Syllabus for Internationalisation of Business

Internationalisering av företag och dess verksamhet

A revised version of the syllabus is available.


  • 7.5 credits
  • Course code: 2FE882
  • Education cycle: Second cycle
  • Main field(s) of study and in-depth level: Business Studies A1N
  • Grading system: Fail (U), Pass (G), Pass with distinction (VG)
  • Established: 2017-02-01
  • Established by: The Department Board
  • Applies from: week 35, 2017
  • Entry requirements: A Bachelor's degree, equivalent to a Swedish Kandidatexamen, from an internationally recognised university. Also required is 90 credits in business studies. Proficiency in English.

    For incoming exchange students only 60 credits or equivalent in business studies are required, though 90 credits is strongly recommended. Proficiency in English.
  • Responsible department: Department of Business Studies

Decisions and guidelines

Master Programme in Business and Management - specialisation International Business.

Learning outcomes

Due to the fact that many companies face the issue of expanding into foreign markets during their development, this course aims to provide a comprehensive basis for analysing and understanding the internationalisation of firms and their businesses. The purpose of this course is to provide students with knowledge and understanding of the international expansion and internationalisation processes of firms and the different opportunities and challenges companies face during these processes.
After participating in the course, the student will be able to:

  • define, explain and compare relevant concepts, perspectives and theories within the field of foreign market entry and firms’ continuous internationalisation processes
  • make use of an in-depth understanding of research within the field of internationalisation and foreign market entry to be able to critically analyse complex problems associated with firm internationalisation and international expansion
  • discuss, critically reflect upon, and evaluate theories and perspectives within the field of internationalisation
  • define and explain trends and contemporary challenges regarding the internationalisation of firms and businesses
  • apply dominating theories on contemporary firm’s actions with regard to their international expansion
  • develop knowledge, competencies and skills about how to analyse and handle practical and relevant problems that managers may face when establishing business operations in other countries
  • present solutions to problems both orally and in written form.


Due to the fact that many companies face the issue of expanding into foreign markets, a critical reflection on the challenges, possibilities and trends facing companies that are about to expand their business abroad is of great importance.

In this course, various aspects of firms’ foreign market entry and internationalisation processes will be studied. The course presents different theories and perspectives on internationalisation processes of firms and their foreign market entry. It also elaborates on how firms encounter and chose to solve different problems related to the foreign market entry process. A special focus will be given to: 

  • theories and perspectives about the internationalisation of firms
  • contemporary trends within the field of firm internationalisation and foreign market entry
  • decision-making aspects such as when, where and how firms enter foreign markets
  • the role of business networks during firms’ internationalisation processes
  • the role of knowledge and experience of managers in internationalisation processes
  • firm internationalisation into emerging markets
Students will be given the opportunity to collect specialised insights into certain themes via focused assignments.


The course uses a combination of lectures, seminars with student-based activities as well as case studies. Lectures will provide principal knowledge about central topics within the field of foreign market entry and internationalisation of firms. Attendance at the seminars is compulsory. Case studies and seminars are group based. The course is taught in English.


The student will get one single grade, equivalent to 7,5 credits.

Course examination includes written and oral group assignments, active seminar participation, as well as an individual written exam. The grade for the entire course is based on an assessment of all parts of the examination.

Grading criteria are presented in the study guide provided at the beginning of the course. The following grades will be used: pass with distinction (VG), pass (G), and fail (U). Examinations handed in late will not be assessed except under special circumstances. Any remaining supplemental work must be completed and handed in by the deadline specified in the study guide. Otherwise the entire course (all examinations included) must be retaken during subsequent course sections, pending availability of a place in the course.

Uppsala University does not accept cheating or plagiarism. Suspected incidents of cheating or plagiarism are reported to the Disciplinary Committee of the University, which may issue a formal warning to the student or suspend the student from studies for a designated period.

NOTE: Only completed courses can count toward a degree.

Other directives

The course substitutes for/overlaps the course 2FE808, 8FE808 Internationalisation Strategy.

Syllabus Revisions

Reading list

Reading list

Applies from: week 27, 2017

  • Axinn, C.N.; Matthyssens, P. Limits of internationalization theories in an unlimited world

    International Marketing Review, 2002


  • Barkema, H.G.; Drogendijk, R. Internationalisation in small, incremental or larger steps?

    Journal of International Business Studies, 2007


  • Brewer, P. International market selection: developing a model from Australian case Studies

    International Business Review, 2001

  • Brouthers, K.D.; Brouthers, L.E. Acquisition or greenfield start-up? Institutional, cultural and transaction cost influences

    Strategic Management Journal, 2000


  • Business marketing : an interaction and network perspective Möller, Kristian; Wilson, David T.; Axelsson, Björn; Håkansson, Håkan; Lundgren, Anders; Blankenburg, Désirée

    Boston, Mass.: Kluwer Academic Publishers, cop. 1995

    Find in the library


  • Chang, S.; Rosenzweig, P. The choice of entry mode in sequential foreign direct investment

    Strategic Management Journal, 2001


  • Doherty, A-M. Factors influencing international retailers market entry mode strategy: Qualitative evidence from the UK fashion sector

    Journal of Marketing Management, 2000

  • Dunning, J.H. The eclectic paradigm as an envelope for economic and business theories of MNE activity

    International Business Review, 2000


  • Forsgren, M. The concept of learning in the Uppsala internationalization process model: a critical review.

    International Business Review, 2002


  • Gebauer, H.; Fischer, T.; Fleisch, E. Entering the Chinese mid-market segment: key to long-term success?

    Strategy & Leadership, 2009


  • Hill, C.; Hwang, P.; Kim, C. An eclectic theory of the choice of international entry mode

    Strategic Management Journal, 1990


  • Hollensen, Svend Global marketing

    6. ed.: Boston, Massachusetts: Pearson, 2014

    Find in the library

  • Johanson, J.; Vahlne, J.E. The Internationalization Process of the Firm: A Model of Knowledge Development and Increasing Foreign Market Commitments

    Journal of International Business Studies, 1977


  • Johanson, J.; Vahlne, J. E. The Uppsala internationalization process model revisited: From liability of foreignness to liability of outsidership

    Journal of International Business Studies, 2009


  • Kogut, B.; Singh, H. The effect of national culture on the choice of entry mode

    Journal of International Business Studies, 1988

  • Lee, Abosag, Kwak The role of networking and commitment in foreign market entry process: Multinational corporations in the Chinese automobile industry

    International Business Review, 2012


  • Lieberman, M.B.; Montgomery, D.B. First-Mover Advantage

    Strategic Management Journal, 1988


  • London, T; Hart, S.L. Reinventing Strategies for Emerging Markets: Beyond the Transnational Model.

    Journal of International Business Studies, 2004


  • Lopez, C.; Fan, Y. Internationalisation of the Spanish fashion brand Zara

    Journal of Fashion Marketing and Management, 2009

  • Madsen, T.G.; Servais, P. The internationalisation process of Born Globals. An evolutionary process?

    International Business Review, 1997


  • Melin, L. Internationalization as a strategy process

    Strategic Management Journal, 1992


  • Morchett, D.; Schramm-Klein, H.; Swoboda, B. Decades of research on market entry modes, What do we really know about antecedents of entry mode choice?

    Journal of International Management, 2010


  • Peng, M.W.; Wand, D.Y.L.; Jiang, Y. An institution-based view of international business strategy: A focus on emerging economies.

    Journal of International Business Studies, 2008


  • Turnbull, Peter W.; Paliwoda, Stanley J. Research in international marketing

    London: Croom Helm, cop. 1986

    Find in the library


  • Ruzzier, M.; Hisrich, R.D.; Antonic, B. SME internationalization research: past, present and future

    Journal of Small Business Enterprise Development, 2006


  • Sakarya, S.; Eckman, M.; Hyllegard, K.H. Market selection for international expansion. Assessing opportunities in emerging markets

    International Marketing Review, 2007


  • Tsang, E. W. K. Internationalization as a learning process: Singapore MNCs in China.

    Academy of Management Executive, 1999


  • Whitelock, J. Theories of internationalisation and their impact on market entry

    International marketing review, 2002


  • Yamin, M.; Sinkovics, R.R. Online internationalisation, psychic distance reduction and the virtuality trap.

    International Business Review, 2006