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National Research University Higher School of Economics

School of World Economy and International Affairs

Undergraduate Programme

in International Relations

(Parallel Degree from HSE and UoL)

BUSINESS AND MANAGEMENT IN A GLOBAL CONTEXT

Course Syllabus

(2019-2020)

Instructor(s):

email:

Teaching Assistant: if any email:

Department of _______

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Business and management in a global context

Course Syllabus Course Description

Abstract: If business was the same everywhere, we could all get on with providing products or services and, through gaining competitive advantage,�make profits. However, despite the flattening effects of globalisation, international business demonstrates huge diversity and complexity. To understand business in a global context, and its threats and opportunities, you need to consider the drivers and nature of globalisation, and the political, economic, social, technological and legal differences that various regions and countries exhibit. You also need to work within the frameworks of multilateral organisations and regional economic blocs.

As a manager faced with this complexity and diversity, you need to devise strategies that will work internationally, in different parts of the globe, plan entry strategies for new markets, and decide who you need to establish alliances with and how your strategy is to evolve. You then need to work at the detail of managing, specifically designing structure and organisation, devising sourcing and supply chain arrangements, establishing information systems that perform globally, and creating distinctive arrangements for managing international human resources.

As a student, you will find understanding and analysing international business and making managerial judgements to be full of fresh challenges, and you will also find that the study of this subject area not only provides insights, but also gives you the analytical equipment and knowledge to actually begin to perform in a business that operates globally.

Pre-requisites: if any Special Equipment: if any Aims and Objectives:

The aims and objectives of this course are to:

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• give you a research-based grounding in the context of international business including globalising trends, formal and informal institutions, the political, economic, social, technological and legal issues and the resultant diversity of international business

•!prepare you to be able to discuss cultural, ethical and social issues for international business and suggest policies of corporate social responsibility �

•!provide an introduction to and develop your ability to assess international trade and investment, multilateral organisations and regional integration and the global financial system �

•!prepare you to be able to discuss how firms develop international business, marketing and R&D strategies, enter markets and alliances, and operate and manage on the global stage �

•!give you insight through frameworks, studies and examples of how businesses manage organisational structure and architecture, sourcing and the supply chain, information systems and human resources, in different parts of the globe, globally, regionally and domestically �

•!give you insight into the contexts of international business and enable you to work within these contexts to make judgements on strategising and managing operations in the global economy. �

Learning Outcomes:

At the end of this course, and having completed the Essential reading and activities, you should be able to: �

•! demonstrate knowledge of, and the ability to assess, core institutions of international business and how firms manage on the global stage �

•! assess regional, cultural and institutional differences in how business is conducted globally �

•! apply core understandings, frameworks and management

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principles to specific business contexts �

•! formulate choices and decisions in international business strategy and operations �

•! operate as an informed employee in an international firm. �

Office hours: By appointment

Grading System Seminars activity – 50% MOCK 1 – 25% MOCK 2 – 25%

The rules of translation of MOCK exam score into a 10-point system are prescribed by the instructor. Examination Type One UoL written exam. Two MOCK written exams (one at the end of each module).

Main Readings

Required: •!Peng, M. and K. Meyer International business. (London: Cengage

Learning, 2011) [ISBN 9781408019566]. This book is strong on international business and an institutional approach – in other words, how global and national institutions influence the conduct of international business. �

•!Willcocks, L. Global business management foundations. (Stratford: Steve Brookes Publishing, 2013) [ISBN 9780956414533]. Available to download in Kindle format from Amazon.co.uk, who provide a free Kindle app. Also available�in hard copy from Lulu.com – see the VLE for details and link. This is an essential complementary text that is strong on strategy and management, and

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in areas not covered in so much depth by Peng and Meyer (2011), including information systems, global sourcing, international and business strategy, marketing and organisation. The book covers the syllabus and has been updated to late 2013.

•! Cantwell, J. et al. ‘An evolutionary approach to understanding international business activity’, Journal of International Business Studies 41(4) 2010, pp.567–86.

•! Collings, D. and H. Scullion ‘Global staffing’, International Journal of Human Resources Management, Special issue 20(6) 2009, pp.1249–450.

•! Cullen, S., P. Seddon and L. Willcocks ‘Managing the outsourcing lifecycle imperative’, MISQ Executive 4(1) 2005, pp.229–46.

•! Davies, H. and P. Ellis ‘Porter’s competitive advantage of nations’, Journal of Management Studies 37(8) 2000, pp.1189–215.

•! Decker, C. and T. Mellewigt ‘Thirty years after Michael E. Porter’, Academy of Management Perspectives 21(2) 2007, pp.41–55.

•! Ghemawat, P. ‘Managing differences: the central challenge of global strategy’, Harvard Business Review 85(3) 2007, pp.58–68.

•! Ghemawat, P. ‘Distance still matters: the hard reality of global expansion’, Harvard Business Review 79(8) 2001, pp.137–47.

•! Goold, M. and A. Campbell ‘Do you have a well-designed organisation?’, Harvard Business Review 80(3) 2002, pp.117–24.

•! Gottfredson, M., R. Puryear and S. Phillips ‘Strategic sourcing’, Harvard Business Review 83(2) 2005, pp.132–39.

•! Kettinger, W., D. Marchand and J. Davis ‘Designing enterprise IT architectures to optimise flexibility and standardisation in global business’, MISQ Executive 9(2) June 2010, pp.95–113.

•! Luftman, J., H. Zadeh, B. Derkesen et al. ‘Key information technology and management issues 2011–12: an international study’, Journal of Information Technology 27(3) 2012, pp.198–212.

•! Malhotra, N. and C. Hinings ‘An organisational model for

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understanding internationalisation processes’, Journal of International Business Studies 41(2) 2010, pp.330–49.

•! Peng, M. ‘The resource-based view and international business’, Journal of Management 27 2001, pp.803–29.

•! Peng, M., D. Wang and Y. Jiang ‘An institution-based view of international business strategy’, Journal of International Business Studies 39(5) 2008, pp.920–36.

•! Porter, M. ‘What is strategy?’, Harvard Business Review 74(6) 1996, pp.61–78. Trent, R. and R. Monczka ‘Achieving excellence in global sourcing’, Sloan

•! Management Review 47(1) 2005.�Willcocks, L. ‘Take the outsourcing health check’, Professional Outsourcing Magazine 7 2011, pp.6–12.

Optional: •! Hill, C. International business: competing in the global

marketplace. (New York: McGraw Hill, 2010) eighth edition [ISBN 9780071220835]. This gives another perspective on international business from a book with a greater focus on economics and a more North American perspective.

•! Oshri, I., J. Kotlarksy and L. Willcocks The handbook of global outsourcing and offshoring. (Basingstoke: Palgrave Macmillan, 2011) second edition [ISBN 9780230293526]. This provides a more detailed look at global outsourcing and location.

•! Rugman, A. and S. Collinson International business. (Harlow: Pearson Education, 2012) sixth edition [ISBN 9780273760979]. This is strong on international business strategy and the coverage of regions.

•! AMA The Definition of Marketing. American Marketing Association, 2007. Available at: www.marketingpower.com/AboutAMA/Pages/

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DefinitionofMarketing.aspx

•! Ansoff, H. Corporate strategy. (London: Penguin, 1988) [ISBN 9780140091120].

•! Barney, J. ‘Is the resource-based view a useful perspective for strategic management research?’, Academy of Management Review 26 2001, pp.41–56.

•! Bartlett, C.A. and S. Ghoshal Managing across borders: the transnational solution. (Boston: Harvard Business School Press, 2002) second edition [ISBN 9781578517077].

•! Bhagwati, J. In defense of globalization. (New York: Oxford University Press, 2007) [ISBN 9780195330939].

•! Buckley, P. et al. ‘The internalisation theory of the multinational enterprise: a review of the progress on a 30-year research agenda’, Journal of International Business 40 2009, pp.1563–80.

•! Chandler, A. Strategy and structure. (Cambridge: MIT Press, 1962) [ISBN 9780262530095] p.13.

•! Dicken, P. Global shift: mapping the changing contours of the world economy. (London: Sage, 2010) sixth edition [ISBN 9781849207676].

•! Dunning, J. and S. Lundan Multinational enterprises and the global economy. (Cheltenham: Edward Elgar Publishing, 2008) second edition [ISBN 9781847201225].

•! Fonstad, N. and M. Subramani ‘Building enterprise alignment: a case study’, MISQ Executive 8(1) 2009, pp.31–41.

•! Friedman, M. ‘The social responsibility of business is to increase profits’, The New York Times Magazine 13 September 1970.

•! Friedman, T. The world is flat: the globalized world in the twenty-first century. (London: Penguin, 2007) third edition [ISBN 9780141034898].

•! Ghemawat, P. ‘Developing a global strategy’ in Ghemawat, P.

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Strategy and the business landscape. (Boston: Pearson, 2008) third international edition [ISBN 9780132457200].

•! Ghemawat, P. ‘Regional strategies for global leadership’, Harvard Business Review December 2005.

•! Hall, P. and D. Soskice (eds) Varieties of capitalism. (Oxford: Oxford University Press, 2001) [ISBN 9780199247752].

•! Hennart, J. ‘Down with MNE-centric theories! Market entry and expansion as the bundling of MNE and local assets’, Journal of International Business 40 2010, pp.1432–54.

•! Hitt, M.D., D. Ireland and R. Hoskisson Strategic management. (Cincinnati: Thomson South-Western, 2003) fifth edition [ISBN 9780324114799] p.9.

•! Hoffmann, W. ‘Strategies for managing a portfolio of alliances’, Strategic Management Journal 28 2007, pp.827–56.

•! Hofstede, G. Cultures and organizations. (New York: McGraw Hill, 1997) [ISBN 9781861975430].

•! House, R.J., P.J. Hanges, M. Javidan et al. Culture, leadership and organizations. (Thousand Oaks: Sage, 2004) [ISBN 9780761924012].

•! Huntingdon, S. The clash of civilizations and the remaking of world order. (London: Simon and Schuster, 1996) [ISBN 9780743231497].

•! Johnson, G., R. Whittington and K. Scholes Exploring corporate strategy. (London: Financial Times/Prentice Hall, 2010) ninth edition�[ISBN 9780273737025].

•! Keerthy, B. ‘Outsourcing innovation: opportunities and challenges’, IBSCDC Paper, 2005. Available at: www.ecch.com.

•! Khanna, T. and K. Palepu ‘Emerging giants: building world class companies in developing countries’, Harvard Business Review October 2006, pp.60–9. Lacity, M. and L. Willcocks ‘Sourcing

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information technology services: a review

•! of the evidence’, LSE Outsourcing Unit Research Paper, 2012. Laudon, K. and J. Laudon Management information systems: managing

•! the digital firm. (Harlow: Pearson, 2012) twelfth edition [ISBN 9780273754596]. Chapter 15 is available at: www.pearsonglobaleditions. com/laudon

•! Lee, H. ‘Factors that influence expatriate failure’, International Journal of Management 24 2007, pp.403–15.

•! Levy, D. ‘Offshoring in the new global political economy’, Journal of Management Studies 42 2005, pp.685–93.

•! Liu, R. et al. ‘Why are different services outsourced to different countries?’, Journal of International Business 42 2011, pp.558–71.

•! Mendenhall, M. and G. Oddou ‘The dimensions of expatriate acculturation: a review’, Academy of Management Review 10 1985, pp.39–47.

•! Mintzberg, H. Managing. (London: Financial Times/Prentice Hall, 2009) [ISBN 9780273745624].

•! North, D. Understanding the process of economic change. (Princeton: Princeton University Press, 2010) [ISBN 9780691145952].

•! Ohlin, B. Interregional and International Trade. (Cambridge: Harvard University Press, 1933).

•! Oster, S. Modern competitive analysis. (New York: Oxford University Press, 1999) third edition [ISBN 9780195119411] p.4.

•! Peng, M. Global strategic management. (London: Cengage, 2009) second international edition [ISBN 9780324590982]. Chapter 2 ‘Industry Competition’.

•! Peng, M. and E. Pleggenkuhle-Miles ‘Current debates in global strategy’, International Journal of Management Reviews 11(1)

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2009, pp.51–68.

•! Peteraf, M. ‘The foundation of competitive advantage: a resource-based view’, Strategic Management Journal 14 2003, pp.179–91.

•! Porter, M. ‘The competitive advantage of nations’, Harvard Business Review 1990, pp.73–98.

•! Ronen, S. and O. Shenkar ‘Clustering countries on attitudinal dimension’, Academy of Management Review 10 1985, pp.435–54.

•! Ross, J. ‘Creating a strategic IT architecture competence: learning in stages’, MISQ Executive 2(1) 2003, pp.31–43.

•! Rothaermal, F., S. Kotha et al. ‘International market entry by US internet firms’, Journal of Management 32 2006, pp.56–82.

•! Rugman, A. and R. Hodgetts ‘The end of global strategy’, European Management Journal 19(4) 2001, pp.333–43.

•! Rugman, A. and S. Collinson International business. (Harlow: Pearson Education, 2012) [ISBN 9780273760979] Chapters 17–21.

•! Sen, A. Development as Freedom. (London: Anchor Publishing, 1999) [ISBN 9780385720274].

•! Shpilberg, D., S. Berez, R. Puryear et al. ‘Avoiding the alignment trap in information technology’, Sloan Management Review 49(1) 2007, pp.50–58.

•! Teece, D., G. Pisano and A. Shuen ‘Dynamic capabilities and strategic management’, Strategic Management Journal 18 1997, pp.509–33.

•! Tung, R. ‘Selection and training procedures of US, European and Japanese multinationals’, California Management Review 25 1982, pp.57–71.

•! Vernon, R. ‘International investments and international trade in product life cycle’, Quarterly Journal of Economics May 1966, pp.190–207.

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•! Willcocks, L. and C. Griffiths ‘The crucial role of middle management in outsourcing’, MISQ Executive 9(3) 2010, pp.177–93.

•! Willcocks, L. and M. Lacity The new IT outsourcing landscape. (London: Palgrave, 2012) [ISBN 9780230358812].

•! Willcocks, L., P. Petherbridge and N. Olson Making IT count: strategy, delivery, infrastructure. (Oxford: Butterworth-Heinemann, 2002) [ISBN 9780750648219] Chapter 2.

•! Willcocks, L., P. Reynolds and D. Feeny ‘Evolving IS capabilities to leverage the external IT services market’, MISQ Executive 6(3) 2008, pp.127–45.

•! Williamson, O. The economic institutions of capitalism. (New York: Free Press, 1985) [ISBN 9780684863740].

•! Yin, E. and C. Choi ‘The globalization myth’, Management International Review 45(1) 2005, pp.103–20.

Additional material:

In addition to the subject guide and the Essential reading, it is crucial that you take advantage of the study resources that are available online for this course, including the VLE and the Online Library.

You can access the VLE, the Online Library and your University of London email account via the Student Portal at:

http://my.londoninternational.ac.uk�You should receive your login details in your study pack. If you have not, or you have forgotten your login details, please email uolia.support@london.ac.uk quoting your student number.

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Business and management in a global context

Week#

Topic

Seminar Questions

Readings Required Optional

1 Perspectives on globalization and international business

TBA Ghemawat, P. ‘Distance still matters: the hard reality of global expansion’, Harvard Business Review December 2001.

Peng, M. and K. Meyer International business. (London: Cengage Learning, 2011) Chapter 1.

Willcocks, L. Global business management foundations. (Stratford: Steve Brookes Publishing, 2013) Chapter 1.

Dicken, P. Global shift: mapping the changing contours of the world economy. (London: Sage, 2010).

2 Political, economic and legal environments

TBA Peng, M. and K. Meyer International business. (London: Cengage Learning, 2011) Chapter 2. ��

Peng, M., D. Wang and Y. Jiang ‘An institution-based view of international business strategy’, Journal of International Business 39 2008, pp.920–36. ��

Willcocks, L. Global business management foundations. (Stratford: Steve Brookes Publishing, 2013) Chapter 2. �

North, D. Understanding the process of economic change. (Princeton: Princeton University Press, 2005). �

3 Informal institutions: cultural, social and ethical challenges

TBA Peng, M. and K. Meyer International business. (London: Cengage Learning,

Hill, C. International business: competing in the global marketplace.

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2011) Chapters 3 and 10. ��

Willcocks, L. Global business management foundations. (Stratford: Steve Brookes Publishing, 2013) Chapter 3. �

(New York: McGraw Hill, 2010) eighth edition. Chapter 4. �

4 International trade and investment

TBA Davies, H. and P. Ellis ‘Porter’s competitive advantage of nations’, Journal of Management Studies 37 2001, pp.1189–215. ��

Peng, M. and K. Meyer International business. (London: Cengage Learning, 2011) Chapters 5 and 6. ��

Willcocks, L. Global business management foundations. (Stratford: Steve Brookes Publishing, 2013) Chapter 1, Sections 1.7 to 1.10 and Chapter 6, Sections 6.3 to 6.4. �

Buckley, P. et al. ‘The internalisation theory of the multinational enterprise: A review of the progress on a 30-year research agenda’, Journal of International Business 40 2009, pp.1563–80. ��

Peng, M. and K. Meyer International business. (London: Cengage Learning, 2011) Chapters 4 and 12. ��

Porter, M. ‘The competitive advantage of nations’, Harvard Business Review 1990, pp.73–98. �

5 Multilateral organizations and

regional integration TBA Peng, M. and K. Meyer International

business. (London: Cengage Learning, 2011) Chapters 8 and 9. ��

Willcocks, L. Global business management foundations. (Stratford: Steve Brookes Publishing, 2013) Chapter 2, especially Sections 2.7 to

Rugman, A. and S. Collinson International business. (Harlow: Pearson Education, 2012) Chapters 17–21. �

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2.12. �

6 Exchange rates and the

international monetary system TBA Peng, M. and K. Meyer International

business. (London: Cengage Learning, 2011) Chapter 7. ��

Willcocks, L. Global business management foundations. (Stratford: Steve Brookes Publishing, 2013) Chapter 2, Sections 2.11. �

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7 Strategy and the enterprise in international contexts - overview

TBA Ghemawat, P. ‘Managing differences: the central challenge of global strategy’, Harvard Business Review March 2007, pp.42–55. ��

Ghemawat, P. ‘Distance still matters: the hard reality of global expansion’, Harvard Business Review December 2001, pp.137–47. ��

Peng, M. and K. Meyer International business. (London: Cengage Learning, 2011) Chapter 14, especially pp.426–30 on global business models. Also Chapters 2 and 3 on external environment. ��

Porter, M. ‘What is strategy?’, Harvard Business Review 74(6) 1996, pp.61–78. Willcocks, L. Global business

Ghemawat, P. ‘Developing a global strategy’ in Ghemawat, P. Strategy and the business landscape. (Boston: Pearson, 2008) third international edition. ��

Ghemawat, P. ‘Regional strategies for global leadership’, Harvard Business Review December 2005. ��

Peng, M. and E. Pleggenkuhle-Miles ‘Current debates in global strategy’, International Journal of Management Reviews 11(1) 2009, pp.51–68. �

Rugman, A. and R. Hodgetts ‘The end of global strategy’, European Management Journal 19 2001, pp.333–43. ��

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management foundations. (Stratford: Steve Brookes �Publishing, 2013) Chapter 4. �

Yin, E. and C. Choi ‘The globalization myth’, Management International Research 45 2005, pp.103–20. �

8 Competitive strategy for

international business TBA Decker, C. and T. Mellewigt ‘Thirty

years after Michael E. Porter’, Academy of Management Perspectives 21 2007, pp.41–55. ��

Peng, M. ‘The resource-based view and international business’, Journal of Management 27 2001, pp.803–29. �

Peng, M. and K. Meyer International business. (London: Cengage Learning, 2011) Chapters 4, 13 and 14. ��

Peng, M., D. Wang and Y. Jiang ‘An institution-based view of international business strategy’, Journal of International Business 39 2008, pp.920–36. ��

Willcocks, L. Global business management foundations. (Stratford: Steve Brookes Publishing, 2013) Chapter 5. �

Barney, J. ‘Is the resource-based view a useful perspective for strategic management research?’, Academy of Management Review 26 2001, pp.41–56.

Peng, M. Global strategic management. (London: Cengage, 2009) second international edition. Chapter 2 ‘Industry Competition’. (VLE) ��

Peteraf, M. ‘The foundation of competitive advantage: a resource-based view’, Strategic Management Journal 14 2003, pp.179–91. ��

Teece, D., G. Pisano and A. Shuen ‘Dynamic capabilities and strategic management’, Strategic Management Journal 18 1997, pp.509–33. �

9 Entry strategies, alliances and evolution

TBA Cantwell, J. et al. ‘An evolutionary approach to understanding international business activity’, Journal of

Hennart, J. ‘Down with MNE-centric theories! Market entry and expansion as the bundling of MNE and local assets’,

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International Business 41 2010, pp.567–86.

Peng, M. and K. Meyer International business. (London: Cengage Learning, 2011) Chapters 11, 12 and 14.

Willcocks, L. Global business management foundations. (Stratford: Steve Brookes Publishing, 2013) Chapter 6.

Journal of International Business 40 2010, pp.1432–54.

Hoffmann, W. ‘Strategies for managing a portfolio of alliances’, Strategic Management Journal 28 2007, pp.827–56.

Khanna, T. and K. Palepu ‘Emerging giants: building world class companies in developing countries’, Harvard Business Review October 2006, pp.60–69.

Rothaermal, F., S. Kotha et al. ‘International market entry by US internet firms’, Journal of Management 32 2006, pp.56–82.

10 International marketing and

R&D strategy TBA Peng, M. and K. Meyer International

business. (London: Cengage Learning, 2011) Chapter 17, pp.515–26. ��

Willcocks, L. Global business management foundations. (Stratford: Steve Brookes Publishing, 2013) Chapter 7.

Hill, C. International business: competing in the global marketplace. (New York: McGraw Hill, 2010) eighth edition. Chapter on Global marketing and R&D.

Johnson, G., R. Whittington and K. Scholes Exploring corporate strategy. (London: Financial Times/Prentice Hall, 2010) ninth edition.

11 The organization of

international business TBA Goold, M. and A. Campbell ‘Do you

have a well-designed organisation?’, Buckley, P. et al. ‘The internalisation theory of the multinational enterprise: a

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Harvard Business Review 80(3) 2002, pp.117–24. ��

Malhotra, N. and C. Hinings ‘An organisational model for understanding internationalisation processes’, Journal of International Business 41 2010, pp.330–49. ��

Peng, M. and K. Meyer International business. (London: Cengage Learning, 2011) Chapter 15, especially pp.455–64.

Willcocks, L. Global business management foundations. (Stratford: Steve Brookes Publishing, 2013) Chapter 8. �

review of the progress on a 30-year research agenda’, Journal of International Business 40 2009, pp.1563–80. �

12 Global sourcing of production and services

TBA Cullen, S., P. Seddon and L. Willcocks ‘Managing the outsourcing lifecycle imperative’, MISQ Executive 4(1) 2005, pp.229–46. ��

Gottfredson, M., R. Puryear and S. Phillips ‘Strategic sourcing’, Harvard Business Review February 2005, pp.132–39. ��

Peng, M. and K. Meyer International business. (London: Cengage Learning, 2011) Chapter 4, pp.114–23 and Chapter

Keerthy, B. ‘Outsourcing innovation: opportunities and challenges’. IBSCDC Paper, 2005. Available at: www.ecch.com. ��

Levy, D. ‘Offshoring in the new global political economy’, Journal of Management Studies 42 2005, pp.685–93. ��

Liu, R. et al. ‘Why are different services outsourced to different countries?’, Journal of International Business 42

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17, pp.530–39. ��

Trent, R. and R. Monczka ‘Achieving excellence in global sourcing’, Sloan Management Review 47(1) 2005.

Willcocks, L. Global business management foundations. (Stratford: Steve Brookes Publishing, 2013) Chapter 9. ��

Willcocks, L. ‘Take the outsourcing health check’, Professional Outsourcing Magazine 7 2011, pp.6–12. �

2011, pp.558–71. ��

Oshri, I., J. Kotlarsky and L. Willcocks The handbook of global outsourcing and offshoring. (Basingstoke: Palgrave Macmillan, 2011) Chapters 2 and 3.

Willcocks, L., P. Reynolds and D. Feeny ‘Evolving IS capabilities to leverage the �external IT services market’, MISQ Executive 6(3) 2008, pp.127–45. �

13 Global information systems management

TBA Cullen, S., P. Seddon and L. Willcocks ‘Managing the outsourcing lifecycle imperative’, MISQ Executive 4(1) 2005, pp.229–46. ��

Kettinger, W., D. Marchand and J. Davis ‘Designing enterprise IT architectures to optimise flexibility and standardisation in global business’, MISQ Executive 9(2) June 2010, pp.95–113. ��

Luftman, J., H. Zadeh, B. Derkesen et al. ‘Key information technology and management issues 2011–12: an international study’, Journal of Information Technology 27(3) 2012,

Fonstad, N. and M. Subramani ‘Building enterprise alignment: a case study’, MISQ Executive 8(1) 2009, pp.31–41.

Lacity, M. and L. Willcocks ‘Sourcing information technology services: a review of the evidence’, LSE Outsourcing Unit Research Paper, 2012.

Laudon, K. and J. Laudon Management information systems: managing the digital firm. (Harlow: Pearson, 2012) twelfth edition. Chapter 15 is available at: www.pearsonglobaleditions.com/laudon ��

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pp.198–212. ��

Willcocks, L. Global business management foundations. (Stratford: Steve Brookes Publishing, 2013) Chapter 10. ��

Willcocks, L. ‘Take the outsourcing health check’, Professional Outsourcing Magazine 7 2011, pp.6–12. �

Oshri, I., J. Kotlarsky and L. Willcocks The handbook of global outsourcing and offshoring. (London: Palgrave Macmillan, 2011) Chapter 2. ��

Shpilberg, D., S. Berez, R. Puryear et al. ‘Avoiding the alignment trap in information technology’, Sloan Management Review 49(1) 2007, pp.50–58. ��

Willcocks, L. and C. Griffiths ‘The crucial role of middle management in outsourcing’, MISQ Executive 9(3) 2010, pp.177–93. ��

Willcocks, L., P. Petherbridge and N. Olson Making IT count: strategy, delivery, infrastructure. (Oxford: Butterworth-Heinemann, 2002) Chapter 2. �

14 International dimensions of

human resource management TBA Collings, D. and H. Scullion ‘Global

staffing’, International Journal of Human Resources Management, Special issue 20(6) 2009, pp.1249–450.

Peng, M. and K. Meyer International business. (London: Cengage Learning, 2011) Chapter 16.

Willcocks, L. Global business

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management foundations. (Stratford: Steve Brookes Publishing, 2013) Chapter 11.

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