Postgraduate Course: Emerging Market MNCs: Internationalisation and HRM (CMSE11569)
Course Outline
| School | Business School |
College | College of Arts, Humanities and Social Sciences |
| Credit level (Normal year taken) | SCQF Level 11 (Postgraduate) |
Availability | Available to all students |
| SCQF Credits | 10 |
ECTS Credits | 5 |
| Summary | The rise of emerging market multinational corporations (EMNCs) such as those from China, India, Russia and Brazil, is considered as 'the most notable dynamic in international business in the last few years' (Kostova, Marano, & Tallman, 2016, p. 182). UNCTAD data indicates that the share of EMNCs in the world's outward foreign direct investment has witnessed dramatic increase in recent years, from 0.35% in 1970, to 5.05% in 2000, and over 35% in recent years. Extant research generally points to the fact that EMNCs behave differently from those from advanced markets such as US and Germany; as such, studying HRM in EMNCs provides a unique opportunity for us to reflect on exiting theories in the area of international human resource management and international management in general, which are largely based on analysis of advanced market MNCs. This course is designed to provide students with alternative perspectives and empirical evidence to understand this relatively new but important phenomenon in today's business world. |
| Course description |
The course examines how emerging market multinational corporations (EMNCs e.g. firms from Brazil, Russia, India, China) deal with human resource management issues in the process of internationalisation. An institutional perspective will be adopted to analyse how the home country (i.e. where they come from) and host country (e.g. where they operate) institutions lead to some unique challenges faced by this particular type of MNCs.
A wide range of topics are covered, including how emerging market MNCs are different from advanced market MNCs (e.g. firms from US and UK) in their approach to managing people, how they construct organisational identities to gain and maintain legitimacy in the West, and how they deal with the dilemma of centralisation and localisation issue.
The course explores the implications of the rise of emerging market MNCs, and prepares students to become HR professionals, consultants, and business managers with specialist knowledge in HRM within the context of emerging market MNCs.
Outline:
- An introduction to EMNCs
- Comparing EMNCs and AMNCs
- The role of states
- Organisational Legitimacy
- Strategic CSR
- Image and recruitment
- Organisational control system
- Global staffing
- Reverse knowledge transfer
Student learning expereince:
The course is delivered in the form of lectures. Case study examples are frequently used to facilitate interactive discussions in the class. Students are expected to actively participate in the class activities, and share their views and experiences on various issues. The emphasis throughout the course is on encouraging students to apply theories and ideas to real-world issues, and make recommendations to policy and practice.
Tutorial/seminar hours represent the minimum total live hours - online or in-person - a student can expect to receive on this course. These hours may be delivered in tutorial/seminar, lecture, workshop or other interactive whole class or small group format. These live hours may be supplemented by pre-recorded lecture material for students to engage with asynchronously.
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Entry Requirements (not applicable to Visiting Students)
| Pre-requisites |
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Co-requisites | |
| Prohibited Combinations | |
Other requirements | None |
Information for Visiting Students
| Pre-requisites | None |
| High Demand Course? |
Yes |
Course Delivery Information
| Not being delivered |
Learning Outcomes
On completion of this course, the student will be able to:
- Understand and discuss the rise of emerging market MNCs as a new phenomenon in business world, and the implication for the study of IHRM
- Analyse the specific HRM challenges faced by emerging market MNCs in the process of internationalisation
- Appreciate the complexities of institutions and critically evaluate how institutions affect HRM practices
- Apply concepts and ideas to real-world issues, and recommend HRM practices and policies to solve problems
- Critically reflect on the strengths and limitations of existing theories and models and how they may be applied to the study of emerging market MNCs
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Additional Information
| Graduate Attributes and Skills |
Knowledge and Understanding
After completing this course, students should be able to:
Demonstrate a thorough knowledge and understanding of contemporary organisational disciplines; comprehend the role of business within the contemporary world; and critically evaluate and synthesise primary and secondary research and sources of evidence in order to make, and present, well informed and transparent organisation-related decisions, which have a positive global impact.
Identify, define and analyse theoretical and applied business and management problems, and develop approaches, informed by an understanding of appropriate quantitative and/or qualitative techniques, to explore and solve them responsibly.
Practice: Applied Knowledge, Skills and Understanding
After completing this course, students should be able to:
Apply creative, innovative, entrepreneurial, sustainable and responsible business solutions to address social, economic and environmental global challenges.
Cognitive Skills
After completing this course, students should be able to:
Be self-motivated; curious; show initiative; set, achieve and surpass goals; as well as demonstrating adaptability, capable of handling complexity and ambiguity, with a willingness to learn; as well as being able to demonstrate the use digital and other tools to carry out tasks effectively, productively, and with attention to quality.
Communication, ICT, and Numeracy Skills
After completing this course, students should be able to:
Critically evaluate and present digital and other sources, research methods, data and information; discern their limitations, accuracy, validity, reliability and suitability; and apply responsibly in a wide variety of organisational contexts.
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| Keywords | Not entered |
Contacts
| Course organiser | Dr Keyan Lai
Tel:
Email: |
Course secretary | Miss Lauren Millson
Tel: (0131 6)51 3013
Email: |
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