On completion of the course the student will be able to:

1. Explain structures and dynamics of HQ-subsidiary relations
2. Explain the core theories, models, and concepts within the field of multinational management and global operations.

3. Plan, coordinate, and negotiate activities between groups to achieve objectives
4. Analyse business simulation data to develop evidence-based proposals

5. Critically assess and propose activities to identify and engage with formal and informal power dynamics within multinational organizations
6. Consider the moral implications inherent in multinational management and propose ethical alternatives.

This course covers core concepts in multinational management and global operations. In contrast to broader strategy-focused courses, it adopts a practical perspective to the lived experience of actual policy implementation and the management of multiple objectives. It actively considers the role of informal and formal power dynamics, mandates, negotiation, and resource scarcity as aspects of the real-world context that managers within multinational organizations must operate within. Furthermore, it centres on the perspective of subsidiary managers and explores how they strive to simultaneously achieve both subsidiary- and corporate-level objectives.

Connection to Research and Practice

The connection to practice is embedded within the course. Course content is centred around the practical challenges and opportunities facing managers in multinational organizations. The course itself is also structured around a long-term business simulation exercise that gives students a replicated experience multinational management, thus providing them with a nuanced understanding of working within this context and developing their phrenetic sensitivity in this area. Guest lecturers will also be invited to provide their insights on how to work well within these environments.

Core theories, models, and concepts from academic literature are also interwoven throughout the course to provide a theoretical backbone. Theories and models will be used not only to explain phenomena prevalent in multinational settings but will also be used by students to propose solutions to practical issues they face in the simulation exercise.

Lectures, guest lectures, seminars, and simulation workshops are organized to facilitate the learning of participating students.

The teaching is conducted in English.

Bachelor's degree in Business Administration or equivalent (i.e., the equivalent of 180 ECTS credits at an accredited university).

The course is graded A, B, C, D, E, FX or F.

ILOs are assessed through the following examinations:

• Group simulation exercise: (ILOs: 3, 4 & 5), representing 3 credits
• Individual personal reflections: (ILOs: 5 & 6), representing 1.5 credits
• Individual written exam: (ILOs: 1 & 2), representing 3 credits

The course is examined both individually and in group. To pass students must have passed the written exam, the project work and achieved at least 60 points overall.

Name of the Test	Value	Grading
Group simulation exercise1	3 credits	A/B/C/D/E/FX/F
Individual personal reflections1	1.5 credits	A/B/C/D/E/FX/F
Individual written exam1	3 credits	A/B/C/D/E/FX/F

¹ All parts of the compulsory examination in the course must be passed with a passing grade (A-E) before a final grade can be set. The final grade of the course is determined by the sum total of points for all parts of the examination in the course (0-100 points). Grade is set in accordance to JIBS grading policy.

It is the responsibility of the examiner to ensure that each course is evaluated. At the outset of the course, the programme evaluators in the course must be contacted. In the middle of the course, the examiner should meet the programme evaluators to identify strengths/weaknesses in the first half of the course.

At the end of the course, the examiner should remind students to fill in the survey. The examiner should also call a meeting with the programme evaluators to debrief the course, based on course evaluation data and comments. The next time the course runs, students should be informed of any measures taken to improve the course based on the previous course evaluations.

At the end of each study period, JIBS’ Director of Quality and Accreditation crafts a “Course Evaluation Quarter Report”, presenting the quantitative results from course evaluation surveys. The Associate Dean of Education, The Associate Deans of Faculty, Programme Directors, and JSA President and Quality receive the report.

Academic integrity
JIBS students are expected to maintain a strong academic integrity. This implies to behave within the boundaries of academic rules and expectations relating to all types of teaching and examination.

Copying someone else's work is a particularly serious offence and can lead to disciplinary action. When you copy someone else's work, you are plagiarising. You must not copy sections of work (such as paragraphs, diagrams, tables, and words) from any other person, including another student or any other author. Cutting and pasting is a clear example of plagiarism. There is a workshop and online resources to assist you in not plagiarising called the Interactive Anti-Plagiarism Guide.

Other forms of breaking academic integrity include (but are not limited to) adding your name to a project you did not work on (or allowing someone to add their name), cheating on an examination, helping other students to cheat and submitting other students work as your own, and using non-allowed electronic equipment during an examination. All of these make you liable to disciplinary action.

Required readings will be announced before the introductory lecture.