teaching plan - ebapeebape.fgv.br/sites/ebape.fgv.br/files/paginas/mar/17/international... ·...

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: [email protected]

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


Torres-Baumgarten, Chapter 6, Latin

American Business Culture, Business in

Emerging Latin America, pgs 125-144


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


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:


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


South-South Special: What A Globalizing China Means

For Latam, HSBC Global Research (Nov 2013)

Required Reading:


Torres-Baumgarten, Chapter 8, Company

Strategies for Firms for Outside the Region,

Business in Emerging Latin America, pgs

170-194

Week 4 Case Study


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:


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


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


Location Strategy: Expanding Shared Services

Location Alternatives in Latin America,

Accenture (2014), pages1-12


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:


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;


Torres-Baumgarten, Chapter 10,

Entrepreneurship in Latin America, Business

in Emerging Latin America, pgs 213-237

Week 7 Case study


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


HBS Case study, Atento: Managing the Employee

Lifecycle in Brazil

Week 8 Writing Assignment:


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


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

tel:%282013%29%20448%E2%80%93455

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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