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PROGRAM: Exchange Program
SUBJECT: International Business: An Emerging Market Perspective
LANGUAGE: English
PROFESSOR: Sam Leal Fouad
WORKLOAD: 30 hours
REQUIREMENTS: not applicable
CONTACT/CONSULTATION HOURS: sam.fouad@fgv.br
TEACHING PLAN
1. Course Description
This “International Business in Emerging Markets” course will meet twice per week for
90 minutes per class, for ten weeks, and is designed specifically for International MBA
students, while also well suited for Brazilian MBA and MPA students interested in
studying an international perspective on Brazil, in English. The course begins with a
survey of the current state of globalization, emerging markets and multinational
companies (“MNCs”), focuses more specifically on the Brazilian market and businesses,
explores five key international business “themes” in the Brazil setting, and concludes
with some views on forecasting. The course continuously compares and contrasts the
perspectives of “global or inbound MNCs” with those of “national companies or
outbound MNCs from Brazil”. Focus will be on specific issues and experiences of
interest to each student.
The first section of the course explores definitions and trends in globalization, emerging
markets and MNCs. An opening review of globalization trends reviews the increasing
importance of emerging markets, including the role of Brazil – as well as the increasing
roles of MNCs – in global trade and investment. Next, comparisons are made between
“MNC business maturity models”, including industry-leading global MNCs, the growing
number of “Emerging Market MNCs” and the growing number of State-Owned
Enterprise (or SOE) MNCs.
The second section of the course further analyzes Brazil as an important emerging market
for international business – and compares and contrasts the Brazilian market experiences
of Brazilian national and MNC businesses with inbound MNCs.
The third section of the course explores five important themes of international business,
in the Brazil setting: (1) strategy; (2) operational excellence; (3) innovation; (4) human
resources; and (5) financial market access and reporting. These modules also compare
global and Brazil trends in each dimension and provide students with additional
opportunities for field study and insights.
The course concludes with a discussion of forecasting for international businesses and
markets.
2. Scope & objectives
In recent years, global economic expansion has featured greater levels of activity and
interdependence amongst developed and emerging markets, and MNCs from developed
and emerging markets have been responsible for increasing percentages of global trade
and investment. Correspondingly, Brazil has become an important global market and the
experiences of businesses and MNCs in Brazil have evolved dynamically. Recent
academic literature provides new perspectives on these trends and experiences, including
expanded coverage of the activities, experiences and impacts of MNCs in and from
Brazil. The opening part of this course strives to provide students with a foundational
understanding of international business based on a review of recent definitions and trends
in emerging markets and MNCs. The second part of the course focuses more specifically
on market characteristics and leading international businesses in the Brazil setting.
Beyond exploring the market and MNC context for international business in Brazil,
success or failure of any business depends on performance in key dimensions, with
particular reference to industry and country of origin settings. The third part of the
course enables students to analyze each of five key dimensions of international business
from an “inbound MNC” and a “Brazilian national or outbound MNC” perspective, based
on a review of definitions and trends in each dimension in the Brazil setting. While it is
possible to define key dimensions of business activity and performance in many ways,
the dimensions chosen for this course are as follows:
Strategy
Operational excellence
Innovation
Human resources
Financial market access and reporting
The course concludes with a discussion of international business and market forecasting.
3. Learning outcomes
The course is designed for each student to develop and share common understandings and insights,
as well as to develop and share self-selected further insights, for class. If feasible, the course also
will include field study and/or selected visiting field lecturers. Learning inputs and outcomes will
be shared and self-selected according to readings, case studies, class discussions, field lectures or
studies, and individual essays. Students will be encouraged to emphasize the executive roles and
business issues of greatest interest to them, and also to develop their discussion, teaming and
writing skills.
During the first two parts of the course, to develop and share foundational understandings of
markets and MNCs - and the Brazil market – the class focus will be on group discussions of
readings and case studies. This section of the course includes a significant amount of reading and
case study discussions, so that students gain a strong foundation for international business in Brazil.
For the third and final parts of the course, class focus will expand beyond readings, case studies
and class discussion, to integrate “self-selected research and writing assignments”. There will be
less reading and fewer case studies, during these final parts of the course. For the writing
assignments, each student will select a topic and writing form relating to that section’s reading,
current events or field study. The writing assignments will be due at the end of three of the five
international business issues modules (a short 1-2 page written assignment on the applicable
module), and following the final class on forecasting (a 2-3 final written assignment on any topic
from the course).
4. Course methodology
The course will meet twice per week for 90 minutes each class, with the first class on
Tuesday morning from 11:00 to 12:30 and the second class on Thursday morning from
11:00 to 12:30.
Professor consultation hours will include times and locations to be determined on
Monday afternoons, Tuesday afternoons, Wednesday afternoons, and Thursday
mornings.
5. Detailed course content
COURSE WEEK GLOBAL MNC PERSPECTIVE EMERGING MARKET/BRAZIL
PERSPECTIVE
Part I: Overview of Global and
Emerging Markets and MNCs
(Weeks 1-2)
Week 1:
Globalization trends relating to
EMs and MNCs
First class will include
introductions of participants and
course plan and initial group
discussions of reading materials.
Second class will focus on group
discussion of reading materials.
Required Reading:
Chapters 1 and 2, The Economics of Globalization,
and Trends in Globalization, Conquering Global
Markets (pages 6-25)
Optional Recommended Reading:
Executive Summary, and Chapter 1: Setting the
Scene, Inclusive Global Value Chains :Policy Options
In Trade And Complementary Areas For GVC
Integration By Small And Medium Enterprises And
Low-Income Developing Countries , OECD and World
Bank Group Report prepared for submission to G20
Trade Ministers Meeting Istanbul, Turkey, 6 October
2015 , pgs 7-23
Chapter I and portions of Chapters II, Global
Investment Trends, Regional Investments Trends and
Recent Policy Developments and Key Issues: Latin
America, UNCTAD World Investment Report 2015
(pages 1-28, 58-64)
Required Reading:
Chapter 1, Globalization and
internationalization: the perspective of
emerging countries, Brazilian Multinationals
(pages 13-40)
Fernando Robles, Nila M. Wiese and Gladys,
Torres-Baumgarten, Chapter 3, The
Competitive Environment in Latin America,
Business in Emerging Latin America, pgs
47-73
Fernando Robles, Nila M. Wiese and Gladys,
Torres-Baumgarten, Chapter 6, Latin
American Business Culture, Business in
Emerging Latin America, pgs 125-144
Optional Recommended Reading:
Summary and Chapter 1: Overview Of
Foreign Direct Investment In Latin America
And The Caribbean, 2015 Foreign Direct
Investment in Latin America and the
Caribbean, Economic Commission for Latin
America and the Caribbean (ECLAC), 2015,
pgs 7-52
Week 2:
MNC maturity models,
including EM MNCs and SOE
MNCs
Objective for week is general
overview of MNC
business models and growth
imperatives, including emerging
market MNC issues and state
owned enterprises
First class will focus on group
discussion of reading materials and
second class will be further group
discussion of reading materials
and HBS case study
Required Reading:
Chapter 5, On The Threshold Of The Third Wave:
Productive Globalization And New Multinationals,
Brazilian Multinationals (pages 109-133)
Chapter 4, How Do Companies Go Global: Choices
and Issues between Entry Strategies, Conquering
Global Markets (pages 40-57)
Chapter 2, The Rise and Fall of Leviathan as
Entrepreneur, Reinventing State Capitalism:
Leviathan in Business, Brazil and Beyond (pages 23-
56)
Fernando Robles, Nila M. Wiese and Gladys, Torres-
Baumgarten, Chapter 9, Global Latinas and National
Champions, Business in Emerging Latin America,
pgs 195-211
Optional Recommended Reading:
Chapter 4 , Modern International Business
Theory And Emerging Market Multinational
Companies, Understanding Multinationals
from Emerging Markets (pages 53-79
Week 2 Case Study Assignment:
1. Group/team discussions
HBS Case study: Brasil Foods
Part II: Overview of Brazil
Market and Companies
(Weeks 3-4)
Week 3:
Review of Brasil market and
experiences of national
/outbound companies
Objective of first class is overview
of Brazil’s socio-economic
development model and
opportunities to improve
competitiveness.
Second class will explore
development of Brazilian private
and state-owned companies,
including HBS case study on Vale.
Required Reading:
Chapters 2 and 5, The Brasilia Consensus: Still a
Valid Model? ; Strengthening Brazil’s
Competitiveness,; and Looking for Answers, The
Political Economy of an Emerging Global Power (pages 26-42 and 93-107)
Chapter 4, The Evolution of State Capitalism in
Brazil, Reinventing State Capitalism: Leviathan in
Business, Brazil and Beyond (pages 81-119)
Optional Recommended Reading during Vacation
Week:
Brazil: The Troubled Rise of a Global Power (pages
self-selected)
Brazil on the Rise (pages self-selected)
Required Reading:
Chapter 7 ,The Rise Of Brazilian
Multinationals, Brazilian Multinationals
(pages 164-225)
Week 3 Case Study Assignment:
1. Group/team discussions
HBS Case Study, Vale: Global Expansion in the
Challenging World of Mining
Week 4: Review of Brasil market
and experiences of inbound
MNCs (continued)
Objective of first class is trends in
FDI into Brazil, including from
developed and emerging markets.
Second class will focus more on
“south-to-south” FDI and the HBS
case study.
Required Reading:
Dirk Holtbrügge and Anastasia Baron, Market Entry
Strategies in Emerging Markets: An Institutional Study
in the BRIC Countries, Thunderbird
International Business Review, pages 237-252, Vol.
55, No. 3 May/June 2013
Chapters 6, Equity Investment Alliances, Conquering
Global Markets (pages 72-100)
South-South Special: What A Globalizing China Means
For Latam, HSBC Global Research (Nov 2013)
Required Reading:
Fernando Robles, Nila M. Wiese and Gladys,
Torres-Baumgarten, Chapter 8, Company
Strategies for Firms for Outside the Region,
Business in Emerging Latin America, pgs
170-194
Week 4 Case Study
1. Group/team discussions
HBS case study, Bao Steel Enters Brazil
Part III. International Business
“Modules”
(Weeks 5-9)
Week 5: Business Strategy
(including market entry)
First class is to explore high-level
business strategy trends, including
organizational approaches and
M&A as most transformational
strategy.
Required Reading:
The past and future of global organizations, Mckinsey
Quarterly, September 2014
Organizing for an Emerging World, Mckinsey
Quarterly, June 2013
Mike Perkins, Anna Grey, and Helge, Remmers, What
Do We Really Mean By “Balanced Scorecard”?",
Required Reading:
Fernando Robles, Nila M. Wiese and Gladys,
Torres-Baumgarten, Chapter 12, The Future of
Business in Latin America, Business in
Emerging Latin America, pgs 246-256
Second class focuses more on
Latin American regional and
Brazilian national strategies.
International Journal of Productivity and
Performance Management, Vol. 63 Iss 2 (2014) pp.
148 - 169
Chapter 7, Mergers and Acquisitions, Conquering
Global Markets (pages 100-132)
Week 5 Written Assignment:
1. Self-selected topic 1-2 pages
Strategy writing assignment on topic and form to be
self-selected
Week 6: Operational excellence
– organizational design, value
chains and functions
First class focus is on business
performance measures evolutions,
as impacted by “process
orientation” and “analytics”.
Second class focus is on internal
operational systems and functional
models.
Both classes will compare inbound
MNC with Brazilian national and
multi-national companies.
Required Reading:
Matthias Holweg and Petri Help, Defining Value Chain
Architectures: Linking Strategic Value Creation to
Operational Supply Chain Design, International
Journal of Production Economics pages 147
(2014) 230–238
Arun Madapusia and Derrick D’Souza, The Influence
of ERP System Implementation on the Operational
Performance of an Organization, International
Journal of Information Management 32 (2012) 24–
34
Mari Sako, Outsourcing Versus Shared Services:
Choosing between Outsourcing and Shared Services
has Significant Implications for Long-term Corporate
Strategy, by, Communications of the Association for
Computing Machinery July 2010, Vol 53 No 7, Pages
27-30
Required Reading:
Marcelo Bronzo, Paulo Tarso Vilela de
Resende, Marcos Paulo Valadares
de Oliveira,Kevin P. McCormack, Paulo
Renato de Sousa, Reinaldo Lopes Ferreira,
Improving Performance Aligning Business
Analytics with Process Orientation,
International Journal of Information
Management 33 (2013) pages 300–307
Optional Recommended Reading:
Location Strategy: Expanding Shared Services
Location Alternatives in Latin America,
Accenture (2014), pages1-12
Optional Recommended Reading:
Management Tools and Trends 2015, Bain &
Company
Trends in Shared Services: Unlocking the Full
Potential, and Integrated Business Services: Taking
Shared Services to New Heights of High Performance,
Accenture Research Reports 2011
Week 6 Writing Assignment:
1. Self-selected topic 1-2 pages
Operations topic and form to be self-selected
Week 7: Innovation in markets,
products and processes
The first class explores links in
innovation topics between MNCs,
emerging markets and
entrepreneurs.
The second class focuses on
entrepreneurship
Required Reading:
Chang Chieh Hang, Elizabeth Garnsey, and Yi Ruan,
Disruptive Innovation and Entrepreneurial
Opportunity, Technovation (2014)
Snehal Awate, Marcus M Larsen, and Ram Mudambi,
Accessing Vs Sourcing Knowledge: A Comparative
Study Of R&D Internationalization Between
Emerging And Advanced Economy Firms, Journal of
International Business
Studies (2015) 46, 63–86;
Required Reading:
Claude Marcotte, Entrepreneurship and
Innovation in Emerging Economies,
International Journal of Entrepreneurial
Behavior & Research, (2014) Vol. 20 Issue 1
pp. 42 - 65;
Fernando Robles, Nila M. Wiese and Gladys,
Torres-Baumgarten, Chapter 10,
Entrepreneurship in Latin America, Business
in Emerging Latin America, pgs 213-237
Week 7 Case study
1. Group/team discussions
HBS Case Study, GlaxoSmithKline in Brazil: Public-
Private Vaccine Partnerships
Week 8: Talent Attraction,
Development and Retention
Required Reading:
Required Reading:
First class covers an overview of
HR strategy and operational issues
The second class explores
analytics and emerging markets
issues in HR
2014 Global Human Capital Trends, Deloitte Bersin,
(pages 2-146)
Dr Salvatore Falletta, In Search of HR Intelligence:
evidence-based HR Analytics Practices in High-
Performing Companies, People and Strategy, Vol 36,
Issue 4 (2014) pgs 28-37
Recommended Reading:
AonHewitt 2015 Global Trends in Employee
Engagement
PWC 18th Annual Global CEO Survey, Diversity
Section, Pages 28-33 (2015)
Brazilian Human Resources in a polarized
Latin America, Elza Veloso, Leonardo
Trevisan, Wilson Amorim, Rodrigo da Silva,
Andre Fischer, Joel Dutra, Revista Eletronica
de Negocios Internacionais, V 9, n. 3, pgs 1-
15 Sept-Dec 2014
Germano Glufke Reis , Felipe Mendes Borini ,
Maria Tereza Leme Fleury, Drivers Of Human
Resource Management Competences
Development In Brazilian Multinational
Subsidiaries: A Multilevel Research , R.Adm.,
São Paulo, v.49, n.3, p.519-533, jul./ago./set.
2014
Week 8 Case Study Assignment
1. Group/team discussions
HBS Case study, Atento: Managing the Employee
Lifecycle in Brazil
Week 8 Writing Assignment:
1. Self-selected topic 1-2 pages
HR topic and form to be self-selected
Week 9: Financial Market
Access and Reporting
The first class covers the current
state and trends in financial
reporting at a very high level
Required Reading:
Daniel Tschopp, Ronald J. Huefner, Comparing the
Evolution of CSR Reporting to that of Financial
Reporting, Journal of Business Ethics (2015) 127,
pages 565–577
Veronica de Fatima Santana, Alex Augusto Timm
Required Reading:
Bernard Black, Antonio de Carvalho, Joelson
Sampaio, The Evolution of Corporate
Governance in Brazil, Emerging Markets
Review, Vol 20 (2014), pages 176-195
The second class covers financial
reporting issues for emerging
markets and entrepreneurs in
Brazil
Rathke, Isabel M. E. Costa Lourenco and Flavia Zoboli
Dalmacio, IFRS Accounting Quality in Latin America:
A Comparison with Anglo-Saxon and Continental
European Countries and the Role of Cross-Listing in
the U.S. , (2014), pages 1-24
Estevao Teixeira Latini, Joaquim Rubens Fontes-Filho
and Eric L. Chambers , Private Equity And Corporate
Governance: Managing Brazilian SMEs , Corporate
Governance, Vol. 14 NO. 2 (2014), pp. 220-237
Recommended Reading:
Don B. Bradley III and Kalyn Camp, Small Business
Use of an IPO, Academy of Entrepreneurship
Journal, Volume 20, Number 2, 2014, pages
121-136
Week 9 Case Study
1. Group/team discussions
HBS Case Study, Natura Cosmeticos SA
NOTE: The instructor reserves the right to modify, add, and/or delete any material in the course syllabus or make any
changes in the course schedule.
6. Assessment procedures
As regards grading evaluations, primary emphasis will be placed on the periodic and final written assignments, while final results also will take into
account class attendance, participation and effort/innovation. As regards written assignments weightings, during the third phase of the course all
students will be expected to self-select a topic and form for a 1-2 page writing assignments during three of five key international business themes
(60% in total) and also to submit a final 2-3 page written assignment (30%). As noted, final grades also weigh preparedness of pre-reading materials
and case studies, participation in class discussions and effort/innovation in all dimensions of the course (10% or more).
7. General guidelines for the graduate program
Week 10: Future views and field
perspectives/study
The first class explores future and
business forecasts
.
The final class includes a recap
and evaluation of the course, and
concluding perspectives.
Required Reading:
Colm Kearney, Emerging markets research: Trends,
issues and future directions, Emerging Markets
Review 13 (2012) 159–183
Future Trends and Market Opportunities in the
World’s Largest 750 Cities, Global Cities 2030 Study
by Oxford Economics (2013)
Lakhani, Sunil; Kleiner, Brian H., Improving Business
Forecasting, Industrial Management., Mar/Apr2014,
Vol. 56 Issue 2, p26-30
Required Reading:
TBD
Final Writing assignment: 2-3
pages
Final topic and form to be self-selected
As a general rule relating to the ethical principles and the code of conduct which steer its academic environment, EBAPE sets down
the following:
Autonomy and responsibility correspond to values which, when transformed into action, highlight the importance of EBAPE’s
mission of producing and disseminating knowledge of Administration. Consequently, it is the professor’s responsibility to
conduct roll call at every class, and absences will only be justified if they comply with the applicable legislation (see details in
the Student Manual).
We recommend that the use of communication equipment such as cell phones, radios and similar equipment should not be
permitted in the classroom, so as to avoid interfering with the teaching and learning processes.
Resorting to fraudulent measures of any kind on the part of students during any of the evaluation phases will lead to a zero
grade being awarded and the immediate referral of the case to the program department for examination of the facts.i
8. Bibliography (each category generally as appears in chronological order during course):
A. Books:
1. Primary Texts:
Nancy A. Hubbard, Conquering Global Markets, Palgrave Macmillan, 2013.
Afonso Feury and Maria Tereza Feury, Brazilian Multinationals: Competencies for Internationalization, Cambridge
University Press 2011.
Fernando Robles, Nila M. Wiese and Gladys, Torres-Baumgarten, , Business in Emerging Latin America, Routledge 2015.
Lourdes Casanova and Julian Kassum, The Political Economy of an Emerging Global Power: In Search of the Brazil
Dream, Palgrave Macmillan 2014 .
Aldo Musacchio and Sergio G. Lazzarini, Reinventing State Capitalism: Leviathan in Business, Brazil and Beyond,
Harvard University Press 2014.
2. Additional Text References
Alvaro Cuervo-Cazurra and Ravi Ramamurti, eds., Understanding Multinationals from Emerging Markets, Cambridge
University Press 2014.
Michael Reid, Brazil: The Troubled Rise of a Global Power, Yale University Press 2014.
Larry Rohter, Brazil on the Rise, Palgrave Macmillan 2011.
B. Journals and Working Papers:
Dirk Holtbrügge and Anastasia Baron, Market Entry Strategies in Emerging Markets: An Institutional Study in the BRIC
Countries, Thunderbird International Business Review, pages 237-252, Vol. 55, No. 3 May/June 2013
Matthias Holweg and Petri Help, Defining Value Chain Architectures: Linking Strategic Value Creation to Operational Supply
Chain Design, International Journal of Production Economics 147 (2014) 230–238
Marcelo Bronzo, Paulo Tarso Vilela de Resende, Marcos Paulo Valadares de Oliveira,Kevin P. McCormack, Paulo Renato de
Sousa, Reinaldo Lopes Ferreira, Improving Performance Aligning Business Analytics with Process Orientation, International
Journal of Information Management 33 (2013) 300–307
Arun Madapusia and Derrick D’Souza, The Influence of ERP System Implementation on the Operational Performance of an
Organization, International Journal of Information Management 32 (2012) 24–34
Mari Sako, Outsourcing Versus Shared Services: Choosing between Outsourcing and Shared Services has Significant
Implications for Long-term Corporate Strategy, by, Communications of the Association for Computing Machinery July 2010,
Vol 53 No 7, Pages 27-30
Chang Chieh Hang, Elizabeth Garnsey, and Yi Ruan, Disruptive Innovation and Entrepreneurial Opportunity, Technovation
(2014)
Snehal Awate, Marcus M Larsen, and Ram Mudambi, Accessing Vs Sourcing Knowledge: A Comparative Study Of R&D
Internationalization Between Emerging And Advanced Economy Firms, Journal of International Business
Studies (2015) 46, 63–86;
Claude Marcotte, Entrepreneurship and Innovation in Emerging Economies, International Journal of Entrepreneurial Behavior
& Research, (2014) Vol. 20 Issue 1 pp. 42 - 65;
Dr Salvatore Falletta, In Search of HR Intelligence: evidence-based HR Analytics Practices in High-Performing Companies,
People and Strategy, Vol 36, Issue 4 (2014) pgs 28-37
Brazilian Human Resources in a polarized Latin America, Elza Veloso, Leonardo Trevisan, Wilson Amorim, Rodrigo da
Silva, Andre Fischer, Joel Dutra, Revista Eletronica de Negocios Internacionais, V 9, n. 3, pgs 1-15 Sept-Dec 2014
Germano Glufke Reis , Felipe Mendes Borini , Maria Tereza Leme Fleury, Drivers Of Human Resource Management
Competences Development In Brazilian Multinational Subsidiaries: A Multilevel Research , R.Adm., São Paulo, v.49, n.3,
p.519-533, jul./ago./set. 2014
Daniel Tschopp, Ronald J. Huefner, Comparing the Evolution of CSR Reporting to that of Financial Reporting, Journal of
Business Ethics (2015) 127, pages 565–577
Veronica de Fatima Santana, Alex Augusto Timm Rathke, Isabel M. E. Costa Lourenco and Flavia Zoboli Dalmacio, IFRS
Accounting Quality in Latin America: A Comparison with Anglo-Saxon and Continental European Countries and the Role of
Cross-Listing in the U.S. , (2014), pages 1-24
Don B. Bradley III and Kalyn Camp, Small Business Use of an IPO, Academy of Entrepreneurship Journal, Volume 20,
Number 2, 2014, pages 121-136
Berbard S. Black, Antonio Gledson de Carvalho and Joelson Oliveira Sampaio, “The Evolution of Corporate Governance in
Brazil”, Emerging Markets Review, Volume 20 (September 2014): pages 176-195.
Andrea Maria Accioly Fonseca Minardi, Guilherme Lopes Ferrari, Pedro Carvalho AraújoTavares, Performances of Brazilian
IPOs Backed by Private Equity, Journal of Business Research 66 (2013) pages 448–455
Lúcia Lima Rodrigues, Paulo Schmidt, José Luiz dos Santos, The origins of modern accounting in Brazil: Influences leading
to the adoption of IFRS, Research in Accounting Regulation 24 (2012) 15–24
Lakhani, Sunil; Kleiner, Brian H., Improving Business Forecasting, Industrial Management., Mar/Apr2014, Vol. 56 Issue 2,
p26-30
Colm Kearney, Emerging markets research: Trends, issues and future directions, Emerging Markets Review 13 (2012) 159–
183
C. Harvard Business School Case Studies
David E. Bell & Natalie Kindred (2013), Brasil Foods, HBS No. 9-512-013
Tarun Khanna, Aldo Musacchio & Ricardo Resien de Pinho (2010), Vale: Global Expansion in the Challenging World of
Mining, HBS No. 9-2010-054
Regina Abrami & Iacob Koch-Weiser (2012), Bao Steel Enters Brazil, HBS No. 9-912-411
Arthur Daemmrich & Ian Mckown Cornell (2012), GlaxoSmithKline in Brazil: Public-Private Vaccine Partnerships, HBS No.
9-712-049
F. Asís Martínez-Jerez Pablo Casas-Arce Christopher D. Ittner Joshua Petersel (2013), Atento: Managing the Employee
Lifecycle in Brazil, HBS No. 9-114-012
Robert G. Eccles George Serafeim James Heffernan (2013), Natura Cosmeticos SA, HBS No. 9-412-052
D. Public and Private Sector Reports and Brochures:
UNCTAD Trade and Development Report 2015 , UNCTAD (2015).
UNCTAD World Investment Report 2015, UNCTAD (2015).
OECD, WTO and World Bank Group Report for G20 Meeting of October 2015.
Ease of Doing Business Rankings 2014, The World Bank (2014)
South-South Special: What a globalizing China means for LatAm, HSBC Global Research (Nov 2013)
The past and Future of Global Organizations, Mckinsey Quarterly, (September 2014 ).
Organizing for an Emerging World, Mckinsey Quarterly (June 2013)
Management Tools and Trends 2013, Bain & Company (2013).
Trends in Shared Services: Unlocking the Full Potential, Accenture Research Report (2011).
Location Strategy: Expanding Shared Services Location Alternatives in Latin America, Accenture (2014), pages1-12
2014 Global Human Capital Trends, Deloitte Bersin (2014)
AonHewitt 2015 Global Trends in Employee Engagement
PWC 18th Annual Global CEO Survey, Diversity Section, Pages 28-33 (2015)
9. Professor’s mini-résumé
Sam is an accountant and attorney with more than 30 years of experience in global business.
He is currently a professor of business and law in the USA and Brazil – in the USA at University of New Mexico’s Anderson School
of Management in Albuquerque and in Brazil at Fundacao Getulio Vargas EBAPE and Direito in Rio de Janeiro. In June 2014 Sam
retired from a 30 year career at EY, where he served as a leading international tax advisor for multinational businesses in the USA and
worldwide, then as a longstanding member of the EY Global Executive - first as leader of the global Tax & Law business and then as
global leader of Human Resources - and lastly as the senior commercial leader for EY South America based in Sao Paulo.
Sam is a citizen of the USA and Brazil, was educated primarily in the USA and has lived in worked in the USA, Asia, Latin America,
and Europe. He has advanced degrees of a Bachelor of Sciences in Business Administration (Accounting) from the University of
Southern California and a Juris Doctor from Georgetown University Law Center, and is a member of the Bar in Washington, D.C.
His native language is English and he is also proficient in Portuguese and Spanish.
i The student is guaranteed the right to a full defense as per the School’s internal regulations
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