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41 – 50 of 454This paper highlights the evolvement of international business curricula during the 1990s, with an emphasis on occurrences at IU. Because business students are increasingly…
Abstract
This paper highlights the evolvement of international business curricula during the 1990s, with an emphasis on occurrences at IU. Because business students are increasingly entering universities with more international experience and international learning expectations than in the past, business schools must respond with course content changes; however, not all professors feel comfortable in adding substantial international content to their courses. Business schools have responded in three organizational ways – separation, infusion, and diffusion – none of which has been without problems. During the 1990s, IU followed a combination of the first two.
The premise is that simulation is a dynamic model of reality systems. This chapter proceeds with an operational definition of a simulation embodying a virtual world representing…
Abstract
The premise is that simulation is a dynamic model of reality systems. This chapter proceeds with an operational definition of a simulation embodying a virtual world representing the real world of international business (IB) operations. The inference is made that participating “Company teams” of students get a pilot experience of running a multinational enterprise (MNE) and, what is more, an understanding of the problems and challenges faced by the MNEs as well as their regulators and customers. The dynamics inherent in simulation puts actual implementation of strategy in focus, setting it apart from traditional case discussion. Features beyond the inherent dynamics of IB simulations are discussed in some detail. The conclusion is drawn that such simulations should have a prominent role in IB curricula. Ideally, they bring to bear experiential learning from practice.
Barbara Jankowska, Małgorzata Bartosik-Purgat and Iwona Olejnik
The aim of the paper is to identify the determinants of the marketing and managerial knowledge transfer from a foreign subsidiary located in a post-transition country to its…
Abstract
Purpose
The aim of the paper is to identify the determinants of the marketing and managerial knowledge transfer from a foreign subsidiary located in a post-transition country to its headquarters established in a developed country.
Design/methodology/approach
The authors combined the critical literature studies and empirical research, where the method of Computer-assisted Telephone Interview (CATI) was applied. The empirical data was gathered from 231 manufacturing foreign subsidiaries established in Poland (as one of the post-transition economy). To test the hypotheses logistic regression was applied.
Findings
The knowledge accumulated in the foreign subsidiary, the amount and level of novelty of innovation in the foreign subsidiary and its strategic autonomy is crucial for the occurrence of the reverse knowledge transfer. However, the more powerful the foreign subsidiary is, the less eager it is to transfer marketing and managerial knowledge to the headquarters.
Research limitations/implications
The study is concentrated just on the manufacturing sector in the Polish economy. The results are based on the opinions and perception of managers, but they represent the corporate perspective (not their individual ones).
Practical implications
The study provokes asking the question about the proper level of strategic autonomy of a foreign subsidiary. The implication related to the autonomy is much about the proper strategy for human resources management. The obtained results indicate that the intensity of innovation in a foreign subsidiary “translates” to the outflow of knowledge from a foreign subsidiary to its headquarters. Thus, encourages headquarters to let their subsidiaries innovate still monitoring their power.
Social implications
FSs are entities more or less embedded in the host markets, thus their strength and sustainable existence is important for their stakeholders, in particular – internal entities such as employees and external entities such as suppliers, and other cooperating organisations and institutions in the host market. The contribution of FSs to the innovation performance and knowledge pool of external partners is determined much by their absorptive capacity. Thus, the results obtained indirectly point to the importance of external agents ability to absorb and exploit the knowledge.
Originality/value
The originality of the paper concerns three issues. Firstly, the previous studies are mainly focused on either developed or emerging markets and as a result, the peculiarity of post-transition economies, like Poland has been neglected. Secondly, the determinants of reverse knowledge transfer are presented from the corporate perspective. Thirdly, authors focus on marketing and management knowledge distributed from a foreign subsidiary to its headquarter.
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Keywords
Anti-globalization and protectionism movements have transformed strategic internationalization, international business (IB) student engagement and enrollment growth into very…
Abstract
Purpose
Anti-globalization and protectionism movements have transformed strategic internationalization, international business (IB) student engagement and enrollment growth into very complex endeavors. Whereas the literature is rather scarce on solutions, this paper aims to offer some best practices at a highly ranked IB program that can be very useful to business school leaders.
Design/methodology/approach
Descriptive case study of the Fox IB program (Temple University, USA) is based on an inductive approach and the Quality Function Deployment framework to design and internationalize the curriculum.
Findings
Listening to the voice of the customers through student and employer testimonials, the author found the elements that make an IB program and curriculum successful. Even senior students who are “between opportunities” feel that the new IB curriculum have prepared them well for their career.
Research limitations/implications
While the case study methodology is well-suited to understand strategies and processes, this research has natural limitations in terms of generalizability.
Practical implications
Academic Directors and business school leaders can use these best practices to innovate, engage their stakeholders and grow enrollments. By increasing job placement opportunities and enrollments, they create a virtuous cycle of success and can obtain additional resources for their program.
Social implications
The value of management education to society is almost incalculable. IB is an integrative management discipline that is instrumental to the success of the global economy and society.
Originality/value
The best practices of the highly ranked Fox IB program and the 21 student and employer testimonials in this case study have never been shared before.
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