040339 KU Governance of the International Firm (KU) (BA) (2026W)
Prüfungsimmanente Lehrveranstaltung
Labels
An/Abmeldung
Hinweis: Ihr Anmeldezeitpunkt innerhalb der Frist hat keine Auswirkungen auf die Platzvergabe (kein "first come, first served").
- Anmeldung von Mo 07.09.2026 09:00 bis Di 15.09.2026 12:00
- Abmeldung bis Di 27.10.2026 23:59
Details
max. 50 Teilnehmer*innen
Sprache: Englisch
Lehrende
Termine (iCal) - nächster Termin ist mit N markiert
- N Donnerstag 15.10. 18:30 - 20:00 Hörsaal 15 Oskar-Morgenstern-Platz 1 2.Stock
- Dienstag 27.10. 16:45 - 20:00 Hörsaal 12 Oskar-Morgenstern-Platz 1 2.Stock
- Donnerstag 29.10. 16:45 - 20:00 Hörsaal 16 Oskar-Morgenstern-Platz 1 2.Stock
- Dienstag 03.11. 16:45 - 20:00 Hörsaal 9 Oskar-Morgenstern-Platz 1 1.Stock
- Donnerstag 05.11. 16:45 - 20:00 Hörsaal 16 Oskar-Morgenstern-Platz 1 2.Stock
- Donnerstag 03.12. 18:30 - 20:00 Hörsaal 15 Oskar-Morgenstern-Platz 1 2.Stock
- Donnerstag 10.12. 18:30 - 20:00 Hörsaal 15 Oskar-Morgenstern-Platz 1 2.Stock
- Donnerstag 14.01. 16:45 - 18:15 Hörsaal 12 Oskar-Morgenstern-Platz 1 2.Stock
- Donnerstag 14.01. 18:30 - 20:00 Hörsaal 15 Oskar-Morgenstern-Platz 1 2.Stock
Information
Ziele, Inhalte und Methode der Lehrveranstaltung
Art der Leistungskontrolle und erlaubte Hilfsmittel
Attendance is compulsory throughout the semester. More than two absences will automatically re-sult in a “fail” grade. Attendance is compulsory during assessment (e.g. group presentations and final exams).
Both the course and the exams will be held in English. During the course active participation is re-quired during all lessons.
Students wishing to take this course must register via u:find/u:space during the registration period. The maximum number of participants is 50.
Registered students who, for whatever reason, are not able to take the course must de-register elec-tronically by the 21st October 2026. Students who decide to drop the course after this deadline will be graded with 5 (failed).
Both the course and the exams will be held in English. During the course active participation is re-quired during all lessons.
Students wishing to take this course must register via u:find/u:space during the registration period. The maximum number of participants is 50.
Registered students who, for whatever reason, are not able to take the course must de-register elec-tronically by the 21st October 2026. Students who decide to drop the course after this deadline will be graded with 5 (failed).
Mindestanforderungen und Beurteilungsmaßstab
Classes generally last three hours, from 16:45 to 20:00, as indicated in detail in the syllabus. The three-hour sessions follow a highly practical and interactive approach. Each class begins with an in-troduction to the relevant topic by the instructor from a theoretical perspective. Students are then asked to take on the role of decision-makers in major multinational companies and address govern-ance challenges related to the concepts discussed in class.
The course will also include a guest lecture by an entrepreneur, providing students with an additional practical perspective on governance challenges in an international context. The date of the guest lecture will be determined based on the entrepreneur’s availability and announced during the first class.
The group research project requires students to identify an international company and develop a presentation covering its temporal evolution and key milestones since foundation, a SWOT and in-dustry analysis, international entry modes and location choices, and a specific focus on one govern-ance challenge related to the topics covered in class. Further details regarding the structure and re-quirements of the project will be provided during the introductory lecture.
The study material is based on the research papers listed in the syllabus, which will be available on Moodle. In addition, at the end of each class, the lecture slides in PDF format will be uploaded to Moodle and will form part of the exam preparation material. Case studies will also be uploaded to Moodle. Students are expected to read the relevant case study before each class in order to be well prepared and actively participate in the class discussion.
The content of the case studies and the guest lecture constitutes an integral part of the course and will be included in the final examination. Active participation in class is therefore essential for effec-tive course preparation. All course materials, including slides, readings, and case studies, will be pro-vided via Moodle.Performance & Assessment
The evaluation is structured as follows:
• Participation in class discussion (25% of the final grade)
• Group research projects - further details will be discussed on lecture 1 (25%)
• Final exam (50%)
A minimum of 50 percent of the points needs to be attained overall to pass the course. The grading system is as follows:
88% - 100% | 1
75% - 87% | 2
63% - 74% | 3
50% - 62% | 4
The course will also include a guest lecture by an entrepreneur, providing students with an additional practical perspective on governance challenges in an international context. The date of the guest lecture will be determined based on the entrepreneur’s availability and announced during the first class.
The group research project requires students to identify an international company and develop a presentation covering its temporal evolution and key milestones since foundation, a SWOT and in-dustry analysis, international entry modes and location choices, and a specific focus on one govern-ance challenge related to the topics covered in class. Further details regarding the structure and re-quirements of the project will be provided during the introductory lecture.
The study material is based on the research papers listed in the syllabus, which will be available on Moodle. In addition, at the end of each class, the lecture slides in PDF format will be uploaded to Moodle and will form part of the exam preparation material. Case studies will also be uploaded to Moodle. Students are expected to read the relevant case study before each class in order to be well prepared and actively participate in the class discussion.
The content of the case studies and the guest lecture constitutes an integral part of the course and will be included in the final examination. Active participation in class is therefore essential for effec-tive course preparation. All course materials, including slides, readings, and case studies, will be pro-vided via Moodle.Performance & Assessment
The evaluation is structured as follows:
• Participation in class discussion (25% of the final grade)
• Group research projects - further details will be discussed on lecture 1 (25%)
• Final exam (50%)
A minimum of 50 percent of the points needs to be attained overall to pass the course. The grading system is as follows:
88% - 100% | 1
75% - 87% | 2
63% - 74% | 3
50% - 62% | 4
Prüfungsstoff
Literatur
The study material is based on the research papers listed below, which will be available on Moodle. In addition, at the end of each class, the lecture slides in PDF format will be uploaded to Moodle and will form part of the exam preparation material.
Case studies will also be uploaded to Moodle. Students are expected to read the relevant case study before each class in order to be well prepared and actively participate in the class discussion. Both the lecture slides and the case studies will constitute a fundamental part of the material for the final exam.
• Aguilera, R. V., Marano, V., & Haxhi, I. (2019). International corporate governance: A review and opportunities for future research Journal of International Business Studies, 50(4), 457-498.
• Buckley, P. J., & Strange, R. (2015). The governance of the global factory: Location and con-trol of world economic activity. Academy of Management Perspectives, 29(2), 237-249.
• Debellis, F., Rondi, E., Buckley, P. J., & De Massis, A. (2024). Family firms and the governance of global value chains. Journal of International Business Studies, 55(8), 962-975.
• Georgakakis, D., Wedell-Wedellsborg, M. E., Vallone, T., & Greve, P. (2023). Strategic leaders in multinational enterprises: A role-specific microfoundational view and research agenda Journal of International Business Studies, 54(3), 514-537.
• Ghemawat, P. (2007). Managing differences: The central challenge of global strate-gy. Harvard business review, 85(3), 58-68.
• Hoang, H., & Rothaermel, F. T. (2016). How to manage alliances strategically. MIT Sloan Management Review.
Case studies will also be uploaded to Moodle. Students are expected to read the relevant case study before each class in order to be well prepared and actively participate in the class discussion. Both the lecture slides and the case studies will constitute a fundamental part of the material for the final exam.
• Aguilera, R. V., Marano, V., & Haxhi, I. (2019). International corporate governance: A review and opportunities for future research Journal of International Business Studies, 50(4), 457-498.
• Buckley, P. J., & Strange, R. (2015). The governance of the global factory: Location and con-trol of world economic activity. Academy of Management Perspectives, 29(2), 237-249.
• Debellis, F., Rondi, E., Buckley, P. J., & De Massis, A. (2024). Family firms and the governance of global value chains. Journal of International Business Studies, 55(8), 962-975.
• Georgakakis, D., Wedell-Wedellsborg, M. E., Vallone, T., & Greve, P. (2023). Strategic leaders in multinational enterprises: A role-specific microfoundational view and research agenda Journal of International Business Studies, 54(3), 514-537.
• Ghemawat, P. (2007). Managing differences: The central challenge of global strate-gy. Harvard business review, 85(3), 58-68.
• Hoang, H., & Rothaermel, F. T. (2016). How to manage alliances strategically. MIT Sloan Management Review.
Zuordnung im Vorlesungsverzeichnis
Letzte Änderung: Mo 14.09.2026 14:06
Through the analysis of major international firms, students will explore critical issues related to sub-sidiary governance, strategic alliances with international partners, global value chain coordination, corporate governance, strategic leadership, organizational culture, and the purpose of the firm in contexts of international expansion and change. Particular attention will be devoted to how govern-ance mechanisms operate across borders, including formal contractual arrangements as well as rela-tional forms of governance based on trust, mutual adaptation, and interorganizational collaboration.
The course material is based on real case studies, which will be made available on Moodle. By engag-ing with these cases, students will be encouraged to place themselves in the role of decision makers and assess complex international business situations under conditions of uncertainty.
By the end of the course, students will be able to:
• Understand the complexity of governance mechanisms in international firms.
• Assess complex international business situations from the perspective of directors, managers, and other organizational decision makers.
• Evaluate how international firms govern cross border relationships through both formal con-tractual mechanisms and relational forms of governance.
• Critically examine how directors and managers address the challenges of internationalization under conditions of uncertainty.
• Develop a deeper understanding of the relationship between corporate governance, strate-gic leadership, and organizational change in international business contexts.