Information on individual educational components (ECTS-Course descriptions) per semester

Degree programme: Master Sustainable Energy Systems
Type of degree: FH Master´s Degree Programme
Part-time
Summer Semester 2021

Course unit title Management in East Asia
Course unit code 800101014000
Language of instruction English
Type of course unit (compulsory, optional) Elective
Semester when the course unit is delivered Summer Semester 2021
Teaching hours per week 2
Year of study 2021
Number of ECTS credits allocated Second Cycle (Master)
Number of ECTS credits allocated 3
Name of lecturer(s) Katrin HORN


Prerequisites and co-requisites

None


Course content

This module offers an overview of the nature of business in East Asia, with an emphasis on the three largest economies, China, Japan, and South Korea. It considers differences and similarities between these countries, and how this, in turn, affects the actions of multinational firms operating in this and the wider Asian region.

Syllabus

  • Frameworks for analysing issues relevant to business and management in East Asia
  • Main political and economic developments in the East Asian region
  • Institutions, culture, and management of East Asian economies:
    • China
    • Japan
    • South Korea
  • Strategies of MNEs in East Asia 
  • The rise of East Asian multinational entreprise
    • Dynamics of Internationalisation
    • Strategic orientation in foreign markets (then and now)

Learning outcomes

By the end of the module, you should be able to:

  1. Understand the the political, economic, and business environments of three central East Asian business markets (China, Japan, South Korea).
  2. Appreciate the interconnectedness between these countries, based on an in-depth analysis of trade and investment relationships between the countries of focus.
  3. Comprehend the strategies of multinational enterprises (MNEs) originating from these economies within the wider region.
  4. Identify region-wide issues and, based on this, appreciate how foreign firms may operate in these markets.

Planned learning activities and teaching methods

Learning activities and teaching methods:

  • Lectures
  • Discussion rounds
  • Case Studies

Assessment methods and criteria

Assessment methods (% of Final Grade):

Midterm Exam (30%), Final Exam (35%) and In-Class Presentation (35%).


Comment

None


Recommended or required reading

Recommended reading:

  • Asakura (2017). Brief overview of the current startup ecosystem in Japan
  • Stanford, Y.-svnj.squarespace.com/s/SVNJ-working-paper-2017
  • Buckley, P., Clegg, J., Cross, A. Liu, L., Voss, H. and Zheng, P. (2007). The determinants of Chinese outward foreign direct investment. Journal of International Business Studies, 38(4), 499–518.
  • Carney, M. (2008). Asian business groups: Context, governance and performance. Oxford: Chandos.
  • Cavusgil, S. Tamer, Gary Knight, and John Riesenberger (2011). International Business: The New Realities, 2/E, New Jersey: Prentice Hall.
  • Chen, M. (2004). Asian management systems. Singapore: Thomson.
  • Daniels, J., Radebaugh, L., and Sullivan, D. (2010).  International Business – Environments and Operations, Pearson.
  • Dicken, P. (2010), Global Shift: mapping the changing contours of the world economy, London: Sage. 
  • Brownas, G., Powers, D. and Hood, C. (2003). Doing business with the Japanese. Direct Image.
  • Buckley, P. and Horn, S. (2009). Japanese multinational enterprises in China: Successful adaptation of marketing strategies. Long Range Planning, 42(4), 495–517.
  • Fields, G., Katahira, H. and Wind, J. (1999). Leveraging Japan: Opening the gateway to Asian growth. Jossey Bass Wiley.
  • Financial Times (2003). “A leap over the cliff: are the big profits to be made in China blinding foreign carmakers to the risks ahead?”, 25th August.
  • Goldman Sachs (2003). Global Automobiles: The Chinese Auto Industry, February, available at www2.goldmansachs.com/hkchina/insight/research/pdf/chinese_auto_industry.pdf.
  • Griffiths, M. (2013). Consumers and individuals in China: Standing, out fitting in. Abingdon: Routledge.
  • Hemmert, M. (2017). The evolution of tiger management: Korean companies in the world market. Abingdon: Routledge.
  • McCreery, J. (2000). Japanese consumer behaviour. Curzon Press
  • Pudelko, M. (2005). Continuity versus change: The key dilemma for Japanese management. In Haak, R. and Pudelko, M. (eds.), Japanese Management. New York: Palgrave Macmillan, pp. 241-252.
  • Robins, F. (2013). The uniqueness of Chinese outward foreign direct investment, Asian Business & Management, 12(5), 525–537.
  • Rowley, C. and Paik, Y. (2009). The changing face of Korean management. Abingdon: Routledge.

Mode of delivery (face-to-face, distance learning)

Face-to-face course with attendance expected