| Statuss(Aktīvs) | Izdruka | Arhīvs(0) | Studiju plāns Vecais plāns | Kursu katalogs | Vēsture |
| Course title | International Management |
| Course code | EkonM011 |
| Credit points (ECTS) | 4 |
| Total Hours in Course | 108 |
| Number of hours for lectures | 16 |
| Number of hours for seminars and practical classes | 16 |
| Number of hours for laboratory classes | 0 |
| Independent study hours | 76 |
| Date of course confirmation | 25/01/2024 |
| Responsible Unit | Institute of Business and Management Science |
| Course developers | |
| Dr. oec., prof. Gunta Grīnberga-Zālīte |
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| There is no prerequisite knowledge required for this course | |
| Course abstract | |
| The course explores specific macro, micro and internal environmental factors that must be taken into account in the development and management of international projects: issues of the global economy, climate change and geopolitics, challenges of ICT development and the development of new business directions using the opportunities of the digital economy. Students acquire the professional competence to apply qualitative and quantitative research methods for the acquisition and analysis of business information necessary for the project, for solving the problem situations of an international project and for making complex decisions, in order to be able to independently develop a reasoned, goal-oriented and sustainable international business management strategy. The aim of the study course is to provide in-depth theoretical and practical knowledge of international management functions in project management: formulation, implementation and control of international strategy. | |
| Learning outcomes and their assessment | |
| 1. Knowledge of the impact of macro, micro and internal environmental factors of international management on the performance of project functions. Specialized knowledge about the functions of corporate, business and operational strategy in an international company, their analysis methods - practical work, independent work, test.
2. Skills to independently use the theory of international management approaches in the context of various problem situations. Skills to explain the functions of business and operational strategy in international competition - practical work, independent work. 3. Competence in solving international project’s problem situations in foreign markets. Practical work with calculations - practical work, independent work, exam. |
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| Course Content(Calendar) | |
| 1.Concept and nature of international management. Stages of the international management process: international strategy formulation, implementation, control. Factors affecting the international environment and companies' ability to adapt to them by making complex decisions. Risk identification and management in international projects. (2h lectures, 2h practical work)
2.Defining the goals and objectives of an international business project. Formulation of international business mission and vision, predicting competitive growth of the company, which meets the requirements of the latest technologies, directions of optimization of the use of natural resources and development trends of the target market. (2h lectures, 2h practical work) 3.Evaluation of international environmental factors at the macro and micro level. Theoretical guidelines for evaluating business competitiveness. International project’s information management: sources and ICT tools for data analysis. (3h lectures, 2h practical work) 4.Test on theoretical questions of international management. (1h practical work) 5.Cultural differences in the international business environment and their overcoming. G. Hofstede's theoretical model of culture classification. Building intercultural relations in the context of business management: cultural understanding, communication adjustment, conflict resolution. (2h lectures, 2h practical work) 6.Evaluation of the readiness of the company's internal environmental factors for the implementation of an international project. Correspondence of material resources and human resources capacity to the specifics of foreign market operation. Compliance of the company's business philosophy and values with the cultural environment of the target market. Management of current issues of the digital economy, climate neutrality, research and development (R&D) for strengthening the competitiveness of the internal environment. (3h lectures, 3h practical work) 7.Implementation of international management functions. Ensuring the operation of a sustainable and transparent international business value chain. Identification of potential cooperation partners, creation of effective communication and cooperation strategy. (2h lectures, 2h practical work) 8.Evaluation and control of international management functions. Defining, calculation and analysing the company's financial and non-financial indicators. Integrating internationally recognized corporate governance principles into the company's project report. (2h lectures, 2h practical work) |
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| Requirements for awarding credit points | |
| The total proportion of student’s evaluations for the test, independent work, practical work and exam must reach at least 40%. | |
| Description of the organization and tasks of students’ independent work | |
| 1.Evaluation of international competitiveness of countries: sustainable development report "Sustainable Development Report"; evaluation of the business environment of world regions and individual countries: use of the World Bank's "Worldwide governance indicators" interactive tools to compare governance indicators; Statistical research of European Union countries' industries in the "Eurostat" databases
2.Evaluation of cultural differences of the target market according to G. Hofstede's culture classification model and the company's ability to adapt to them using the ICT tool "Hofstede Insights” 3.Analysing export skills, experience of Latvian companies in starting export activities: export promotion and support opportunities by Latvian Investment and Development Agency (LIAA); LIAA representative offices in foreign countries, European Business Support Network - study tour and/or attendance at a seminar on export issues |
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| Criteria for Evaluating Learning Outcomes | |
| 10% correspond to one point on the 10-point study results evaluation scale. Distribution of the assessment shares: test – 10%; independent work – 20%; practical work on developing various sections of an international project - 20%; exam - researching the international management problem and presenting the results in person - 50%. | |
| Compulsory reading | |
| 1.Jansson H., International business strategy in complex markets. Cheltenham, UK: Edward Elgar, 2020.
2.Gilbert G., Lenssen, N., Craig Smith Editors. Managing Sustainable Business: An Executive Education Case and Textbook, 2019. E-grāmata, pieejama tiešsaistē: https://pb1lib.org/book/3577941/7b3c90. 3.Mooij M. Global Marketing and Advertising: Understanding Cultural Paradoxes. Thousand Oaks, 2019. CA: SagePub |
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| Further reading | |
| 1.Albaum G., Duerr E., Josiassen A. International Marketing and Export Management:Eight edition. Harlow, United Kingdom: Pearson, 2016. Xxvi.
2.Baaij M., Reinmoeller P. Mapping a Winning Strategy: Developing and Executing a Successful Strategy in Turbulent Markets, 2018. United Kingdom; NorthAmerica: Emerald Publishing. 3.Bütüner H. Case Studies in Strategic Planning. Boca Raton: Taylor&Francis, 2020. 4.Competitiveness of Latvian enterprises in external markets. = Latvijas uzņēmumu konkurētspēja ārējos tirgos. Redaktores Krūmiņa M., Zasova.Riga: The University of Latvia Press (UL Press), 2018. 5.Kotler P., Kartajaya H., Setiawan I. Marketing 4.0 Moving from Traditional to Digital, 2016, (E-grāmata), pieejama: http://www.ebook777.com/marketing-4-0-moving-traditional-digital/ 6.Larcker D., Tayan B. Corporate Governance Matters. 2nd Edition, Pearson Education, 2016. 7.Pierre, A.D. International Logistics: The Management of Internationale Trade, 5th Edition. Cicero Books, LLC, 2017. 8.Sviķis A. Matric tīklojums. Oriģināls biznesa pārvaldības modelis. Rīga: Apgāds Zvaigzne ABC, 2018. 9.Vietējo pārtikas ķēžu pārstrukturizēšana un noturības stiprināšana krīzes un pēckrīzes laikā Latvijā: zinātniska monogrāfija / Latvijas Lauksaimniecības universitāte, LLU APP Dārzkopības institūts. Jelgava: Latvijas Lauksaimniecības universitāte, 2021. |
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| Periodicals and other sources | |
| 1.Žurnāls Dienas Bizness (Pieejams: LBTU ESAF Studiju un zinātnes informācijas centrā).
2.The Economist London. Economist Newspaper Ltd., London (Pieejams: LBTU ESAF Studiju un zinātnes informācijas centrā). 3.Sustainable Development Report. Pieejams: https://dashboards.sdgindex.org/ 4.EUROSTAT datubāzes. Pieejams: https://ec.europa.eu/eurostat 5.Worldwide Governance Indicators. Pieejams: https://www.worldbank.org/en/publication/worldwide-governance-indicators |
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| Notes | |
| Compulsory study course in ESAF professional master's study program "Project Management" | |