| GLOBAL AFFAIRS (ENGLISH, NON-THESIS, WEEKEND) | |||||
| Master | TR-NQF-HE: Level 7 | QF-EHEA: Second Cycle | EQF-LLL: Level 7 | ||
| Course Code | Course Name | Semester | Theoretical | Practical | Credit | ECTS |
| GLA5905 | The Multinational Corporation: Economic, Political and Managerial Perspectives | Spring | 3 | 0 | 3 | 7 |
| This catalog is for information purposes. Course status is determined by the relevant department at the beginning of semester. |
| Language of instruction: | English |
| Type of course: | Departmental Elective |
| Course Level: | |
| Mode of Delivery: | Face to face |
| Course Coordinator : | Assoc. Prof. ESRA ALBAYRAKOĞLU |
| Recommended Optional Program Components: | None |
| Course Objectives: | At the center of our study will be the critical examination of how the precepts of strategic management are defined and implemented within the context of the MNC. We shall thus highlight the many connections that exist between strategic management and the plurality of disciplines (such as finance, economics, management, political science, public policy, and law) that are at the basis of contemporary business practices in the global arena. Our goal will be to understand the processes that lead to the development of a sustainable competitive advantage and the above average returns resulting from a firm’s value-creating strategy. |
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The students who have succeeded in this course; Through case studies, students explore issues such as: MNCs and protectionism; environment and labor relations; control of strategic natural and technological resources; and transborder mergers, acquisitions, and joint ventures. |
| There are over 60,000 multinational corporations (MNCs). They are the most significant force behind globalization. Whether as customers, suppliers, competitors, regulators, employees, shareholders, or citizens, we are directly affected by their output of products, services, and ideas. Moreover, through trading and investing, MNCs are dramatically compressing our notions of time and space. This course examines the economic dimensions of MNCs' behavior, their interaction with national and local governments and communities, the ways they organize to operate effectively across borders, MNCs and protectionism; environment and labor relations; control of strategic natural and technological resources; and trans-border mergers, acquisitions, and joint ventures. |
| Week | Subject | Related Preparation |
| 1) | Introduction | |
| 2) | Strategic management and competitiveness, the emergence of emerging markets. | Reading |
| 3) | External Environment: opportunities, threats, industry competition, and competitive analysis | |
| 4) | The Internal environment: resources, capabilities, and core competencies. | |
| 5) | Entrepreneurs and innovation; other roads to brand leadership; Human resource management. | |
| 6) | Competitive dynamics; Corporate-level strategy; China’s largest exporters; financial services; Moving beyond capitalism. | |
| 7) | Restructuring strategies; International strategy. | |
| 8) | Cooperative strategy; corporate governance. | |
| 9) | Organizational structure and controls | |
| 10) | Strategic leadership; commodity and energy producers that redefined their industries. | |
| 11) | Strategic entrepreneurship | |
| 12) | New global media stars and turning threats into opportunities | |
| 13) | Presentations-External Case Analysis | |
| 14) | Presentations-External Case Analysis |
| Course Notes / Textbooks: | |
| References: | Hitt, M, Ireland, R., Hoskisson, R. (2007).Strategic management: Concepts (8th ed.). New York: Thomson/South-Western. Van Agtmael, A. (2007). The emerging markets century: How a new breed of world-class companies is overtaking the world. New York, NY: Free Press. Hitt, M, Ireland, R., Hoskisson, R. (2007).Strategic management: Concepts (8th ed.). New York: Thomson/South-Western. Van Agtmael, A. (2007). The emerging markets century: How a new breed of world-class companies is overtaking the world. New York, NY: Free Press. Birkinshaw, J., Ghoshal, S., Markides, C., Stopford, J., & Yip, G. (Eds.). (2003). The future of the multinational company. New York: Wiley & Sons. Drucker, P. (2002). Managing in the next society. New York: St. Martin’s Press. Handy, C. (1984). The future of work. Handy, C. (1989). The age of unreason. Handy, C. (1995). Beyond certainty |
| Semester Requirements | Number of Activities | Level of Contribution |
| Attendance | 14 | % 10 |
| Project | 1 | % 20 |
| Midterms | 1 | % 30 |
| Final | 1 | % 40 |
| Total | % 100 | |
| PERCENTAGE OF SEMESTER WORK | % 40 | |
| PERCENTAGE OF FINAL WORK | % 60 | |
| Total | % 100 | |
| Activities | Number of Activities | Workload |
| Course Hours | 14 | 42 |
| Application | 13 | 48 |
| Study Hours Out of Class | 14 | 81 |
| Midterms | 1 | 2 |
| Final | 1 | 2 |
| Total Workload | 175 | |
| No Effect | 1 Lowest | 2 Low | 3 Average | 4 High | 5 Highest |
| Program Outcomes | Level of Contribution | |
| 1) | Grasp basic theoretical and conceptual knowledge about the field and relations between them at the level of practice. | |
| 2) | Possess basic knowledge about the causes and effects of political transformations in societies. | |
| 3) | Possess knowledge about quantitative, qualitative and mixed research methods in social and behavioral sciences. | |
| 4) | Recognize historical patterns while evaluating contemporary political and social developments. | |
| 5) | Demonstrate interdisciplinary and critical approach while analyzing, synthesizing and forecasting domestic and foreign policy | |
| 6) | Conduct studies in the field professionally, both independently or as a team member. | |
| 7) | Possess consciousness about lifelong learning based on Research & Development. | |
| 8) | Communicate with peers both orally and in writing, by using a foreign language at least at a level of European Language Portfolio B2 General Level and the necessary informatics and communication technologies. | |
| 9) | Apply field-related knowledge and competences into career advancement, projects for sustainable development goals, and social responsibility initiatives. | |
| 10) | Possess the habit to monitor domestic and foreign policy agenda as well as international developments. | |
| 11) | Possess competence to interpret the new political actors, theories and concepts in a global era. | |
| 12) | Evaluate the legal and ethical implications of advanced technologies on politics. |