Negocios I/Business I

Primavera/Spring 2023

COURSE IDENTIFICATION

Code FEN ENNEG310/01

Study Program Ingeniería Comercial
Type of course Obligatorio Ciclo Disciplinar (3º año)

Credits 6 SCT Hours Pres. 4,0 Hours Auto. 5,0

Professor Madeleine Bausch < mbausch@fen.uchile.cl >

María Fernanda Ramírez Vergara <mramirezv@fen.uchile.cl>

Teaching assistants Isidora Montserrat Cortés Arriagada <icortesa@fen.uchile.cl >
Camila Antonia Muñoz Rocha <cmunozroc@fen.uchile.cl>

Prerequisite ENFIN205, ENMKT205, ENIDI351

Section 01
Classes: Tuesday and Thursday 15:30 – 16:50
Timetable Lab sessions: Friday 17:00 – 18:20
Webex Link: please check in Canvas
Sala Híbrida: tba

II.- CURRICULAR CONTRIBUTION TO GRADUATE PROFILE

2.1- FACULTY (Learning Objective)
LO 1.1 LO 1.2 LO 2.1 LO 2.2 LO 3.1 LO 3.2 LO 4.1 LO 4.2

2.2-CAREER (Competencies according to cycle)

Basic Disciplinary Professional Generic
Design strategies and Work in diverse teams,
action plans to manage in considering different
an integral, systemic, leadership roles within the
global and innovative way group.
the problems and Communicate effectively in
opportunities of at least two languages
organizations and their (Spanish and English) to
environment to create generate impact in their
value for their stakeholders. social environment.
Apply people management Apply criteria of
criteria, tools and models in professional and
different organizations and disciplinary rigor during the
contexts. learning process.

1
 Sustainable Development Goals (SDGs)
The SDGs to which this subject contributes are as follows:
Goal 4: Ensure inclusive, equitable and quality education and promote lifelong learning opportunities for all
Goal 8: Promote inclusive and sustainable economic growth, employment and decent work for all
Goal 9: Build resilient infrastructure, promote sustainable industrialization and foster innovation.
Goal 12: ensure sustainable consumption and production patterns, which is key to sustain
the livelihoods of current and future generations.
Goal 16: Promote just, peaceful and inclusive societies

III.- STUDY RESULTS

The main purpose of this course is to provide a general analytical framework
to be applied on a cross-country basis for doing business globally. This means
3.1.- Course description that essential concepts and tools for the analysis of cultural, competitive,
economic, social, and political environments, and the creation and
management of international business strategies, based on the objectives,
opportunities and restrictions of the firm will be discussed.
LG y LO/
3.2.- Study results
Competencias
This course aims to contribute to the development of student’s capacities in the
following aspects:
• Identifying opportunities for internationalizing a company
• Evaluating foreign market entry alternatives to different
contextual/environmental profiles to enhance entrepreneurial decision-
making.
• Propose alternatives for leading or managing an international firm on a
regional or a global scale to ensure inclusivity and productivity.
• To analyze the influence of cultural, institutional, and political factors when
undertaking international business to enhance sensibility of foreign markets
and strategic and operational decision-making

IV.- METHODOLOGY, EVALUATION AND COURSE NORMS

4.1.- Methodology

Método de Casos
Aprendizaje basado en equipos (Team based learning)
Aprendizaje entre pares

This course will take place in the form of in-presence classes, in which the professor will introduce topics that will
be discussed in class and groups, based on the readings previously indicated. Moreover, groups will prepare
case presentations on companies to discuss theoretical frameworks and/or concepts discussed in class. Lecture
and presentations will be supported by discussing cases and/or practical exercises base on the global and Latino
American reality. Considering the international nature of this course, material for the classes will be in ENGLISH
(Discussions will take place maybe in some Spanglish ☺ )

2
 4.2.- Evaluation, Weightings and Passing Requirements:

Solemne
Examen Final
Quizzes
Presentaciones orales
Worksheets

The following assessments should take place during the semester:

Mid Term (solemne) 20%
Final Exam (examen final) 25%
Quizzes (4 regular) 20%
Case presentations in groups 20%
In-class worksheets (all weighted equal) 15%
4.3.- Basic Norms
Academic integrity: All students must comply with the standard of academic conduct described in the "Student
Regulations of the University of Chile". In the specific case of detecting cheating in any evaluated activity of the
course (homework, controls, etc.) the student will be immediately failed with a grade of 1.0 and the pertinent
authorities will be informed so that it can be included in his/her file. The definition of copying is considered in its
broad sense according to what is established in the "Instructions applicable to situations of plagiarism, copying
and infringement of intellectual creations of third parties, for the Faculty of Economics and Business of the
University of Chile[1]". (translation)

[1] http://secretariaestudios.fen.uchile.cl/informacion-relevante/reglamento-de-plagios”

COURSE NORMS

1. Classes will take place on the days the school defines, and their topics will be presented by the course’s
Professor, who eventually will invite guest speakers and colleagues.
2. 85% attendance to classes and lab session is required to pass the course. Likewise, student’s punctuality
is expected, and therefore late attendance is not allowed. Leaving early or going in and out of the online
classroom without permission will count as missing assistance.
3. It is essential that every student checks Canvas on a daily basis, as its content is assumed to be known by
all. “Not having checked” the website will not be considered as an excuse.
4. For every class session students must have read and studied the corresponding bibliography. They should
also keep informed about current events concerning business and their environment.
5. Case presentations: In groups, prepare a 15-minute presentation for the case assigned to your group.
The objective of the presentation is to explain the case to your classmates and to identify the main issues
applying the concepts studied in the course. Relating the concepts to the case will be graded. All group
members must speak for a similar amount of time. The presentation will be followed by a discussion in class
and further case work or exercises in groups that will be graded. Upload the presentation in PDF on Canvas
after your presentation in class.
6. All course content, including the case studies, will be checked in regular quizzes as indicated in the program
during the lectures.
7. The professor has the right to conduct spontaneous controls on the readings and course content.

3
8. Mid Term and exam contents refer to and include ALL material that has been discussed so far (readings,
cases, slides, discussions). The dates will be announced.
9. Any absence from the Mid-term Exam or Final Exam, followed by its corresponding formal justification from
the undergraduate business school, will be evaluated according to school regulations.
10. Medical or other related justifications for the absence to any requirement must be presented though the
regular channels established by the undergraduate business school.
11. The professor has the right to add, eliminate or replace bibliography or any other change in the contents as
the semester unfolds, if she thinks it is for the course’s best interest.
12. The use of Artificial Intelligence (AI) such as ChatGPT is, except when allowed by the teacher, strictly
forbidden. In case of suspicion, works will be checked with AI detection software and graded 1.
13. It is important to stress that each student must take responsibility for his/her fulfilling of the program,
especially in what’s related to:
• Be up to date on the classes and instructions given by the professor or the course’s assistants. For
instance, missing a class doesn’t exempt the student from the obligations given that day.
• To fulfill the dates and deadlines of the evaluation activities. After established and published, dates will
not be changed.
• Obtain the support material needed for the course.

(N)ETIQUETTE RULES

The Department of Business Administration has agreed in considering the following protocol for online class
conduct and participation, which it is appreciate that you to take into account:
1. To participate in the class session by way of video (not just audio and/or under a virtual identity).
2. If possible, to locate in a place you will not be distracted and taking good care of family privacy.
3. Parallel chats and comments should be restricted to course subjects only.
4. Microphones should be muted by default when entering the classroom and activated(unmuted) when the
students are going to participate.
5. Students should only use platforms tools which they have been previously authorized for.
6. Class videos are to be used by course students only and can’t be shared someplace else.

APPROVAL REQUIREMENTS

• Weighted average of individual evaluations of 4.0 or higher (attendance, quizzes and controls, mid-term
and final examination).
• Group evaluation (presentations and worksheets in groups) of 4.0 or higher
• Minimum grade of 3.0 on the Final Exam.
• 85% attendance to classes and lab sessions.
• Final average, considering both individual and group grades, greater than or equal to 4.0.

4
 V.- REFERENES
STANDARD TEXTBOOK (obligatory readings!)
Daniels, J. D., Radebaugh, L. H., & Sullivan, D. P. (2019). International business: Environments and operations.
Pearson (16th Edition). (DRS)

FURTHER READINGS & CASES:

Allan, G. (2022, Dec 2023). The fashion industry's dirtiest secret. https://www.businessinsider.com/fast-fashion-
christmas-shopping-clothes-returns-shein-zara-waste-mountain-2022-12
Barmeyer, C., Bausch, M., & Mayrhofer, U. (2021). Constructive Intercultural Management. Integrating Cultural
Differences Successfully. Edward Elgar. Chapter 1-3.
Bausch, M., Barmeyer, C., & Mayrhofer, U. (2020). Cultural Challenges and Quality Management Practices of a
German Multinational in Brazil. In Amann, B., & Jaussaud, J. (Eds) Cross-cultural Challenges in International
Management (pp. 74-93). New York: Routledge.
Bennett, N., & Lemoine, G. J. (2014). What a difference a word makes: Understanding threats to performance in
a VUCA world. Business Horizons, 57(3), 311-317.
Bernstein, E., Bunch, J., Canner, N. & Lee, M. (2016). Beyond the holacracy hype: too much of good thing?
Harvard Business Review, 94(7). https://hbr.org/2016/07/beyond-the-holacracy-hype
Chan, N. K., & Kwok, C. (2021). Guerilla capitalism and the platform economy: Governing Uber in China, Taiwan,
and Hong Kong. Information, Communication & Society, 24(6), 780-796.
Chan, N. K., & Kwok, C. (2022). The politics of platform power in surveillance capitalism: A comparative case
study of ride-hailing platforms in China and the United States. Global Media and China, 7(2), 131-150.
Christopherson, S. (2007). Barriers to ‘US style ’lean retailing: the case of Wal-Mart's failure in Germany. Journal
of Economic Geography, 7(4), 451-469.
Ellen MacArthur Foundation (2022). https://ellenmacarthurfoundation.org/circular-examples/hm-group
Friel, D., Nassereddine, A. & Mostapha, N. (2020). Middle East Airlines: Uncertainty in the Skies over Syria. Ivey
Publishing Business Case.
Frynas, J. G., Mol, M. J., & Mellahi, K. (2018). Management innovation made in China: Haier’s Rendanheyi.
California Management Review, 61(1), 71-93.
Ghemawat, P. (2001). Distance still matters: The hard reality of global expansion. Harvard Business Review,
79(8), 137-147.
Haskova, K. (2015). Starbucks marketing analysis. CRIS-Bulletin of the Centre for Research and Interdisciplinary
Study, 1, 11-29.
Jia, K. & Kenney, M. (2021). The Emerging Regulatory Regime and the Global Expansion Strategy Shifts of
Chinese Online Platforms: A Case Tencent in Europe. The Berkeley Roundtable on the International
Economy.
Johanson, J., & Vahlne, J.-E (2009). The Uppsala internationalization process model revisited: From liability of
foreignness to liability of outsidership. Journal of International Business Studies, 40(9), 1411–1431.
Kogut, C. S., Boldrini, P. E. H., Mello, R. C. D., & Fonseca, L. (2022). Natura Goes Shopping: The Case of an
Emerging Market Multinational. Revista de Administração Contemporânea, 26.
Li, F. (2019). Why have all western internet firms (WIFs) failed in China? A phenomenon-based study. Academy
of Management Discoveries, 5(1), 13-37.

5
Matsakis, L. Tobin, M. & Chen, W. (2021) How Shein beat Amazon at its own game – and reinvented fast fashion.
https://www.theguardian.com/fashion/2021/dec/21/how-shein-beat-amazon-at-its-own-game-and-
reinvented-fast-fashion.
Möller, U., & McCaffrey, M. (2021). Levels without Bosses? Entrepreneurship and Valve’s Organizational Design.
In M. McCaffrey (Ed.), The Invisible Hand in Virtual Worlds: The Economic Order of Video Games, ed.
Matthew McCaffrey (forthcoming). Cambridge: Cambridge University Press.
Monaghan, S., Tippmann, E., & Coviello, N. (2020). Born digitals: Thoughts on their internationalization and a
research agenda. Journal of International Business Studies, 51(1), 11-22.
Muñoz, C. B. (2018). Walmart workers in Chile: A case of union democracy, militancy, and strategic capacity. In
C. B. Muñoz, B. Kenny & A. Stecher (Eds.), Walmart in the global South: Workplace culture, labor politics,
and supply chains (pp. 87-117). University of Texas Press.
Parsons, R. (2008). We are all stakeholders now: The influence of western discourses of “community
engagement” in an Australian Aboriginal community. Critical Perspectives on International Business, 4(2/3),
99-126.
Rattalino, F. (2018). Circular advantage anyone? Sustainability‐driven innovation and circularity at Patagonia,
Inc. Thunderbird International Business Review, 60(5), 747-755.
Reed (1958). I, Pencil. Foundation for Economic Education. https://fee.org/resources/i-pencil/
Ross, F. (2019). Kate Raworth-Doughnut economics: Seven ways to think like a 21st century economist (2017).
Regional and Business Studies, 11(2), 81-86.
Sathish, S. (2019). Case Study of Tesla: Supply Chain Challenges and Enablers. Maastricht School of
Management.
Stahel, W. R. (2016). The circular economy. Nature, 531, 435-438.
Sustainable Developmental Goals (SDG) (2022). https://www.17sustainabledevelopmentgoals.org/ritter-sport-
growing-cocoa-in-harmony-with-people-and-nature/
Thelen, K. (2018). Regulating Uber: The politics of the platform economy in Europe and the United States.
Perspectives on Politics, 16(4), 938-953.
Törmer, R. L., & Henningsson, S. (2020). Platformization and Internationalization in the LEGO Group.
Proceedings of the 53rd Hawaii International Conference on System Sciences, 2020.
https://scholarspace.manoa.hawaii.edu/server/api/core/bitstreams/fdfe3f99-4b16-4b04-82df-
17ce2a56cb81/content
Tran, S. K. (2017). GOOGLE: a reflection of culture, leader, and management. International Journal of Corporate
Social Responsibility, 2, 1-14.
Wang, J. (2018, Sep 13). Why It Took Starbucks 47 Years To Open A Store In Italy. Forbes,
https://www.forbes.com/sites/jennawang/2018/09/13/why-it-took-starbucks-47-years-to-open-a-store-in-
italy/?sh=73c2c602fc00.
Wojcicki, S. (2011). The Eight Pillars of Innovation. Think Innovation, p. 33-36.
https://www.thinkwithgoogle.com/_qs/documents/326/8-pillars-of-innovation_articles.pdf
Xing, Y., Liu, Y., Tarba, S. Y., & Cooper, C. L. (2016). Intercultural influences on managing African employees
of Chinese firms in Africa: Chinese managers’ HRM practices. International Business Review, 25(1), 28-41.

6
PROGRAM

SESSIONS TOPIC ACTIVITY READINGS

Tuesday Welcome: Get-Together, Program, and Presentation of

25/07 Requirements Professor
Thursday Introduction to IB: Internationalization, Presentation of DRS Chapter 1
27/07 Globalization, and Digitalization Professor
Friday No lab session
28/07
Tuesday The environment of the international Presentation of DRS Chapter 2
01/08 firm: Culture in IB Professor Barmeyer et al. (2021)
Chapter 2 & 3
Thursday CASE 1: LIEBHERR in BRAZIL Group Bausch et al. (2020)
03/08 presentations
CASE 2: The management of culture at Tran (2017); Wojcicki
GOOGLE (2011)
Friday Lab session: An introduction to literature
04/08 review, citation styles and presentations
Tuesday The environment of the international Presentation of DRS Chapter 3
08/08 firm: Political systems, law, and Professor
governance
Thursday CASE 3: UBER in the US, Sweden, and Group Thelen (2018)
10/08 Germany presentations

CASE 4: UBER in China, Hongkong, and Chan & Kwok (2021);

Taiwan Li (2019)
Friday Quiz 1
11/08
Tuesday Holiday – no class
15/08
Thursday The MNC and IB strategy Presentation of DRS Chapter 12
17/08 Professor
Friday CASE 5: WALMART IN GERMANY Group Christopherson (2007)
18/08 presentations
CASE 6: WALMART IN CHILE Muñoz (2018)
Tuesday Selection of countries and Presentation of DRS Chapter 13, 14 &
22/08 Entry modes in IB Professor 15
Thursday CASE 7: NATURA GOES SHOPPING Group Kogut et al. (2022)
24/08 presentations
CASE 8: TENCENT conquers Europe Jia & Kenney (2021)

7
Friday Quiz 2
25/08
Tuesday Digital platforms and firm Presentation of Monaghan et al.
29/08 internationalization Professor (2020)

Thursday CASE 9: LEGO in China Group Törmer &

31/08 presentations Henningsson (2020)
Friday CASE 10: VALVE Videogames: Levels Group Möller & McCaffrey
01/09 without bosses presentations (2021)

CASE 11: Management Innovation Made Frynas et al. (2018)

in China: HAIER
Tuesday Organization, coordination, and Presentation of DRS Chapter 16
05/09 control of the international firm Professor
Thursday Guest Talk: Jennyfer Salvo, CEO Guest Talk
07/09 Softpower Connections, Ex Subdirectora
de Prochile
Friday Content revision, Q&A on course content Lab session
08/09
11/09 – RECESS AND MID-TERM EXAM (SOLEMNE)*
03/10
Thursday Ethics, Corporate Social Presentation of DRS Chapter 11
05/10 Responsibility Professor
Friday CASE 12: MIDDLE EAST AIRLINES – Group Friel et al. (2020)
06/10 Flying over Syria presentation
Tuesday The circular economy Presentation of Ross (2019); Stahel
10/10 Professor (2016)
Thursday CASE 13: Fast Fashion: The Case of Group Allan (2022); Matsakis
12/10 SHEIN presentations et al. (2021)

CASE 14: PATAGONIA Rattalino (2017)

Friday Lab session: Oxford Style Debate Check format:
13/10 https://rb.gy/zfn89
Tuesday International marketing Presentation of DRS Chapter 17
17/10 Professor
Thursday CASE 15: STARBUCKS around the Group Haskova (2015);
19/10 world, and in ITALY presentation Wang (2018)
Friday Quiz 3
20/10
Tuesday Global production and supply chains Presentation of DRS Chapter 18
24/10 Professor

8
 Thursday CASE 16: I, Pencil Group Reed (1958)
26/10 presentations
CASE 17: Supply Chain Management at Sathish (2019)
TESLA
Friday Holiday – no class
27/10
Tuesday International Human Resource Presentation of DRS Chapter 20
31/10 Management Professor
Thursday CASE 18: Managing African employees Group Xing et al. (2016)
02/11 of Chinese firms in Africa presentation
Friday Quiz 4 and course content revision
03/11
Tuesday To be defined (recuperativo)
07/11
08/11 – EXAM PREPARATION AND EXAM*
25/11
*The specific date will be assigned by the faculty.
**This calendar may be subject to some adjustments or changes during the semester