Single Degree Option

The single degree option enables you to earn a Queen’s Master of International Business degree in 12 months. The program is structured in three stages, and a major team-based project spans all three. The second stage of the program provides an international exchange at one of our more than 40 international business school partners.

View exchange partners.
Stage 1: Smith School of Business (September – December)

Core Courses

Electives (Choose 1 or 2)

Stage 2: International Exchange Destination (January – June)

Equivalent of five courses from a partner institution

A list of available courses at partner institutions will be available to you prior to making your exchange decision.

Stage 3: Location of Choice (July – August)

The team project is to be completed and may be presented in person at Smith, or remotely from a location of your choice.

Global Strategy

Most influential companies are global. Few companies who aspire to superior profitability are able to do so within the bounds of a single country market. For an increasing number of businesses, competing internationally is no longer an option. Moreover, the actions of non-North American multinationals means that competitive activity must have a strong defensive element as well.

Success in international markets is not a matter of luck, but of skill and persistence. Developing proficiency in international strategy translates into competitive advantage, defined as superior long run return on invested capital. Building competence in this area means understanding, at a sophisticated level, how companies succeed in the most demanding competitive arenas, which are usually found beyond their borders.

This course focuses on management issues associated with the growth and operation of a multinational enterprise (MNE). It covers market entry, subsidiary and head office perspectives on management, alliances, and the competitive advantage of the MNE relative to the single-country firm. Students will be expected to integrate ideas from other courses with the core theory of this one when conducting an analysis of the global strategy of a MNE.

The approach we will take in this course is practical and problem-oriented. It is intended to enable you to acquire proficiency at strategy formulation and implementation in an international context. The course will do this by developing and applying concepts, analytical frameworks, and intuition to the strategic issues that face real-world multinational corporations, regardless of their industry.

0.5 credit; required course

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Finance for Global Managers

This course focuses on the financial issues that managers confront in an international setting and develops a framework for evaluating the many opportunities, costs, and risks associated with multinational operations. The course employs cases extensively to provide students with a detailed and analytic look at investment and financial decisions undertaken by multinational firms. Topics covered include the behavior and determination of exchange rates; relationships among inflation, interest rates and exchange rates; foreign exchange and derivatives markets; management of international investment portfolios; corporate exchange exposure; hedging exchange risk; and cross-border valuation.

3 credits; elective course

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Products for Global Markets

Historically, product designers have designed products for people just like themselves. Today, several factors place this approach at a competitive disadvantage. This course examines how successful global product design is increasingly influenced by demographics, legislative trends, and anticipatory design. The present course illustrates how design, manufacturing, and marketing challenges can be addressed to foster the creation of successful products and services for global markets. A product’s chance of success will be greater if it addresses a set of needs and wants that cuts across national boundaries. As trading and political boundaries fall (e.g., NAFTA, EU), such an approach shifts some of the task of “anticipatory marketing” from the sales and marketing groups and assigns it to the product design team. This course exams key developments in legislation and demographic trends that are having a profound impact on product design requirements worldwide. Examples include legislation that prohibits discrimination on the basis of a disability, and the increasing spending power of the senior demographic segment. In today’s design world, Universal Design provides a basis for the specification of products that are accessible to – in principle – all users in all situations. This course identifies global trends relevant to product design, illustrates how approaches of universal design makes good business sense given the changes occurring in political, legislative, and demographic arenas.

3 credits; elective course

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International Marketing Strategy

All major companies deal with global markets either directly (sales) or indirectly (suppliers). The purpose of this course will be to expose students to the different sociocultural, economic, and geopolitical environments in which global marketing strategies and programs are formulated and implemented. It will also help them develop management skills and perspectives that are crucial for planning and expanding activities in global markets.

Students will evaluate the cumulative impact of changes in these environments on marketing opportunities and threats. As well, the course will help students to develop relevant management skills, sensitivities and perspectives that are crucial for planning and expanding activities in global markets.

The primary focus throughout the course will be that of the marketing manager and her or his role in directing or launching global marketing activities. In preparing the required individual assignment and team project for this course, students will take the perspective of the marketing manager and assume her or his role in directing or launching global marketing activities

3 credits; elective course

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International Operations Management

This course considers the operations management challenges of organizations with some aspect of global reach in their value chain. While the course is structured around core operations management principles, students will gain an international perspective with respect to supply chain management; project management; quality management; and, service and manufacturing operations. Particular attention will be paid to aspects of culture, language, time and dateline management, and relationship management with suppliers, customers, employees and governing bodies.

Specific topics include:

  • Global Project Management
  • International Supply Chain Management
  • Implementing a global operating system (e.g. TPS or Lean)
  • Quality Management across borders;

3 credits; elective course

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Leadership Across Cultures

Ultimately, international business is conducted with and through people from various cultures. Self-awareness and understanding one's approach to decision making and problem solving is a crucial step in developing the skills needed to work successfully in different cultural settings and/or with people from different cultural backgrounds. Cultural differences, if not understood, can be significant barriers to both personal effectiveness and the implementation and success of a business venture.

This course is concerned with implementation issues. A basic premise of the course is that it is possible and desirable to develop both the intellectual understanding and behavioral skills necessary to address the management problems arising from the interaction of people from different cultures in work settings. A further assumption is that the understanding and skills developed can be generalized and transferred from one situation to another.

The course is intended to develop, to the extent possible, an appreciation of what it is like to work with people from other cultures and to work in other countries. The sessions are intended both to develop an appreciation of issues that may arise, and to contribute to the development of the knowledge and skills needed to lead and work effectively when interacting with people from other cultures or living in other cultural environments. The course is divided into three major sections: culture as a concept and management issue; establishing relationships, operating and leading in other cultures and competing with integrity.

3 credits; elective course

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Key Topics in International Business

This course is a series of intensive ½ day and full day sessions, each focusing on leading edge topics that span and integrate issues across functional areas. The course may include sessions such as:

Sustainability increasingly drives management decisions and for good reason. Any organization, whether for-profit or not-for-profit, cannot hope to survive on a global basis unless management establishes a sustainable equilibrium so that all inputs and outputs remain within the carrying capacity of earth. In these sessions, our focus will be on three main questions:

  • Why is authentic sustainability a controversial issue in management?
  • what are some tools for measuring and increasing sustainability?
  • what actions seem prudent in an increasingly unsustainable world?

The emphasis will be on developing tools and techniques for real-world problem solving in an atmosphere open to the discussion of unconventional and controversial subjects.

Managing in a Turbulent Social Environment: Global Corporate Responsibility.

A number of international initiatives (such as the Global Reporting Initiative, the UN Global Compact, etc) together with empowered NGOs and other societal players present heightened concerns to global corporations about such issues as environmental sustainability, labour and human rights, and the ethical practices of companies. This one-day session on Global Corporate Responsibility provides students with the opportunity to apply the concepts they are learning throughout the Master of Global Management program in the context of some of the social dilemmas that companies actually face.

Governance and Management Control in the Global Organization: A Strategic Perspective

One of the most crucial aspects of global organizations relates to their governance and management control systems and processes. This session will consist of a combination of case studies of global corporations and several conceptual frameworks valuable for analyzing, diagnosing and prescribing for the governance and control systems described in the cases. The ethical issues involved in these systems will also be part of the discussion.

3 credits

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International Negotiation

The course will focus on bargaining, negotiating and conflict resolution in a wide variety of settings and business relationships ranging from simple buyer-seller negotiations between virtual strangers to multi-party, multi-issue, and cross-cultural disputes among long-time business partners. We will begin with the basics, spending the first half of the course distinguishing distributive and integrative bargaining, analyzing the types of relationships that develop through these processes, identifying tactics associated with each, building distributive and integrative bargaining skills, and measuring and assessing the “goodness” of negotiation outcomes and processes. After covering the fundamentals, we will step firmly into the global environment, examining issues of the micro- and macro-environment ranging from values, communication and culture to government, regulation, and stakeholder groups. A central element of the course is the development of international negotiating awareness and skills through face-to-face negotiating exercises.

3 credits; elective course

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Business in the Global Economy

The purpose of this course is to provide students with an advanced understanding of the institutions of the global economy and how those institutions impact the competitive fortunes of companies. More specifically, the course will expose students to advanced topics in political risk analysis, domestic political analysis, international institutions, and economic development. In addition, students will be expected to be able to integrate this knowledge into the competitive positioning of an individual firm. Pedagogically, the course will demand considerable background reading and will focus on acquiring key tools, concepts, and methodologies. Moreover, students will be expected to create a comprehensive initial political and economic size up of the countries and/or industries that they will study in their time abroad. The course is intended to be foundational for the program and is required for all students.

3 credits; elective course

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Global Sales Management

This course is designed to provide you with an understanding and appreciation of the role of a sales manager operating in a global context. Topics are covered from the perspective of both a sales manager and a sales person. Specific topics include managing the interplay between the marketing and selling functions, setting and evaluating sales strategy on both a global and local scale, appreciating the cultural differences that impact global sales management, managing the day to day sales functions including recruitment, training, compensation and performance management as well as, the evaluation and control of global selling methodologies and activities.

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Managing Projects in an International Context

Whether it is to launch new products or services, acquire assets or develop new systems, organizations rely heavily on projects to execute their strategy. Managing projects successfully – delivering on time and on budget, meeting all project requirements and, above all else, achieving business value – is challenging. Significant project delays and project failure are extremely costly for organizations both in terms of resources used on the project and value lost by missing a critical launch date or failing to implement a strategic initiative. Managing projects in an international context adds an extra layer of complexity and risk to traditional project management. Projects that span countries can involve additional stakeholders with varying requirements and expectations; teams that must work together virtually across space, time and cultural distances; different regulatory and legal environments; as well as incompatible technologies.

As an elective in the MIB program, this course will expose students to a common form of team and working environment – the global project – and provide a broad understanding of how to work effectively in this environment. This course will emphasize both the ‘skills’ and ‘organizational capabilities’ required for the successful management of a global project. From a skills perspective, students will learn both the ‘hard skills’ (planning, estimating, scheduling, etc.) and the ‘soft skills’ (controlling, communicating, motivating etc.) required of effective project managers and participants. From an organizational capabilities perspective, they will learn about the organizational structures and processes necessary for effective project management such as governance mechanisms, steering committees, program management offices etc.

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Business & Management in the Asia-Pacific Region

In this course, we focus on the region of “East Asia”, which includes: Japan, North Korea, South Korea, China, Taiwan, Vietnam, Laos, Cambodia, Thailand, Indonesia, Malaysia, Singapore, Brunei, the Philippines, and Timor-Leste. These countries/regions will be examined in varying depth depending on, among other factors, the importance of their economies in the world.

Learning Objectives
The primary purpose of this course is to help you build a solid knowledge foundation concerning the economic, social and cultural dynamics of East Asia, so that you are capable of making sound business decisions, whether you develop your future career in East Asia or elsewhere in the world.

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International Investment Banking

This course is designed to provide an overview of investment banking in the international context. Key areas it will cover include: capital raising, valuation methodologies, mergers & acquisitions and an overview of other corporate restructurings such as leverage buyouts. Both private and public markets will be discussed, including private equity, within the current global context. This course is meant to give students the opportunity to expand the breadth of their knowledge of investment banking and to explore more deeply some of the topics introduced in the mandatory course (MGBL 828: Finance for Global Managers).

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Financial Modeling for Multinational Corporations

This course is an intensive program on financial modeling. During the course, participants will learn to create well-designed, functional and dynamic financial models. The course material includes model design, logic, construction, financial concepts, best practices and accounting treatment.

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