Course description

Title of the Teaching Unit

European Management in a globalized World

Code of the Teaching Unit

22MEP40

Academic year

2024 - 2025

Cycle

Number of credits

Number of hours

Quarter

Weighting

Site

Anjou

Teaching language

English

Teacher in charge

CLAEYE Frederik

Objectives and contribution to the program

This course is designed to provide both applied and theoretical insights into conducting business in Europe, a significant global economic and political player. It offers an in-depth exploration of the European business landscape within a globalized context, equipping students with the knowledge and skills necessary to successfully navigate the complexities of European markets and business environments.

The curriculum integrates fundamental theories and concepts with practical applications, linking them to the specific context of European business through a series of case studies and discussions. Emphasizing real-world scenarios, the course develops students' ability to analyze business environments, make informed decisions, and collaborate effectively, while also fostering an understanding of ethical and societal impacts.

Moreover, the course addresses the multicultural and international dimensions critical for conducting business across Europe. By the end of the course, students will have a comprehensive understanding of the challenges and opportunities of doing business in Europe, preparing them for future roles in an interconnected global economy.

As such, the course objectives are:

1. Comprehensive Understanding of European Business
Objectives:
• To provide students with a thorough understanding of the European Union's structure, functionality, and business environment.
• To link theoretical knowledge with practical business applications in Europe through case studies and exercises.

2. Fostering Ethical and Societal Responsibility
Objectives:
• To instill a strong sense of ethical responsibility and an awareness of environmental issues in business decision-making.
• To encourage students to consider the societal impacts of their managerial decisions.

3. Effective Multicultural Communication and Collaboration
Objective:
• To enhance students' ability to communicate and collaborate effectively in multicultural and international settings, emphasizing clear and structured communication across languages and cultures.

4. Innovation and Strategic Thinking
Objective:
• To develop students' ability to generate innovative solutions to complex business challenges in Europe, considering emerging technologies and market trends.

European and Chinese models
This part of the course will consider how the management broadly conceived of the Chinese economy differs from those of the West or developed world. The objective will be to understand key differences between the Chinese and other economic or business models, and the challenges that these represent to both sides in the interaction between Europe and China. The development of China as a specific model will be set in the historical and global economic context. Students will learn the fundamental aspects of the Chinese economic system at the macro, institutional and company level and contrasting models of how they work. The course will provide insight on the growing problems of the role of “geopolitication” or “securitization”, “trade wars” and technological competition in the global economy, especially in the EU-China trade and investment relationship and the potential impact of policies such as decoupling or derisking on business between the EU and China.

Prerequisites and corequisites

Good basic knowledge of economics, business, management and political developments and concepts. Good knowledge of global current events.

Content

Doing Business in Europe
In order to better understand how to conduct business in Europe, the course will start with offering a global view on Europe: its historical background, and the evolution towards European integration. We will discuss the Single European Market (SEM) and its implications for business, before moving to questions relating to Brexit and varieties of capitalism in Europe. We then move on to management and managing human resource in a European context as well as the challenges of European competitiveness.

European and Chinese models
1. Culture and history : Europe and China
Historic divergences of China and « the West » and their current impacts. Development of ideas on managing economies and enterprises.
2. The Chinese economy : the state, the market and enterprises
The current Chinese economic system, the role of the state and markets in management of the economy and enterprises.
3. The global economy, globalisation, China and Europe : trade and investment
China’s impact in the global economy with competing models of management and governance. Challenges to management and governance in Europe and China.
4. Divergences and convergences: Current and future challenges in a globalized world.
Current debates in Europe and China: are systems diverging or converging? The end of globalization as a model? The impact of decoupling, derisking and economic conflict.

Teaching methods

Doing Business in Europe
Case method teaching

European and Chinese models
Combination of lectures and interactive learning, based on required readings and extensive lecture notes.

Assessment method

Doing business in Europe
•Class participation: 40% of your final grade. You are graded on the contribution you make to developing our collective knowledge and understanding on the case study we discuss each week.
• A group assignment (number of students to be determined): The group assignment represents 60% of the final grade. This assignment consists in the analysis and oral presentation of a case study. Non-participation or non-submission of group work results in a score of zero (0) for the entire module.

The assessments aim to verify whether the different objectives are achieved by the students, through different types of questions related to the interpretation of definitions, synthesis, critical reflection, application and criticism.

Assessments in the August session may differ from those in the January session. Specific instructions will be posted on Moodle.

European and Chinese models
The final evaluation will be based on the group-work paper and presentation.

References

European and Chinese models
World Bank, IMF, Asian Development Bank, etc, data and reports.
An Analysis of State-owned Enterprises and State Capitalism in China, Andrew Szamosszegi and Cole Kyle, U.S.-China Economic and Security Review Commission. 2011.
China’s Industrial Policymaking Process, Nathaniel Ahrens, Centre for Strategic and International Studies, 2013.
A Chinese Approach to Management, Thomas Hout and David Michael, Harvard Business Review, 2014.
Culture and Management In China, John Child and Malcolm Warner, The Judge Institute of Management ,University of Cambridge, 2003.
Riding the Waves of Culture : Understanding Cultural Diversity in Business, Fons Trompenaars and Charles Hampden-Turner, Nicholas Brearly Publishing, 1997.
Mastering the Infinite Game: How East Asian Values are Transforming Business Practices, Charles Hampden-Turner and Fons Trompenaars, Capstone, 1997.
Sino-Capitalism: China’s Reemergence and the International Political Economy, Christopher A. McNally, World Politics 64, no. 4 (October 2012), 741–76.
Understanding China’s Politics, Economic Policy Makers, and Policy Making Under Xi Jinping, Zhang Dong Dong, Treasury Paper, The Treasury, Australian Government, 2017.

Doing Business in Europe
Acocella, N. (2020). The European Monetary Union: Europe at the Crossroads. Cambridge University Press.
Alarcón, V. F., Hadad, S., & Goia (Agoston), S. I. (2018). European Union between the big bang and the big crunch. In A. M. Dima (Ed.), Doing Business in Europe: Economic Integration Processes, Policies, and the Business Environment (pp. 1–19). Springer International Publishing. https://doi.org/10.1007/978-3-319-72239-9_1
Alexandre-Collier A, Schnapper P and Usherwood S (eds) (2022) The Nested Games of Brexit. London, UK: Routledge.
Baimbridge, M., Litsios, I., Jackson, K., & Lee, U. R. (2017). The Segmentation of Europe: Convergence or Divergence between Core and Periphery? Springer.
Baldwin, R., & Wyplosz, C. (2021). The Economics of European Integration (6th edition). McGraw-Hill.
Bulmer, S., Parker, O., Bache, I., George, S., Burns, C., Bulmer, S., Parker, O., Bache, I., George, S., & Burns, C. (2020). Politics in the European Union (5th ed.). Oxford University Press.
Duarte Alonso, A., Kok, S., & O’Brien, S. (2019). Uncertainty and adaptation in the context of Brexit: An entrepreneurial action and dynamic capabilities approach. European Business Review, 31(6), 885–909. https://doi.org/10.1108/EBR-05-2018-0101
Farkas, B. (2016). Models of capitalism in the European Union. Palgrave Macmillan. https://link.springer.com/book/10.1057/978-1-137-60057-8
Gorynia, M., Jankowska, B., & Mroczek-Dabrowska, K. (2021). Brexit and the Future of the European Union: Firm-Level Perspectives. Routledge.
Guay, T. R. (2014). The Business Environment of Europe: Firms, Governments, and Institutions. Cambridge University Press.
Hall, P. A. (2014). Varieties of Capitalism and the Euro Crisis. West European Politics, 37(6), 1223–1243. https://doi.org/10.1080/01402382.2014.929352
Kalff, D., & Renda, A. (2020). Hidden treasures: Mapping Europe’s sources of competitive advantage in doing business. Centre for European Policy Studies.
Ketels, C., & Porter, M. (n.d.). Towards a New Approach for Upgrading Europe’s Competitiveness—Working Paper—Faculty & Research—Harvard Business School. Retrieved 3 September 2022, from https://www.hbs.edu/faculty/Pages/item.aspx?num=55046
Ketels, C., & Porter, M. E. (2020). Rethinking the role of the EU in enhancing European competitiveness. Competitiveness Review: An International Business Journal, 31(2), 189–207. https://doi.org/10.1108/CR-08-2020-0100
Khorana, S., & García, M. (Eds.). (2018). Handbook on the EU and International Trade. Edward Elgar. https://www.e-elgar.com/shop/gbp/handbook-on-the-eu-and-international-trade-9781785367465.html
Miron, D. (2018). The Single European Market: Challenges for doing business. In A. M. Dima (Ed.), Doing Business in Europe: Economic Integration Processes, Policies, and the Business Environment (pp. 21–50). Springer International Publishing. https://doi.org/10.1007/978-3-319-72239-9_2
O’Rourke, K. (2019). A Short History of Brexit: From Brentry to Backstop. Penguin UK.
Pollitt, M. G. (2019). The European Single Market in Electricity: An Economic Assessment. Review of Industrial Organization, 55(1), 63–87. https://doi.org/10.1007/s11151-019-09682-w
Schweiger, C., & Visvizi, A. (2018). Central and Eastern Europe in the EU: Challenges and perspectives under crisis conditions. Routledge.
Suder, G., & Lindeque, J. (2018). Doing business in Europe (3rd ed.). SAGE.
Suder, G., Riviere, M., & Lindeque, J. (2019). The Routledge companion to European business. Routledge.