Firm Resources and Host‐Country Factors Impacting Internationalization of Knowledge‐Intensive Service Firms

In the era of the global economy, knowledge‐based services are becoming important sectors of the service industry. Services offered by a university are knowledge‐based services. Universities are in the service business, and they play a key role in creating and disseminating knowledge through teaching, research, and related services that cross domestic borders. The current research focuses on the internationalization of US MBA programs. The internationalization of US MBA programs refers to the delivery of knowledge‐based services beyond the domestic borders. The main objective of our research is to examine the effect of an organization's (e.g., a US business school) resources and a host country's attractiveness on the internationalization of knowledge‐based services offered by a firm (a US business school). Using data gathered from MBA programs of US colleges and universities, theÊstudy findings show that internationalization is influenced by human capital, prestige and reputation, management's willingness, and foreign market attractiveness. The results of this study offer practical insights for US business school leaders. © 2014 Wiley Periodicals, Inc.     

The compleat executive: The state of international business education and some future directions

This essay examines the current state of International Business education worldwide and comments on evolving trends. The degree of internationalization of curricula at the undergraduate, postgraduate and doctoral levels is examined. In a world facing the contrary pulls of global consumerism versus the search for a local identity, what exactly should the manager learn about International Business in order to complete his or her education? The essay also examines alternative methods for organizing International Business studies at universities, as well as in the growing number of off-site and certificate programs. It also ventures opinions on the value of an International Business major in the job market for graduating students, on whether the International Business label confers an advantage on faculty, or whether it confers a stigma, and on academic orthodoxies which have slowed the internationalization of business curricula.     

Internationalization Strategies of Business Schools: How Flat Is the World?

Business school strategy has become extremely complex, especially regarding internationalization. Using different paths, experiencing failure and success, business schools have internationalized, attracting many of the international students who contributed $27 billion¹ to the US economy in 2014. Some business schools are global, training global managers, while others serve national markets. How do business schools strategize about internationalization? Can we use existing models to explain this process? Are internationalization and globalization similar? Using a comparative analysis of six case studies in the United States and Europe, we found that the engine of internationalization influences its paths and outcomes. We contribute to international business (IB) research by discussing how business schools strategize their internationalization toward uniformity or diversity under isomorphic pressures from accreditation bodies (Association to Advance Collegiate Schools of Business [AACSB], 2011) and rankings. The so‐called Uppsala model should be extended to address three tensions: internationalization versus globalization, enacted dimensions of audiences, and respective risks of different internationalization pathways. © 2015 Wiley Periodicals, Inc.     

Developing an Interdisciplinary Major in International Business

ABSTRACT

Since the change of the accreditation standards by the American Assembly of Collegiate Schools of Business (AACSB) requiring internationalization of the business school curriculum about twenty years ago, different models of internationalization have been developed and tried by different types of business schools across the nation. However, no single model has emerged as an ideal model suitable for all kinds of institutions, large or small, urban or rural. At small and rural universities, internationalization efforts pose some extra challenges because of the general lack of global exposure and practices among its faculty and students, lack of adequate resources, financial crunch and locally centered vision of its leadership. This paper describes how a small and rural university has successfully implemented its own model to internationalize its business programs in spite of all the financial and non-fiscal challenges. Such a model could be emulated by similar small and rural institutions across the country.     

HRD in the People's Republic: The MBA ‘with Chinese characteristics’?

In this article, we consider Human Resource Development (HRD) in the People's Republic and analyze the value of an MBA in a transitional economy. MBA education is growing rapidly in China, while at the same time business schools in America are facing declining applications and mounting criticisms of the product. Should then the Master of Business Administration (MBA) be valued differently in a developing economy, or is it open to the same criticisms leveled at it in the west? We use the ‘resource-based’ theory of the firm to attempt to answer this question. We trace the development of MBA education in China between 1984 and the present, placing this process in the context of the country's radical educational, economic and political changes. We ask if the Chinese government has adopted the same approach to fostering MBA provision as it has to nurturing business growth. If so, what might we learn about possible future trends in tertiary business education? In order to look more closely at the practicalities of the Chinese MBA, we briefly consider the development of one of the earliest programs in China—the European Union-funded China Europe International Business School (CEIBS).     

Internationalizing Business Education for Globally Competent Managers

The world is shrinking as developments in technology and transportation rapidly increase global opportunities and challenges for businesses. Furthermore, developing markets are becoming increasingly important, creating new challenges for managers. Business education must step in and prepare graduates to work in and with these markets. This article discusses mission-based approaches to increasing the internationalization of business education to change mindsets and increase student's ability to address these new challenges. One of the important resources for building this mission-based approach is the 33 national Centers for International Business Education and Research (CIBERs).     

The Cultural Convergence of MBA Education Across Australia,Singapore and Malaysia

A commonly held view among international researchers is that markets and cultures are growing closer together. This cultural convergence is believed to result from the homogenising effect of technology transfer. One force which emerges from technology transfer is the convergence of education, in particular management education This study examined the MBA experience as a factor potentially causing cultural convergence. Students in five MBA programs in Australia, Malaysia and Singapore were surveyed on cultural dimensions using Hofstede's (1980) Values Survey Module to determine whether there was cultural convergence between Hofstede's cultural dimensions and the three countries. The results indicated that there was convergence between Hofstede's Uncertainty Avoidance and Power Distance distributions for the three countries.     

The increasing internationalization of the international business classroom: Cultural and generational considerations

This article reviews the dynamic demographics of the international business classroom across five Anglo countries: the U.S.A., the UK, Australia, New Zealand, and Canada. Figures indicate that business education is becoming increasingly international, and that the countries of origin of international business students are changing. Cultural impacts of this increasing internationalization upon international business pedagogy—as well as issues of generational expectations of the classroom experience—are considered, benefits and challenges of the increased cultural diversity in the classroom are discussed, and practical suggestions for instructors teaching in future international business classrooms are detailed.     

Foreign market entry mode of service firms: The case of U.S. MBA programs

While international expansion has become an important strategic imperative on the part of knowledge intensive service firms such as U.S. business schools, little empirical support is available on how these business schools enter foreign markets. If U.S. based business education programs are expected to prosper in light of the potential onslaught of international competition, expansion to overseas markets will be one of the most sought after options available. A poor choice in market entry strategy, or the lack of international market entry, can result in a negative impact on the educational institution. This research focuses on developing, measuring, and empirically testing a framework of key factors influencing international market entry mode choice of U.S. business schools by using primary data from faculty and administrators of U.S. Master of Business Administration (MBA) schools.     

Pledging Integrity: Oaths as Forms of Business Ethics Management

The global financial crisis has led to a surprising interest in professional oaths in business. Examples are the MBA Oath (Harvard Business School), the Economist’s Oath (George DeMartino) and the Dutch Banker’s Oath, which senior executives in the financial services industry in the Netherlands have been obliged to swear since 2010. This paper is among the first to consider oaths from the perspective of business ethics. A framework is presented for analysing oaths in terms of their form, their content and the specific contribution they make to business ethics management: oaths may foster professionalism, facilitate moral deliberation and enhance compliance. This framework is used to analyse and evaluate the MBA Oath, the Economist’s Oath and the Banker’s Oath as well as various other similar initiatives.     

Internationalizing doctoral education in business: A call for action

The changing parameters of business call into question the relevance of the business education our current bachelor's, master's, and doctoral students are receiving. Of particular concern is the content and process of education provided to future professors who will be educating generations to lead the global business community in directions that will mean better lives for ourselves and our world neighbors. Recently, a forum of leading business educators (doctoral program directors, deans, graduate faculty, and representatives of the American Assembly of Collegiate Schools of Business and the Academy of International Business) met for two days in order to exchange experiences and generate ideas regarding the internationalization of doctoral programs in business. Their findings and views are contained in a book just published and a summary report. This article sums up some of the conclusions drawn from these publications and revisits the imperatives for internationalizing-which parallel the imperatives driving business to accept the global challenge. © 1998 John Wiley & Sons, Inc.     

Revamping MBA programs for global competitiveness

World-wide, the MBA has become one of the most popular academic qualifications. In recent years, doubts have been raised regarding worth of the MBA degree, at least in its present form. This article examines the broad trends shaping business education and recommends how MBA curricula might be redesigned to make students globally aware, and be effective in the midst of global competition. Our focus here is on meeting future essential business needs that today's schools fail to sufficiently address. Although MBA education is at a crossroads, change will not be easy, as MBA education represents a sizeable global ‘industry.’ We conclude by listing issues which may be examined to make the change feasible.     

Do International Cocurricular Activities Have an Impact on Cultivating a Global Mindset in Business School Students?

ABSTRACT

In today’s integrated global economy, business executives of multinational corporations are required to have a flexible global mindset in order to cope with the driving forces of globalization. Thus, the global market forces stress the importance for business schools to graduate students with skill sets pertinent to functioning competitively in the ever-changing business environment. In this article, we conducted a survey of 165 students in the Albers School of Business and Economics at Seattle University to examine whether international cocurricular activities help achieve the goal of cultivating a global mindset in students. The results suggest that international cocurricular activities enhance students’ global mindset. Short-term study tours and international internships do have a significant impact on students’ global mindset as other long-term cocurricular activities, which may cost more time and money. We recommend that short-term study tours be used as an alternative cost-effective way to engaging business students in the internationalization of the business curriculum at their institutions.     

The federal role in international business education

Rapid global change, driven especially by the telecommunications, computing, and biotechnology industries, are rapidly transforming the international economic, social, and cultural landscape. Affected are both urban and rural businesses that face intense competition at home and abroad. If the United States is to continue to main‐tain a competitive advantage in the global marketplace, educational institutions must prepare the next generation of leaders for a pluralistic world in which multi‐culturalism dominates and international business education is multidimensional. This article addresses the role that the U.S. federal government has played in prepar‐ing international business graduates. It examines the contributions of two federal grant programs: the Business and International Education program and the Centers for International Business program, both authorized under the Higher Education Act of 1965 as amended. ? 2001 John Wiley & Sons, Inc.     

Teaching Real-World Political Economy: Simulating a WTO Negotiation

International educational experiences can provide benefits for faculty members as well as higher education institutions and their students. The opportunity to lecture and conduct research with colleagues at universities in other countries can foster the globalization or internationalization of academic teaching, the advancement of knowledge, and cooperation among institutions. Research has shown that the experience abroad helps educators to gain a more global perspective that will enhance business classes. This article will show that a Fulbright experience abroad helps faculty to lead business students to be more knowledgeable and aware of international issues and global concerns.     

Globalization of Management Education

A new study, sponsored by the Association to Advance Collegiate Schools of Business, presented a comprehensive new perspective on the globalization of management education, (AACSB International, 2011). Its findings are sobering: with regard to emerging global trends in higher education and cross-border business, the report reveals a sizable gap between what the world needs and what management educators generally do. Key areas for attention include the expansion of mechanisms for quality improvement and assurance globally, strengthening the use of international partnerships, more intentional internationalization within the curriculum, and connecting various global activities to one another through a comprehensive globalization strategy.     

Curriculum Internationalization at AACSB Schools: Immersive Experiences,Student Placement,and Assessment

This article presents results from a survey of AACSB-accredited business schools’ progress in internationalizing their curricula in view of a recent AACSB report. We present data on the use of immersive experiences, degree of success in student placement in internationally oriented careers, and assessment of internationalization efforts. The results indicate growth of internationalization activities at virtually all schools as expected, but these efforts may not always match AACSB recommendations. For instance, AACSB criticized business programs for not coordinating internationalization activities in a strategic manner to improve courses and develop skills needed by international managers. Our survey finds that many schools do not attempt to tie their international experiences to specific courses, but they report the experiences are used to build skills students need. Most institutions also do not examine job placement as a measure of curriculum internationalization success. We find that many schools do not assess the outcomes of their internationalization efforts in a way that can demonstrate whether or not recent AACSB suggestions are being met.     

International Marketing (14th edition), by Philip R. Cateora,Mary C. Gilly,and John I. Graham

Abstract

The trend toward internationalizing business curriculum at American colleges and universities should be incorporated as a strategy throughout the United States. The catalyst that has led most business schools to adopt a systematic acceptance of the internationalization of their curriculum was the American Assembly of Collegiate Schools of Business (AACSB) 1984-1985 Standards and Guidelines for business school accreditation. Most would agree that without AACSB mandates, the transition would be slower, but inevitable, due to the focus on worldwide business issues. The global economy is rapidly evolving and the needs for competencies in international business are becoming very important to the U.S. and its economic well-being. Because of this, industry is looking for a new kind of employee, the kind that understands both the importance of international business and how to operate within it successfully. The halls of academia must respond to this pressing need by going much further than providing a sporadic array of “elective” international topics. Their response has to be synergistic with university presidents, deans and faculties fully supportive of an organizational design change that promotes a new way of thinking. The new organization is one in which there must be an international focus throughout the business school. With that synergy in place, the process of internationalizing students, the university, curriculum and faculty can move forward.     

Getting what we wish for: The realities of business education for a global economy

Business schools around the world have embraced globalization and, as a result, attempted to attract international students to their programs. Teaching diverse student groups has many advantages, but is not without its challenges, including cultural differences in educational expectations and student self-efficacy. The goal of this article is to suggest that we can create plans and activities capable of helping Asian students adapt more quickly to the expectations of Western education. We herein describe Rotterdam Business School's experiences in working with a diverse—mainly Asian—population of students, focusing on strategies that may assist them in adapting to the expectations of the global business school classroom.     

A retrospective of international business education in the United States over the past fifty years

International business relationships are almost as old as mankind, but the idea that people needed to be educated to manage global business enterprises is less than 50 years old. The American Graduate School of International Management (Thunderbird), established in 1946 was the first school to provide languages, international studies, and business management as a basic education in international management. Business schools in America have been slow to realize and to promulgate courses and curriculums in the field. It has only been in the last ten years that the American Assembly of Collegiate Schools of Business, composed of over 700 colleges and universities in the country, has become an advocate through a revision in its standards. After the words “and worldwide” were inserted in the AACSB standards of accreditation, international business education began to permeate the offerings of American business schools.