard Business Review, April: 109-114.

Kumar, N.2009. How Emerging Giants are Rewriting the Rules of M&A. Harvard Business Review, May: 115-121.


PONTIFICIA UNIVERSIDAD CATOLICA DE CHILE
FACULTAD DE ECONOMIA Y ADMINISTRACION-MBA / NOVIEMBRE 2024