Internationalization Processes and International Outsourcing
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1 Internationalization Processes and International Outsourcing Máster Universitario en Management y Gestión del Cambio Universidad de Alcalá Curso Académico 2014/15
2 SYLLABUS Nombre de la asignatura: Código: Titulación en la que se imparte: Departamento y Área de Conocimiento: Carácter: Elective Créditos ECTS: 6 Curso y cuatrimestre: Internationalization Processes and International Outsourcing Master Universitario en Management y Gestión del Cambio Economía y Dirección de Empresa 2º year Profesorado: Mª Rosa García Calvo Manuel Antonio Fernández-Villacañas Marín Horario de Tutoría: Idioma en el que se imparte: To be arranged between professor and students English 1. OUTLINE The globalization of markets and businesses is an irreversible process that is accelerated every year and one of its main effects is to increase overall competitive intensity. Trade is now a global trade, with transactions taking place continuously in a global market. Companies must adapt to these changes, developing and implementing strategies of internationalization of their products and brands, allowing to create competitive advantages and synergies necessary to, first, defend the established markets and, secondly, develop growth strategies in new ones. It is necessary to dominate global marketing tools and strategies for analysis, selection, penetration and consolidation in international markets. The managers have to deepen in strategies and corporate policies in order to not only export their products and services, but also build their brands in the global market. Directly related to this, in currents years the international outsourcing strategy is being quite a common practice in companies from developed countries, mainly in traditional manufacturing industries. The off-shoring is the business process of outsourcing from one country to another, usually in search of lower costs or labor. It includes processes such as production, manufacturing, services, and even innovation or research and development (I+D). The availability and quality of the labor force is one of the main factors that a company chooses in its implementation process of outsourcing or production processes abroad. 2
3 2. COMPETENCIAS General 1. Team work 2. To work with pressure 3. Ability to manage time and to plan and organise work 4. Ability to resolve problems 5. Moral engagement at work 6. Quality motivation 7. Ability to apply knowledge to practice Specific I. Analyze, describe and manage the main concepts and tools needed to manage the internationalization process of the business and international marketing of their products and services. II. Through a dynamic approach and application, the students will develop the abilities in relation to main decisions of the internationalization processes: input modes, channel selection, market selection, incentives and obstacles, etc. III. Prepare the students to be able to plan and implement international marketing strategies and international outsourcing. 3. CONTENS Units INTRODUCTION TO INTERNATIONAL MARKETING: Concepts. Environment and international marketing. International cultures and political economies. International marketing opportunities and strategies. International marketing development plans. The internationalization processes phases. DECISIONS ABOUT THE INTERNATIONALIZATION PROCESSES: Processes. Inputs-modes. Reasons. Obstacles. Stages. Strategic alternatives. Cases of study INTRODUCTION TO INTERNATIONAL OUTSOURCING: Concept of outsourcing: Information Technology Outsourcing (ITO),Business Process Outsourcing (BPO) and Knowledge Process outsourcing (KPO). Reasons to outsource. Advantages, risks and challenges of outsourcing.tactical and strategic outsourcing Number of lessons, credits or hours 3
4 INTERNATIONAL OUTSOURCING PROCESSES: Offshoring BPO: Focus and strategy. Issues to debate :Impact on jobs, Retraining, Level of service, Supply change, Competitive concerns, Retraining concerns. Outsourcing or Insourcing?.Best practices in offshoring. Location selection: Low cost countries:cases of study 2 4. METHODOLOGY 4.1. CREDIT DISTRIBUTION Número de horas presenciales: Número de horas del trabajo propio del estudiante: Total horas 32 hours 118 hours 150 hours 4.2. Methodological strategies, materials and teaching resources Presential session Autonomous work Lectures Cases Presentation Tutorial Evaluation Readings Essay Research 5. EVALUATION: Procedures and Evaluation criteria A progress evaluation will be held and will count 70% of the final mark. a. Assistance and active participation10% b. Cases, Presentation, innovative ideas. 50% c. Written exam o a case exam: 30% In case you do not pass in the regular session then you have the opportunity to retake the final exam in July or September (written exam or case). 6. BIBLIOGRAPHY Adler, N. J. (2008) International Dimensions of Organizational Behavior, 5th Ed., Cincinnati Barry J.,White,R. (2000) MANUAL DEL OUTSOURCING. Editorial Barcelona. 4
5 Byrne, P. M. (2005). GLOBAL SOURCING: OPPORTUNITIES AND APPROACHES FOR THE 21 st CENTURY INTERNATIONAL OUTSOURCING. Czinkota, M.R. et al (2006) INTERNATIONAL BUSINESS; 6th Ed., Mason/OH Daniels, J.D. et al (2009) INTERNATIONAL BUSINESS. ENVIRONMENTS AND OPERATIONS; 12th Ed., Upper Saddle River Durán, J.J. (2000) ESTRATEGIA Y ECONOMÍA DE LA EMPRESA MULTINACIONAL; Ed. Pirámide/MAD García, R. (2002) MARKETING INTERNACIONAL; Ed. ESIC/MAD Grosse, R., Kujawa, D. (1995) INTERNATIONAL BUSINESS. THEORY AND MANAGERIAL APPLICATIONS, 3rd Ed., Homewood/IL Hill, C. W. (2009) INTERNATIONAL BUSINESS. COMPETING IN THE GLOBAL MARKETPLACE, 7th Ed., Boston Hitt, M.A. et al (2005) STRATEGIC MANAGEMENT. COMPETITIVENESS AND GLOBALIZATION, 6th Ed., Mason/OH Holger G,Hanley A.,Strobl (2003) E. PRODUCTIVITY EFFECTS OF INTERNATIONAL OUTSOURCING: EVIDENCE FROM PLANT LEVEL DATA; Jacques V,(2006) INTERNATIONAL OUTSOURCING:STRATEGY AND COMPETITIVENESS,Editions Publilook Johanson J., Vahlne, J.E. (2006) COMMITMENT AND OPPORTUNITY DEVELOPMENT IN THE INTERNATIONALIZATION PROCESS: A NOTE ON THE UPPSALA INTERNATIONALIZATION PROCESS MODEL; Management International Review, 46 (2), Keegan, W. J. (1997) MARKETING GLOBAL; 5ª Ed., Prentice-Hall/MAD Kleindl, B.A. (2007) INTERNATIONAL MARKETING; Thomson/South-western Mann, C.L. (2004). GLOBALIZATION OF IT SERVICES AND WHITE COLLAR JOBS: THE NEXT WAVE OF PRODUCTIVITY GROWTH, International Economics Policy Briefs, Institute of International Economics. McKinsey Global Institute, OFFSHORING.IS IT A WIN-WIN GAME?, San Francisco, Nieto, A., Llamazares, O. (1995) MARKETING INTERNACIONAL; Ed. Pirámide/MAD Welch, L. et al (2007) FOREIGN OPERATION METHODS; Edgard-Elgar Publishing, UK 5
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