Course Syllabus For IMS 7300

Course Information
PhD seminar in International Management, Fall 2006
Class Time: Wed 3-5:45
Room: SOM 4.418 (conference room)

Professor Contact Information

Instructor: Professor Jane E. Salk
Office: SOM 4.408
Office Hours: Tuesdays 2-3:30 PM or by appointment
Phone: 972-883-6265
Email: Jane.Salk@utdallas.edu

About Professor Salk

Professor Salk is a 2006 winner of the Decade Award, given by the Academy of
International Business for the publication having the most impact on its area within the
field of International Business. She joined the faculty of UTD in Fall of 2002 after
serving as a faculty member at Carnegie Mellon University, The Essec Business School
in Paris, and The Fuqua School of Business, Duke University. Her Ph.D is from the
Massachusetts Institute of Technology and she has been the recipient of Fulbright and
Kenan Fellowships.
In addition to an international research reputation, Dr. Salk consults in the areas of
international team and organizational development. Her areas of expertise include joint
venture and acquisition strategy, implementation and integration, executive training in
strategy for global companies and cross-cultural team-building. She has worked in
family businesses, MCI Corporation and has over seven years of full-time experience on
the practice side. She speaks French and German and has worked in France, Germany
and Switzerland as well as in the USA.
Her research topics include international alliances in acquisitions, cross-national
management team integration and organizational learning and knowledge management.
She has been a guest lecturer at leading institutions including INSEAD, St. Gallen,
University of Vienna, Tilburg, and Tel Aviv Universities. She has over 25 publications
that have appeared in leading journals such as Academy of Management Journal, Human
Relations, Comparative Political Studies and Journal of International Business Studies as
well as books from Oxford University Press and Wiley.

Course Pre-requisites, Co-requisites, and/or Other Restrictions

(Admission to PhD program or permission of Professor

Course Description
This seminar has three basic goals. The first is to prepare Ph.D. students by giving them a
broad overview of the international management field, key theories, trends and topics.
The second goal is to introduce you to, and provide a “safe outlet to practice critical
analytical and skills that are largely tacit and best learned via practice. Third, I want each
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student to work in this course on a project of sufficient quality to submit to a major
conference and/or journal.
While international business focuses on macro issues such as the drivers of
Foreign Direct Investment, Political and Economic Risk and Globalization, International
Management focuses upon the organization, behavior and management of MNCs as well
as on the domain of cross-cultural research. The course begins by sampling an array of
readings and perspectives to try to collectively describe the domain of International
Management and the international environment. Cross-national and cross-cultural
research will be considered throughout the course and topics of special interests,
including alliances, managing knowledge and networks and the role of culture and
national influences are included. We also look at methodological and epistemological
choices and issues in research, both as a topic in and of itself, and in critically examining
readings throughout the course.
I draw most extensively on a mostly recent, and admittedly eclectic, set of recent
articles and book chapters for this course. Recent works permit an historical overview of
the field through the prism of how these works draw on older sources to formulate and
test significant ideas. You should note and read on your own foundation works of the
International Management field, as well as those related to your disciplinary foundation.
Foundation works can be found in the bibliographies of various readings and I can also
make suggestions to each of you based on your interests.
You should come away from this seminar with an overview of what research
trends can be found in the international management field, what research questions that
interest you have received attention, how they are being studied and a sense of where the
critical gaps are that you might one day wish to address. During and beyond the seminar,
you clearly should familiarize yourself with The Journal of International Business Studies
(JIBS), but also International Management articles in the following journals:

Academy of Management Journal

Administrative Science Quarterly
Human Relations
Organization Science
Strategic Management Journal

Moreover, if you have not yet developed the habit, I strongly recommend regular
reading of international news in The Economist, The New York Times, World Bank
Reports and other publications. News stories and analysis about firms, industries,
government policy, etc. that are closely related to what the academic readings cover on a
more theoretical level can be found almost daily and are an important stimulus for
scholarly activities and teaching.

Readings:
You should be able to directly download copies of most readings from the UTD library.
For book chapters or other readings that are not available on-line, my TA, Bindu Arya,
has set up a reserve system for you to borrow and/or make you own personal use copies
of these readings.

Course Requirements and Grading:

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 In small seminars, how we function together ultimately insures the quality of the
experience. Your active involvement is vital and this is reflected in the evaluation scheme
as follows:

Attendance and active participation: 20%

(includes turning in assigned reports)

Compiling updated literature review on selected topic, analyzing

“schools,” prominent trends (written and oral) 15%

Reviewing: once a “real journal submission” and also

for other class member 15%

Your project paper 40%

My expectations for each component of evaluation are explained below.

1) Attendance, participation and reports

I expect you to come to class thoroughly prepared by doing at a minimum all of

the required readings. Most weeks, each of you will be assigned to a specific task, either
focusing upon creating an analytical summary of a specific reading and its contribution to
the broader literature or a “lead” role in describing critiquing and integrating major
theories and research streams in a literature (see following section). A two to three page
(typed, double-spaced) critical summary of that assigned paper will be required from
each student, due at the beginning of class each week. The summary should include:

(a) a summary of the research question or problem the paper addresses,

(b) what theories does it draw on, and from which disciplines?

(c) the level of analysis and the research design and methods, if any.

(d) the paper’s strengths and limitations.

(e) the contribution it makes to the field, and its links to the other pieces
read.

(f) at least one interesting and researchable question derived from this
paper. (DO NOT SHORT CHANGE THIS QUESTION)

(g) (optional) If the paper is more than a couple of years old, what has been its
history of citation and where is its influence felt?

Please bring enough copies of you summaries to the class each week to distribute
to all the participants plus the professor.
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2) Developing a bibliography and familiarizing colleagues with key literature,
“schools” and trends

During our first meeting, students will select a topic area within which they intend
to situate their class project. It is difficult to envision how to make a contribution to a
field if you do not understand what has been researched in the past and apparent trends
for current issues. Hence, though I ask you to begin this assignment early in the course, it
is closely connected to your project (see below) and its quality will likely affect how well
your project develops. I expect each of you to have a different area. You should begin by
perusing back issues of main journals and looking at citation patterns. However, to pick
up on current rends you will want to look at what is in press (if possible) plus the
programs for the AOM and AIB meetings. This should be helpful in writing up your
proposal at mid-semester and will be a part of that presentation.

3) Reviewing for other class members

Once you begin submitting papers to conferences and journals, you will quickly
appreciate the extent to which the quality of reviews can help advance your work. The
art of reviewing will be important in your academic career and being a good reviewer
enhances your intellectual development and is a valued collegial contribution.
The summaries give you some related experience, but in the case of published
articles, you are looking typically at the results of many drafts with reviewer input
already taken into account. For the projects, the challenge is to help the author take
rough ideas and topics and to help them refine these into a worthwhile and interesting
contribution to the field.
At some point in September I will assign you at least one “blind review” paper
actually under current submission to a journal. You will be asked to write a review and
fill out evaluation forms. As to your own projects, I require submission on (DATE TBD)
of your project paper outline of at least three pages (see below). This is to be emailed to
me in a file with your name before the beginning of class. Since the class is small I might
draw in other faculty and advanced graduate students to review proposals as well. Your
reviews and critiques should be thorough and constructive!! The goal is to help the author
improve the quality of his/her project. Your reviews will then be sent back to me via
email (Due date TBD). I shall again remove names and send these back to the project
authors. We will take some time during a subsequent meeting to discuss the review
process, as well as to hear brief oral presentations of each proposal.

4) Paper project

There are several alternatives for this course: An empirical paper or a conceptual
paper or a research proposal (drawing on an international management issue covered in
or related to the course). You can also scout out data bases and project collaborations
with professors and/ or advance graduate students as long as the topic fits in with the
course. Since, we unfortunately lack a course on qualitative methods and use of surveys, I
am going to provide some basic methods information in this course and this is a great
opportunity to try out your skills with participant observation, interviewing and
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questionnaire techniques. Alternatively, some of you might already have a thesis idea
that you might want to use this class to further develop, in which case the alternative
would be to work up a proposal of an empirical project (that might be either qualitative or
quantitative). In either scenario, the paper must demonstrate a broad knowledge of the
literature, an ability to integrate the literature, and propose a novel research idea or
conceptual contribution. As stated above, a written outline/ proposal are due (TBD). The
proposal should introduce the topic, briefly position it vis-à-vis the literature, discuss the
methods, proposed measures (as applicable) for conducting the research and outline its
intended contribution. Final papers (typically 18 double-spaced pages, including
bibliographies and figures) will be due On November 30th at our final meeting.
Papers submitted after that time but within the first 24 hours will be penalized 20 per
cent. I will absolutely not grade submissions after that time unless there advanced
arrangements made with me for extenuating circumstances.

My expectation is that conceptual papers might end up ready, or at least close to

ready, for a conference submission. If there is an empirical component, the research
question, intended contribution to the field and the research design should be well-
advanced in cases where you did not have the data to work on during this seminar
(though I do invite you to use the seminar for projects already underway if you have
them!)

Scholastic Honesty:

I adhere to all applicable UTD policies. Plagiarism and other forms of cheating will not
be tolerated. At my discretion, I will run papers through TURNITIN.COM to check for
plagiarism. Flagrant plagiarism will result in a failing grade for the course plus possible
disciplinary action.

Student Learning Objectives/Outcomes

These were described in greater detail in the introduction. Basically, I expect to see you
advance in your skills development and professional identity. career development.

Assignments & Academic Calendar

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(Topics, Reading Assignments, Due Dates, Exam Dates)

Date Session number Topic

Aug 23 1 Initial Meeting and discussion

Aug 30 2 What is IM? A Contemporary and Classic Perspectives

Sept 6 3 Developing Research Ideas

Management and organization of the MNC
Sept 13 4 (Blind review MS distributed)
Entrepreneurship, Plus (MS01 for review and forms distributed
Sept 20 5 .(Review due next week)
Sept 6 More thought on contribution and methods. Your review of MS01 and your
27 written project proposal due today (enough for all participants).
Culture in IM (also written reviews of proposals due today)
Oct4 7
OCT 11 NO
Class Work on project development
Oct 18 8 Knowledge, learning and the MNC
Oct29 9 Innovation
Nov 1 10 Joint Venture and alliances research
Meeting to discuss projects. Bring and be prepared to discuss the
Article that a) is an article you particularly admire from your research for
your project and (b) is a model of an article you would be
proud to write and publish some day. Be prepared to explain why
Nov 8 and how the article makes an important
11 contribution to your area of interest.
Choice day: More on alliances and/ or how disciplines and IM
can contribute to one another (either Sociology and Social Capital or Psychology
and Group and Organizational Dynamics)
Nov 15 12
Nov 22 No class Thanksgiving Holiday

Nov 29 Final Draft of Project due today. Presentations, wrap-up discussion and evaluation
Dec 6 Your Projects returned by this day. Optional Informal Class (if desired)
TABLE

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 Here are the modules from last year, with some new ones and changes to old ones. We
will fill in the blanks together at first meeting:

ASSIGNMENTS

1) August 23: Introduction and Housekeeping

1) August 30 Required Readings:

Bartlett, Christopher and Sumantra Ghoshal (1991). "Global Strategic
Management: Impact on the new frontiers of Strategy Research," Guest Editor's
comments, Special issue on 'Global Strategy', Strategic Management Journal,
Vol. 12, Summer.

Toyne, B. and Douglas Nigh (1997). “The Conceptual Domain of International

Business Inquiry," Pages 27-110, in B. Toyne and D. Nigh (Eds.). International
Business: An Emerging Vision, Columbia, USC Press.

Myra Wilkins article from the same volume, “International Business: An

emerging Vision.”

Buckley, P. and Casson, M. (1998). Models of the MNE. Journal of

International Business Studies. 29: 21-44

Westney, D. E. (1999). Organizational evolution of the MNE: An organizational

social perspective. Management International Review. Special Issue. 39 (1):
55-75

(Optional) Dunning, J. H. (1993). The determinants of MNE activity. In Dunning,

J. H. Multinational Enterprises and the Global Economy: 66-95. Addison-
Wesley Pub. Co

2) Developing Interesting Research: What is a “contribution” to the field?

Required reading:

Davis, Murray S. (1971). "That's interesting! Towards a Phenomenology of

Sociology and a Sociology of Phenomenology," Philosophy of Social Science,
1:309-344.

Locke, K. and K. Golden-Biddle (1997). “Constructing opportunities for

contribution: Structuring inter-textual coherence and problematizing in
organizational studies.” Academy of Management Journal.

Kohn, Melvin (1987). “Cross-national Research as an Analytic Strategy,”

American Sociological Review, 52:713-731.

7
***Volberda, H. (2006) Bridging IB theories, constructs and methods across
cultures and social sciences. Journal of International Business Studies. 37:
280-84.

Mayhew, B. (1980). “Structuralism versus individualism, Part 1” Social Forces,

59 (December). (Skim for main ideas)

4) MNC Management: Coordination and Extension Across Borders

Required:
Rugman, A. M., & Verbeke, A. 2004. Regional and Global strategies of
multinational enterprises. Journal of International Business, 35 (1).

Harzing, A-W. (2000). An empirical analysis and extension of the Bartlett and
Ghoshal typology of multinational companies. Journal of International
Business Studies. 31: 101-120

Birkinshaw, J., N. Hood and S. Jonsson (1998). Building firm-specific advantages

in multinational corporations: The role of subsidiary initiative. Strategic
Management Journal. 19: 221-241

Hedlund, G. (1986). “The Hypermodern MNC - A Heterarchy?” Human

Resource Management, Spring (V. 25) 9-35.

Tsoukas, H. (1996). The firm as a distributed knowledge system: A

constructionist approach. Strategic Management Journal. 17 (Winter Special
Issue): 11-25

5) International Entrepreneurship:

Luo, X and C-N Chung (2006) Keeping it all in the family: The role of
particularistic relationships in Business group performance during institutional
transition. Administrative Science Quarterly, 50: 404-439.

Ma, Dali (2005) Blocked mobility and multiple social circles in the creation of
entrepreneurship. Unpublished Manuscript, University of Chicago.

Coombs, Yamakawa, Annavarjula, Deeds and Sadrieh (2006?). International

Entrepreneurship research 1981-2006: A review, critique and extension.
Unpublished MS.

Blind review paper is distributed with form. Due following week.

6) More on research, epistemology, methods and contributions to the field

8
1) Bergh, D. , Perry, J. and R. Hanke (2005) Some predictors of SMJ Article
Impact. Strategic Management Journal, 27: 81-100.
.
*2) Marschan-Piekkari, R and C. Welch (2004). Qualitative research methods in
international business: The state of the art.” Chapter 1 in Marschan-Piekkari and
Welch, Eds. Handbook of Qualitative research methods for international
business. Northampton, MA: Edward Elgar: pp. 5-24.

3) Jones, G and T.. Khanna (2006) Bringing history (back) into international
business. Journal of International Business Studies , 37:453-468.

(Optional, though Important)) Rousseau, Denise (1985). "Issues in of Level in

Organizational Research: Multi-level and Cross-level perspectives," Research
In Organizational Behavior, vol. 7, pp 1-37

7 Introduction to role of culture in IM research

*(Gives a broad overview – required if you lack prior coursework on topic)

Brannen, MY, Gomez, C. Peterson, MF, Romani, L, Sagiv, L and P. Wu (2004).
People in Global Organizations: Culture, Personality and Social Dynamics.
Chapter 2 in Lane, Maznevski, Mednhall and McNett (ed). The Blackwell
Handbook of Global Management. Oxford, UK: Blackwell Publishing, pp 26-
54. (Master)

Brodbeck, FC et al (2000) Cultural variation of leadership prototypes across 22

European countries. Journal of Occupational and Organizational
Psychology, 73: 1-29.

*Early, P.C and M. Launbach (2002). Structural identity theory and the dynamics
of cross-cultural work groups,” in M.J. Gannen and K.L. Newman (eds),
Handbook of cross-cultural management. Oxford: Blackwell: 256-282

Salk, J. E. and O. Shenkar (2001). “Social identities and cooperation in an

international joint venture: An exploratory case study.” Organization Science,
12 (2), 161-178.

8) Knowledge, Learning and the MNC:

Lyles, M and JE Salk (1996) Learning from foreign parents in Hungarian IJVs.
Journal of International Business Studies

Kogut, B. and U. Zander (1993). Knowledge of the firm and the evolutionary
theory of the multinational corporation. Journal of International Business
Studies. 24: 625-645.

9
Dyer, J. and K. Nobeoka (2000). Creating and managing a high-performance
knowledge-sharing network: The Toyota case. Strategic Management Journal.
21: 345-367

Gupta, A. and V. Govindarajan (2000). Knowledge flows within multinational

corporations. Strategic Management Journal. 21: 473-496

STOPPED HERE

********************************************

Material on Psychology IM interface – How do (and should) IM and classical

fields complement one another.

New Gibson and Zellmer-Bruhn paper.

Chapters from one or more recent Dissertation

Klaus Meyer critique of Lyles and Salk (1996)

Han and David (2004)

Salk and Khoury 2007

First Session: Defining IM,, versus IB and considering the “big” questions.

JIBs perspective peper by Oded Shenkar

Ricart, J. E., Enwright, M. J., Ghemawat, P., Hart, S. L., Khanna, T. 2004. New
Frontiers in international strategy. Journal of International Business Studies,
35: 175-200.

Bartlett, Christopher and Sumantra Ghoshal (1991). "Global Strategic

Management: Impact on the new frontiers of Strategy Research," Guest Editor's

10
comments, Special issue on 'Global Strategy', Strategic Management Journal,
Vol. 12, Summer.

Dunning, J. H. (1993). The motives for foreign production MNEs and the global
economy. In Dunning, J. H. Multinational Enterprises and the Global
Economy: 54-65. Addison-Wesley Pub. Co.

Horaguchi H. and B. Toyne (1990). “Setting the Record Straight: Hymer,

Internationalization Theory and Transaction Cost Economics,” Journal of
International Business Studies, Vol. 21: 487-494.

Toyne, B. and Douglas Nigh (1997). “The Conceptual Domain of International

Business Inquiry," Pages 27-110, in B. Toyne and D. Nigh (Eds.). International
Business: An Emerging Vision, Columbia, USC Press.

Session 3:

How the agendas and identity of IB and IM can complement one another

Guest?

Required Readings:

Buckley, PJ ad P,N, Ghauri (2004) Globalisation, economic geography and the

strategy of multinational enterprises. Journal of International Business
Studies, Vol 35(2): 81-98

Buckley, P. and Casson, M. (1998). Models of the MNE. Journal of

International Business Studies. 29: 21-44

Peng, M.W. (2004) Identifying the big question in international business

research. Journal of International Business Studies. 35 (s): 99-108. [Note:
this was written as a rebuttal to Buckley and Ghauri, above).

Dunning, J. H. (1993). The determinants of MNE activity. In Dunning, J. H.

Multinational Enterprises and the Global Economy: 66-95. Addison-Wesley
Pub. Co

11
3) September 1, 2005 – Developing Research Ideas (1)

Note: Think about your project ideas in connection with readings by this
session if you are not already doing so!

For this class I would like each of you to search though the top journals
and find an exemplar of “excellent” International Management research in
your selected domain. You might want to look at citation counts, various
awards given by the AOM or AAIB over the years. Or it can be based on
your taste. No overlaps – as soon as you identify it, notify the rest of the
participants. Be prepared to explain and discuss what makes this research
excellent

Required reading:

Davis, Murray S. (1971). "That's interesting! Towards a Phenomenology of

Sociology and a Sociology of Phenomenology," Philosophy of Social Science,
1:309-344.

Locke, K. and K. Golden-Biddle (1997). “Constructing opportunities for

contribution: Structuring inter-textual coherence and problematizing in
organizational studies.” Academy of Management Journal.

Kohn, Melvin (1987). “Cross-national Research as an Analytic Strategy,”

American Sociological Review, 52:713-731.

Mayhew, B. (1980). “Structuralism versus individualism, Part 1” Social Forces,

59 (December). (If you already have read this, just skim for main ideas)

4) September 8, 2004 – More on what makes for excellent research. We

shall consider epistemologies and and methods (Including historical
archive studies, fieldwork, interview-based studies and qualitative
analyses)

Required reading:

Marschan-Piekkari and Welch (Chapter 1 of Handbook). (Master)

Djelic, M.L. (1998) Exporting the American Model. New York: Oxford University
Press. Read the introduction pp.1-14 (master).

12
Westney, D. E. (1999). Organizational evolution of the MNE: An organizational
social perspective. Management International Review. Special Issue. 39 (1):
55-75

Desanctis chapter(Master)

Rugman, A. M., & Verbeke, A. 2004. Regional and Global strategies of

multinational enterprises. Journal of International Business, 35 (1).

5) September 15, 2004 – A special look at process and qualitative research

in International Management

Pauwels and Matthyssens (Handbook, Chapter6) (Master)

Handbook, Chapter 8

Schein, EH (1987) Process Consultation. Material on conducting interviews

(Master)

Recommended but optional: Spradley, The Ethnographic Interview (Section

on Grand Tour interviews). (Master)

Go on the Web and look at the sites for AtlasTI and oter text analysis
software packages as time permits. Download a demo copy of Atlas and
consider how its use might be incorporated into studying a topic of
interest. Be prepared to share views/ questions with the class.

6) September 22, 2005 MNC structure and Functioning

Bartlett, C. (1986). "Building and Managing the Transnational: The New

Organizational Challenge," in Porter, Michael (ed.) Competition in Global
Industries.

Harzing, A-W. (2000). An empirical analysis and extension of the Bartlett and
Ghoshal typology of multinational companies. Journal of International
Business Studies. 31: 101-120

Hedlund, G. (1986). “The Hypermodern MNC - A Heterarchy?” Human

Resource Management, Spring (V. 25) 9-35.

13
Rangan, S. (1998). Do multinationals operate flexibly? Theory and evidence.
Journal of International Business Studies. 29: 217-237

Tsoukas, H. (1996). The firm as a distributed knowledge system: A

constructionist approach. Strategic Management Journal. 17 (Winter Special
Issue): 11-25

7) September 29, 2005 International Strategic Management

Anand, B. and T. Khanna (2000). Do firms learn to create value? The case of
alliances. Strategic Management Journal. 21: 295-315

Bartlett, Christopher A. and Sumantra Ghoshal (1988). "Organizing for Worldwide

Effectiveness: The Transnational Solution." California Management Review
31/1 (Fall): 54-75.

Birkinshaw, J., N. Hood and S. Jonsson (1998). Building firm-specific advantages

in multinational corporations: The role of subsidiary initiative. Strategic
Management Journal. 19: 221-241

.
Kogut, B. and U. Zander (1993). Knowledge of the firm and the evolutionary
theory of the multinational corporation. Journal of International Business
Studies. 24: 625-645.

Dyer, J. and K. Nobeoka (2000). Creating and managing a high-performance

knowledge-sharing network: The Toyota case. Strategic Management Journal.
21: 345-367

Gupta, A. and V. Govindarajan (2000). Knowledge flows within multinational

corporations. Strategic Management Journal. 21: 473-496

Jacobides, M.G. (2005) Industry change through vertical disintegration: How and
why markets emerged in Mortgage Banking. AMJ vol 48(3): 465-498

8) October6, 2005: Culture and IM research

Brannen, MY, Gomez, C. Peterson, MF, Romani, L, Sagiv, L and P. Wu (2004).

People in Global Organizations: Culture, Personality and Social Dynamics.
14
Chapter 2 in Lane, Maznevski, Mednhall and McNett (ed). The Blackwell
Handbook of Global Management. Oxford, UK: Blackwell Publishing, pp 26-
54. (Master)

Early, P.C and M. Launbach (2002). Structural identity theory and the dynamics
of cross-cultural work groups,” in M.J. Gannen and K.L. Newman (eds),
Handbook of cross-cultural management. Oxford: Blackwell: 256-282.

Salk, J. E. and O. Shenkar (2001). “Social identities and cooperation in an

international joint venture: An exploratory case study.” Organization Science,
12 (2), 161-178.

Selection on global leader characteristics and differences (TBA)

9) October 13, 2005(Break week to prepare for presentations on your

selected project topic . Submit a 3-6 page outline (in addition to your
bibliography) to participants to read (at least 48 hours before the next
class)

10) October 20, 2005 Presentations

11) October 27, 2005 Alliances (1): A tour of the “field.” David Deeds is
scheduled to join us on this day.

Tentative Readings:

Barkema, H., O. Shenkar, F. Vermeulen and J. Bell (1997). Working abroad,

working with others: How firms learn to operate international joint ventures.
Academy of Management Journal. 40 (2): 426-442

Gulati, R. and H. Singh (1998). The architecture of cooperation: Managing

coordination costs and appropriation concerns in strategic alliances.
Administrative Science Quarterly. 43 (4): 781-814

Lane, P.J., J. E. Salk and M. Lyles, (2001). “Absorptive capacity, learning and
performance in international joint ventures.” Strategic Management Journal, 22
(12), 1139-1162.

Salk, J.E. and M. Y. Brannen (2000) “National culture, networks and individual
influence in a multi-national management team.” Academy of Management
Journal, 43 (12), 191-202

Yan, A. and M. Zeng (1999). International joint venture instability: A critique of

previous research, a reconceptualization, and directions for future research.
Journal of International Business Studies. 30: 397-414
15
12) November 3, 2005 More on Alliances Studies of Process

Readings: TBA, tentative selections:

Guillen, M. (2003) Experience, imitation, and the sequence of foreign entry:

wholly owned and joint-venture manufacturing by South Korean firms and
business groups in China, 19871995. Journal of International Business
Studies, Vol 34.

Salk, JE and Khoury, T. (2005) Paper on the status of process research and
narratives in the alliances literature

13) November 10, 2005 The OB OT interface impact on the IM field: The
Barbarian invasions or a positive, synergistic relationship? (focus on
Social capital, Cognition, etc. et al,. Professor Markoczy will participate in
this session)

Readings: TBA , tentative selections:

Fahr, JL, Earley, PC and SC Lin (1997) Impetus for action: a cultural analysis of
justice and organizational citizenship behavior in Chinese society.
Administrative Science Quarterly, Vol. 42: 421-444.

Salk, JE and Vora, D. (2005) Book chapter ( master)

14) November 17, 2005 Week : Presentations

November 23, 2005 Final Papers are Due

Day One Optional Readings:

Buckley, P. J. (1996). The role of management in International Business theory:

A meta-analysis and integration of the literature on International Business and
International Management. Management International Review. Special Issue
(1): 7-54.

16
Hymer, S. (1971). "The Multinational Corporation and the Law of Uneven
Development," in Jagdish Bhagwati (Ed) Economics and the World Order from
1970's to the1990's, NY, MacMillan, 113-140

Toyne, B. and Douglas Nigh (1997). “The Conceptual Domain of International

Business Inquiry," Pages 27-110, in B. Toyne and D. Nigh (Eds.). International
Business: An Emerging Vision, Columbia, USC Press.
`
Vernon, R. (1994). Contributing to an International Business Curriculum: An
Approach from the Flank. Journal of International Business Studies. 25(2):
215-227.

Dunning, J. H. (1993). The motives for foreign production MNEs and the global
economy. In Dunning, J. H. Multinational Enterprises and the Global
Economy: 54-65. Addison-Wesley Pub. Co.

Horaguchi H. and B. Toyne (1990). “Setting the Record Straight: Hymer,

Internationalization Theory and Transaction Cost Economics,” Journal of
International Business Studies, Vol. 21: 487-494.

Day Two Optional Readings:

Horaguchi H. and B. Toyne (1990). “Setting the Record Straight: Hymer,

Internationalization Theory and Transaction Cost Economics,” Journal of
International Business Studies, Vol. 21: 487-494.

Baldwin, Richard and Philippe Martin (1999). “Two Waves of Globalization.”

Superficial Similarities and Fundamental Differences.” NBER Working Paper
6904. http://www.nber.org/papers/w6904

Barber, Benjamin (1995). Jihad versus McWorld.

Dunlop, J., F. Harbison, C. Kerr and C. Myers (1975). Industrialism and

Industrial Man Reconsidered, pp1-42.

Guillen, Mauro (2001). “Is globalization civilizing, destructive or feeble? A critique

of five key debates in the social science literature.” Annual Review of
Sociology, 27: 235-60.

17
Toyne, Brian and Douglas Nigh (1997). "Foundations of an Emerging
Paradigm," in B. Toyne and D. Nigh (Eds.). International Business: An
Emerging Vision, Columbia, USC Press, pp. 3-26.

Kobrin, Stephen J. (2002) “Economic Governance in an Electronically Networked

Global Economy.” Rodney Bruce Hall and Thomas J. Biersteker, eds. The
Emergence of Private Authority: Forms of Private Authority and Their
Implications for Global Governance. Cambridge: Cambridge University Press,
forthcoming 2002. http://www-
management.wharton.upenn.edu/kobrin/research.htm

Lane, H. Maznevski, ML. and ME Mendenhall (2004) Globalization: Hercules

Meets Buddha. Chapter 1 in Lane, Maznevski, Mednhall and McNett (ed). The
Blackwell Handbook of Global Management. Oxford, UK: Blackwell
Publishing, pp 3-25.

Zaheer, S. (1999). “Time-zone economies and managerial work in a global

world” in P. C. Earley and H. Singh (eds.), Innovations in International and
Cross-Cultural Management, Thousand Oaks, CA: Sage.

Cairncross, F. (1997). The Death of Distance, HBS Press. )

Collingsworth, T., J. W. Goold and P. J. Harvey (1994). "Time for a global new
deal," Foreign Affairs, 73(1)-8.

Friedman, Thomas (1999). The Lexus and the Olive Tree.

Guillen, M. (2001). The limits of convergence: Globalization and

organizational change in Argentina, South Korea and Spain. Princeton, NJ:
Princeton University Press.

Day Three Optional Reading:

Caves, R. E. (1998). Research in International Business: Problems and

prospects. Journal of International Business Studies. 29: 5-19

Dunning, J.H. (1989). “The Study of International Business: A Plea for a More
Interdisciplinary Approach,” Journal of International Business Studies, 20-3:
411-436.

Mayhew, B. (1981). “Structuralism versus individualism, Part 2” Social Forces,

39 (March).

18
Lave and March (1994). Introduction to Models in the Social Sciences.

Ragin, Charles (1989). “New Directions in Comparative Research,” in Melvin

Kohn (ed.), Cross-National Research in Sociology, Newbury Park, CA: Sage,
pp 57-76.

Rousseau, Denise (1985). "Issues in of Level in Organizational Research: Multi-

level and Cross-level perspectives," Research In Organizational Behavior, vol.
7, pp 1-37.

???Day Six Optional Reading:

Allen, L. and C. Pantzalis (1996). Valuation of the operating flexibility of

multinational corporations. Journal of International Business Studies. 27: 633-
653

Anand, J. and A. Delios (1997). Location specificity and the transferability of

downstream assets to foreign subsidiaries. Journal of International Business
Studies. 28: 579-603

Berry, H. (1998). Internalization theory, the value of multinationality, and

Japanese FDI. Working paper no. 98-12. CIBER, The Anderson School at UCLA

Brouthers, L. E., K. Brouthers and S. Werner (1999). Is Dunning’s eclectic

framework descriptive or normative? Journal of International Business
Studies. 30: 831-844

Casson, M. (1999). The organization and the evolution of the MNE: An

information cost approach. Management International Review. Special Issue
(1): 77-

Dunning, J. H. (1988). The eclectic paradigm of international production: A

restatement and some possible extensions. Journal of International Business
Studies. 19: 1-31.

Dunning, J. H. (1998). Location and the multinational enterprise: A neglected

factor. Journal of International Business Studies. 29: 45-66

Erramilli, M. K., S. Agarwal and S. Kim (1997). Are firm-specific advantages

location specific too?. Journal of International Business Studies. 28: 735-757

Gomes, L. and K. Ramaswamy (1999). An empirical examination of the form of

the relationship between multinationality and performance. Journal of
International Business Studies. 30: 173-188

19
Graham, E. M. (1998). Market structure and the MNE: A game-theoretic
approach. Journal of International Business Studies. 29: 67-83

Perlmutter, H. (1969). "The Tortuous Evolution of the Multinational Corporation,"

Columbia Journal of World Business.

Ramaswamy, K. and W. R. Kroeck (1996). Measuring the degree of

internationalization of a firm: A comment. Journal of International Business
Studies. 27: 167-177

Rangan, S. (2000). Search and deliberation in international exchange: Micro

foundations to some macro patterns. Journal of International Business
Studies. 31: 205-222.

Stopford, J. and L. Wells (1972). Managing the Multinational Enterprise, Basic

Books, 1972 (especially Chapters 2 – 5).

Sullivan, D. (1994). Measuring the degree of internationalization of a firm.

Journal of International Business Studies. 25: 325-342

Sullivan, D. (1996). Measuring the degree of internationalization of a firm: A

reply. Journal of International Business Studies. 27: 179-192

Day Seven Optional Reading:

Prahalad, C. K. and Y. Doz (1987). The Multinational Mission. Free Press,

1987, Chapter 2.

Kogut, B. and U. Zander (1995). Knowledge, market failure and the multinational
enterprise: A reply. Journal of International Business Studies. 26: 417-426.

Love, J. H. (1995). Knowledge, market failure and the multinational enterprise: A

theoretical note. Journal of International Business Studies. 26: 399-407

Porter, M. (1986). "Competition in Global Industries: A Conceptual Framework",

in M. Porter (ed.) Competition in Global Industries. HBS Press.

Doz, Yves L. (1980) "Strategic Management in Multinational Companies,"

Sloan Management Review, Winter 1980, 27-46.

Kostova, T., and Roth, K. 2003. Social Capital in Multinational Corporations and
a Micro-Macro Model of its formation. Academy of Management Review, 28(2):
297-317.

Henisz, W. and A. Delios (2002). "Uncertainty, imitation and plant location:

Japanese multinational corporations, 1990-1996.” Administrative Science
Quarterly, 46(3): 443-475.
20
Horaguchi H. and B. Toyne (1990). “Setting the Record Straight: Hymer,
Internationalization Theory and Transaction Cost Economics,” Journal of
International Business Studies, Vol. 21: 487-494.

Murtha, T. and S. Lenway (1994). Country Capabilities and the Strategic State:
How National Political Institutions Affect Multinational Corporations’ Strategies,
Strategic Management Journal, Vol. 15: 113-129.

Vernon, R. (1979). The Product Cycle Hypothesis in a New International

Environment, Oxford Bulletin of Economics and Statistics, 41(4): 255-267

Appleyard, M. (1996). How does knowledge flow? Interfirm patterns in the

semiconductor industry. Strategic Management Journal. 17(Winter Special
Issue): 137-154.

Bresman, H., J. Birkinshaw and R. Nobel (1999). Knowledge transfer in

international acquisitions. Journal of International Business Studies. 30: 439-
462

Grant, R. M. (1996). Toward a knowledge-based theory of the firm. Strategic

Management Journal. 17 (Winter Special Issue): 109-122

Grosse, R. (1996). International technology transfer in services. Journal of

International Business Studies. 27: 781-800

Mcevily, S., S. Das and K. McCabe (2000). Avoiding competence substitution

through knowledge sharing. Academy of Management Review. 25 (2): 294-
311.

Peng, M. and D. Wang (2000). Innovation capability and foreign direct

investment: Toward a learning option perspective. Management International
Review. 40 (Special Issue): 79-93.

Salk, J. E. and B. Simonin (2003). Beyond Alliances: Towards a Meta-Theory of

Collaborative Learning. In M. Easterby-Smith and M. Lyles (Eds.) Handbook of
Organizational Learning. Basil-Blackwell Press.

Simonin, B. L. (1999). Ambiguity and the process of knowledge transfer in

strategic alliances. Strategic Management Journal. 20: 595-623

Simonin, B. (1999). Transfer of marketing know-how in international strategic

alliances: An empirical investigation of the role and antecedents of knowledge
ambiguity. Journal of International Business Studies. 30: 463-490

21
Spender, J-C. and R. Grant (1996). Knowledge and the firm: Overview. Strategic
Management Journal. 17 (Special Issue): 5-9

Szulanski, G. (1996). Exploring internal stickiness: Impediments to the transfer of

best practice within the firm. Strategic Management Journal. 17 (Winter Special
Issue): 27-43

Tsang, E. (1997). Choice of international technology transfer mode: A resource-

based view. Management International Review. 37(2): 151-168

Roth, Kendall and Allen J. Morrison (1992). "Implementing Global Strategy:

Characteristics of Global Subsidiary Mandates,” Journal of International
Business Studies.

Johnson, J. H. (1995). An empirical analysis of the integration-responsiveness

framework: U.S. construction equipment industry firms in global competition.
Journal of International Business Studies. 26: 621-635

Kobrin, Stephen J. (1991). "An Empirical Analysis of the Determinants of Global

Integration," Strategic Management Journal, 12, Special Issue on Global
Strategy, Summer.

Kogut, B. (1984). "Normative Observations on the International Value-Added

Chain and Strategic Groups. Journal of International Business Studies, Fall
1984.

Leong, S. M. and C. T. Tan (1993). Managing across borders: an empirical test

of the Bartlett and Ghoshal (1989) organizational typology. Journal of
International Business Studies. 24: 449-464

Mitchell, W., J. Myles Shaver and B. Yeung (1992). “Getting there in a Global
Industry: Impacts on Performance of changing International Presence,”
Strategic Management Journal, 13:419-432.

Anand, B. and T. Khanna (2000). Do firms learn to create value? The case of
alliances. Strategic Management Journal. 21: 295-315

Day 8: Optional Reading

Triandis, H. 1989. Cross-cultural studies of individualism and collectivism. In J.

Berman (Ed.), Nebraska symposium on motivation: 41-133. Lincoln:
University of Nebraska Press (skim).

Ronen, S. and O. Shenkar (1985). “Clustering around attitudinal dimensions: A

review and synthesis. Academy of Management Review, 10 (3): 435-454.

22
Sackmann, S, A. and M.E. Phillips (2002). “The multiple culture perspective: An
alternate paradigm for international cross-cultural management research.” Paper
presented at the 2002 Western Academy of Management Conference, Lima
Peru.

Broadbeck, F.C. et al (2000). “Cultural variation of leadership prototypes across

22 European countries.” Journal of Occupational and Organizational
Psychology, 73: 1-29.

Hofstede, G. (1980) Culture’s Consequences.

Tajfel, H. (1981) Human groups and social categories. Thousand Oaks, CA:
Sage Publications.

Barkema, H., O. Shenkar, F. Vermeulen and J. Bell (1997). Working abroad,

working with others: How firms learn to operate international joint ventures.
Academy of Management Journal. 40 (2): 426-442

Cullen, J., J. Johnson and T. Sakano (1995). Japanese and local partner
commitment to IJVs: Psychological consequences of outcomes and investments
in the IJV relationship. Journal of International Business Studies. 26: 91-115.

Optional Readings for Days 11 and 12:

O, P., S. Cavusgil and M.B. Sarkar (1998). Compensation in international

licensing arrangements. Journal of International Business Studies. 29: 409-
420

Buckley, P. J. and M. Casson (1996). An economic model of international joint

venture strategy. Journal of International Business Studies. 27: 849-876

Contractor, F. J. and S. K. Kundu (1998). Modal choice in a world of alliances:

Analyzing organizational forms in the international hotel sector. Journal of
International Business Studies. 29: 325-358

Contractor, F. J. and W. Ra (2000). Negotiating alliance contracts: Strategy and

behavioral effects of alternative compensation arrangements. International
Business Review. 9: 271-299.

Cullen, J., J. Johnson and T. Sakano (1995). Japanese and local partner
commitment to IJVs: Psychological consequences of outcomes and investments
in the IJV relationship. Journal of International Business Studies. 26: 91-115
23
Das, T. and B-S Teng (2000). A resource-based theory of strategic alliances.
Journal of Management. 26 (1): 31-61.

Dussauge, P., B. Garrette and W. Mitchell (2000). Learning from competing

partners: outcomes and durations of scale and link alliances in Europe, North
America and Asia. Strategic Management Journal. 21: 99-126

Gulati, R. (1998). Alliances and networks. Strategic Management Journal. 19:

293-317

Hennart, J-F., T. Roehl and D. Zietlow (1999). ‘Trojan horse’ or ‘Workhorse’? The
evolution of U.S.-Japanese joint ventures in the United States. Strategic
Management Journal. 20: 15-29.

Inkpen, A. C. and P. W. Beamish (1997). Knowledge, bargaining power, and the

instability of international joint ventures. Academy of Management Review. 22
(1): 177-202

Kashlak, R. J., R. Chandran and C. A. Di Benedeto (1998). Reciprocity in

International Business: A study of Telecommunications alliances and contracts.
Journal of International Business Studies. 29: 281-304

Lampel, J. and J. Shamsie (2000). Probing the unobtrusive link: Dominant logic
and the design of joint ventures at General Electric. Strategic Management
Journal. 21: 593-602

Makino, S. and P. Beamish (1998). Performance and survival of joint ventures

with non-conventional ownership structures. Journal of International Business
Studies. 29: 797-818

Merchant, H. and D. Schendel (2000). How do international joint ventures create

shareholder value? Strategic Management Journal. 21: 723-737

Mjoen, H. and S. Tallman (1997). Control and performance in international joint

ventures. Organization Science. 8 (3): 257-274

Mowery, D. C., J. E. Oxley and B. S. Silverman (1996). Strategic alliances and

interfirm knowledge transfer. Strategic Management Journal. 17 (Winter
Special Issue): 77-91

24
Parkhe, A. (1993). Strategic alliance structuring: A game theoretic and
transaction cost examination of interfirm cooperation. Academy of Management
Journal. 36 (4): 794-829.

Reuer, J. J. (2000). Downside risk implications of multinationality and

international joint ventures. Academy of Management Journal. 43 (2): 203-214

Reuer, J. J. (2000). Parent firm performance across international joint venture

life-cycle stages. Journal of International Business Studies. 31: 1-20

Salk, J. E. and O. Shenkar (2001). “Social identities and cooperation in an

international joint venture: An exploratory case study.” Organization Science,
12 (2), 161-178. .

Shenkar, O. and J. Li (1999). Knowledge search in international cooperative

ventures. Organization Science. 10 (2): 134-143

Grading
Your grade in this course is determined as follows:
Contacting the Instructor: Faculty has been requested to state in their syllabi that a new
university policy to protect student privacy has been established. This policy states that
faculty is not required to answer student emails unless they come from a UTD email
account. Therefore, you are advised to contact me via my UTD email account from
your own UTD account. Note that although I do check WebCT a few times during the
week, you should use my regular email if you want a timely response.

Common Courtesy
You are expected to be courteous during class time. Please respect your fellow students
by turning off cell phones and beepers before class, refraining from talking with others
when someone is speaking, and arriving punctually to class. Also, note that laptop usage
during class is prohibited, as this is distracting to fellow students.

Scholastic Dishonesty
Any student who commits an act of scholastic dishonesty is subject to discipline.
Scholastic dishonesty includes, but is not limited to, cheating, plagiarizing, colluding,
submitting for credit any work or materials that are attributable in part or fully to another
party, taking an exam for another person, and engaging in or attempting to engage in any
act designed to give unfair advantage to a student. The University of Texas at Dallas has
several procedures to deal with students who commit acts of scholastic dishonesty,
ranging from flunking the course to being expelled from the university. Visit
http://www.utdallas.edu/student/slife/TitleV.html for further information on this topic.
Also, please be aware that UTD subscribes to turnitin.com, which I may use at my
discretion to spot check for plagiarism on group case write-ups.

Course Syllabus Page 25

Library Research
The following library site provides abundant data search engines that are helpful in
writing a paper.
http://www.utdallas.edu/library/reference/business.html

Just searching company website and/or citing free web information is not enough. Take
advantage of the paid search engines in the library homepage. It contains the following
search engines. Should you have further questions, contact liaison librarians in the library
(Loreen Phillips, Loreen.Phillips@utdallas.edu or visit
http://www.utdallas.edu/library/reference/somliaison.html.

• Business and Company Resource Center

• Business Source Premier
• Business & Management Practices
• CCH Internet Tax Research Network (tax service)
• Wall Street Journal (1984-current)
• Academic Universe Lexis Nexis (then under Business)
• Disclosure Data from Academic Universe Click on Business, then Company
Financial (company financial info)
• Mergent Online (formerly Moody's FIS Online) (company financial
information)
• National Trade Data Bank (NTDB)
• EconLit (economics)
• ECONbase
• PAIS (public affairs)
• Business Dateline (index to regional business publications)
• Business Organizations
• Regional Business News (from TexShare)
• EDGAR Financial Reports (company financial information)
• Social Sciences Abstracts
• Social Sciences Citation Index (Web of Science/Web of Knowledge)
• Essay & General Literature Index
• Web of Science (Web of Knowledge) (citation indexes)
• WorldCat (OCLC)

Course Syllabus Page 26

 • General Databases (multidisciplinary)
• For psychology in the workplace: Psychology and Human Development
Databases

Religious Holy Days

The University of Texas at Dallas will excuse a student from class or other
required activities for the travel to and observance of a religious holy day for a
religion whose places of worship are exempt from property tax under Section
11.20, Tax Code, Texas Code Annotated.

The student is encouraged to notify the instructor or activity sponsor as soon as

possible regarding the absence, preferably in advance of the assignment. The
student, so excused, will be allowed to take the exam or complete the assignment
within a reasonable time after the absence: a period equal to the length of the
absence, up to a maximum of one week. A student who notifies the instructor and
completes any missed exam or assignment may not be penalized for the absence.
A student who fails to complete the exam or assignment within the prescribed
period may receive a failing grade for that exam or assignment.

If a student or an instructor disagrees about the nature of the absence [i.e., for the
purpose of observing a religious holy day] or if there is similar disagreement
about whether the student has been given a reasonable time to complete any
missed assignments or examinations, either the student or the instructor may
request a ruling from the chief executive officer of the institution, or his or her
designee. The chief executive officer or designee must take into account the
legislative intent of TEC 51.911(b), and the student and instructor will abide by
the decision of the chief executive officer or designee.

Course Syllabus Page 27

Course Syllabus Page 28
Student Information Sheet
IM Seminar Fall 2006

General Information

Name: ____________________________
Phone # ____________________________

Email: ____________________________

Hometown/State or Country: ____________________________

Interests:

Prior Research and Publications:

Current research:?

Course Syllabus Page 29