(Tentative) Course Schedule (reading and topics are subjective to change)
2/24 Administration and overview of course objectives and topics covered
3/3 External environments of MNEs -1
Reus and Lamont. 2009. The double-edged sword of cultural distance in international acquisition. JIBS, 40(8): 1298-1316.
Ma, Huan, Shenkar, 2011. Social networks and opportunity recognition: A cultural comparison between Taiwan and the U.S., 32(11): SMJ, 1183-1207.
Zheng, et al. 2013. Collectivism and corruption in bank lending. JIBS, 44(4): 363-390.
3/10 External environments of MNEs -2
Graafland and Noorderhaven. 2020. Culture and institutions: How economic freedom and log-term orientation interactively influence corporate social responsibility. JIBS, 51(6)
Khanna, Palepu and Bullock. 2010. Winning in emerging markets: 1-50. Harvard Business Press.
Kim, H., & Song, J. (2017). Filling institutional voids in emerging economies: The impact of capital market development and business groups on M&A deal abandonment. Journal of International Business Studies, 48(3), 308-323.
3/17 External environments of MNEs -3
Meyer, Klaus E.; Estrin, Saul; Bhaumik, Sumon K. & Peng, Mike W. (2009) Institutions, Resources, and Entry Strategies in Emerging Economies. SMJ, 30(1): 61-80.
Berry, Guillen, and Zhou. 2010. An institutional approach to cross-national distance. JIBS, 41(9): 1460-1480.
Witt, M.A. 2019. De-globalization: theories, predictions and opportunities for international business research. Journal of International Business Studies, 50(7)
3/24 Comparative corporate governance (Professor Su)
Ahmadjian, C. L., & Robinson, P. (2001). Safety in numbers: Downsizing and the deinstitutionalization of permanent employment in Japan. Administrative Science Quarterly, 46(4), 622-654.
Desender, K. A., Aguilera, R. V., Lópezpuertas?Lamy, M., & Crespi, R. (2016). A clash of governance logics: Foreign ownership and board monitoring. Strategic Management Journal, 37(2), 349-369.
Aguilera, R. V., Desender, K. A., Lamy, M. L. P., & Lee, J. H. (2017). The governance impact of a changing investor landscape. Journal of International Business Studies, 48(2), 195-221.
3/31 Headquarters-subsidiary relationships - 1
Roth, K., & Morrison, A. J. (1990). An empirical analysis of the integration-responsiveness framework in global industries. Journal of International Business Studies, 21(4), 541-564.
Ghoshal, S., & Bartlett, C. A. (1990). The multinational corporation as an interorganizational network. Academy of management review, 15(4), 603-626.
O’Donnell, S. W. (2000). Managing foreign subsidiaries: agents of headquarters, or an interdependent network?. Strategic management journal, 21(5), 525-548.
4/7 Headquarters-subsidiary relationships - 2
Birkinshaw, J. (1997). Entrepreneurship in multinational corporations: The characteristics of subsidiary initiatives. Strategic management journal, 18(3), 207-229.
Birkinshaw, J., & Hood, N. (1998). Multinational subsidiary evolution: Capability and charter change in foreign-owned subsidiary companies. Academy of management review, 23(4), 773-795.
Ambos et al. 2020. Managing interrelated tensions in headquarters-subsidiary relationships: the case of a multinational hybrid organization. JIBS, 51(6)
4/14 International Knowledge Management
Szulanski, G. 1996. Exploring internal stickness: Impediments to the transfer of best practice within the firm. Strategic Management Journal, 17(winter special): 27-43.
Monteiro, Arvidsson, and Birkinshaw. 2008. Knowledge flows within multinational corporations; Explaining subsidiary isolation and its performance implications. Organization Science, 19(1): 90-107.
(to be added).
4/21 Global supply chain (Professor Su)
(to be added)
4/28 Emerging Market MNEs -1
Luo, Y., & Tung, R. L. (2018). A general theory of springboard MNEs. Journal of International Business Studies, 49(2), 129-152.
Ramanurti. 2012. What is really different about emerging market multinationals? Global Strategy Journal, 2: 41-47
Hennart, J-F. 2012. Emerging market multinationals and the theory of the multinational enterprise. Global Strategy Journal, 168-187.
5/5 Emerging Markets MNEs -2
Awate, Larsen, and Mudambi. 2012. EMNE catch-up strategies in the wind turbine industry: Is there a trade-off between output and innovation capabilities, GSJ, 2: 205-223.
Witt and Lewin. 2007. Outward FDI as escape response to home country institutional constraints. JIBS, 38(4): 579-594.
Huang and Li. 2019. Adopting knowledge from reverse innovations? Transnational patents and signaling from an emerging economy. Journal of International Business Studies, 50(7)
5/12 Business groups
Khanna and Rivkin 2001. Estimating the performance effects of business groups in emerging markets. SMJ, 22(1): 45-74.
Chang, Sea Jin. 2003. Ownership structure, expropriation, and performance of group-affiliated companies in Korea. AMJ, 46(2): 238-253.
Manikandan and Ramachandran, 2015. Beyond institutional voids: Business groups, incomplete markets and organizational form. SMJ, 36: 598-617.
5/19 校運會放假
5/26 CSR & IB strategy (Professor Su)
Rathert, N. (2016). Strategies of legitimation: MNEs and the adoption of CSR in response to host-country institutions. Journal of International Business Studies, 47(7), 858-879.
Hawn, O. (2020). How media coverage of corporate social responsibility and irresponsibility influences cross?border acquisitions. Strategic Management Journal, 42(1), 58-83.
Siegel, J., Pyun, L., & Cheon, B. Y. (2019). Multinational firms, labor market discrimination, and the capture of outsider’s advantage by exploiting the social divide. Administrative Science Quarterly, 64(2), 370-397.
6/2 CSR & IB management (Professor Su)
Zhang, J., & Luo, X. R. (2013). Dared to care: Organizational vulnerability, institutional logics, and MNCs’ social responsiveness in emerging markets. Organization Science, 24(6), 1742-1764.
Tashman, P., Marano, V., & Kostova, T. (2019). Walking the walk or talking the talk? Corporate social responsibility decoupling in emerging market multinationals. Journal of International Business Studies, 50(2), 153-171.
Mun, E., & Jung, J. (2018). Change above the glass ceiling: Corporate social responsibility and gender diversity in Japanese firms. Administrative Science Quarterly, 63(2), 409-440.
6/19 New issues in IB
Hennart, 2019. Digitalized service multinationals and international business theory. JIBS, 50(8)
Monaghan et al. 2020. Born digitals: thoughts on their internationalization and a research agenda. JIBS, 51(1)
Chen et al. 2019. The international penetration of ibusiness firms: Network effects, liabilities of outsidership and country clout. JIBS, 50(2)
6/16 Presentation of proposal for term paper
6/23 Writing a Review Paper (optional)
Knopf, J. W. (2006). Doing a literature review. PS: Political Science and Politics, 39(1), 127-132.
Short, J. (2009). The art of writing a review article. Journal of Management, 35(6), 1312-1317.
Tan, D., Su, W., Mahoney, J. T., & Kor, Y. (2020). A review of research on the growth of multinational enterprises: A Penrosean lens. Journal of International Business Studies, 51(4), 498-537.
Expected time for reading the course materials and for preparing the summary is between six to ten hours or even more each week, depending on the lengths of the articles. The final term paper is expected to take 80 or more hours to complete.
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