INTBUS 2500 - International Business

North Terrace Campus - Semester 2 - 2020

The course introduces students to the basic concepts of international business. Topics include internationalisation theories; the impact of technology on multinational corporations; understanding documentation used in the international business arena; financing multinational operations; and international governance issues. There will be a focus on appropriate theory and the course will aim to provide opportunities for the practical implementation of the main concepts covered.

  • General Course Information
    Course Details
    Course Code INTBUS 2500
    Course International Business
    Coordinating Unit Adelaide Business School
    Term Semester 2
    Level Undergraduate
    Location/s North Terrace Campus
    Units 3
    Contact Up to 3 hours per week
    Available for Study Abroad and Exchange Y
    Assessment Exam/assignments/tests/tutorial work as prescribed at first lecture
    Course Staff

    Course Coordinator: Dr Muhammad Irfan Tariq

    Course Timetable

    The full timetable of all activities for this course can be accessed from Course Planner.

  • Learning Outcomes
    Course Learning Outcomes
    This is an introductory course in international business. The objectives of this course are to help the students generate an understanding of the key concepts of international business and to provide an insight into the role of international business in a multinational organisation.

    On successful completion of this course, students will be able to:

    1. Identify international business issues in advanced markets and emerging markets by using both classic and emerging international business theories and concepts;
    2. Explain how organisations make market entry and market location decisions;
    3. Evaluate the international operations of large and smaller firms;
    4. Assess international market environment from multiple perspectives;
    5. Interpret international strategies chosen by multidomestic, international, global, and transnational firms.
    University Graduate Attributes

    This course will provide students with an opportunity to develop the Graduate Attribute(s) specified below:

    University Graduate Attribute Course Learning Outcome(s)
    Deep discipline knowledge
    • informed and infused by cutting edge research, scaffolded throughout their program of studies
    • acquired from personal interaction with research active educators, from year 1
    • accredited or validated against national or international standards (for relevant programs)
    Critical thinking and problem solving
    • steeped in research methods and rigor
    • based on empirical evidence and the scientific approach to knowledge development
    • demonstrated through appropriate and relevant assessment
    Teamwork and communication skills
    • developed from, with, and via the SGDE
    • honed through assessment and practice throughout the program of studies
    • encouraged and valued in all aspects of learning
    Career and leadership readiness
    • technology savvy
    • professional and, where relevant, fully accredited
    • forward thinking and well informed
    • tested and validated by work based experiences
    Intercultural and ethical competency
    • adept at operating in other cultures
    • comfortable with different nationalities and social contexts
    • able to determine and contribute to desirable social outcomes
    • demonstrated by study abroad or with an understanding of indigenous knowledges
    Self-awareness and emotional intelligence
    • a capacity for self-reflection and a willingness to engage in self-appraisal
    • open to objective and constructive feedback from supervisors and peers
    • able to negotiate difficult social situations, defuse conflict and engage positively in purposeful debate
  • Learning Resources
    Required Resources

    Cavusgil, S.T., Knight, G., Riesenberger, J.R., Rammal H. G., and Rose, E.L. (2015) International Business, The New Realities (2nd Edition) Pearson Australia.
    Recommended Resources
    Based on their relevance and usefulness, additional materials may be provided in class, including recent journal publications, case studies, and business or government reports.
    Online Learning
    Lecture slides will be uploaded to MyUni.

    In addition, course communication and possible additional readings and links will be provided in MyUni throughout the course.
  • Learning & Teaching Activities
    Learning & Teaching Modes
    Lectures (2 hours per week) and tutorials (1 hour per week).

    The information below is provided as a guide to assist students in engaging appropriately with the course requirements.

    As a guide, a 3-unit course comprises a total of 156 hours work, which includes fact-to-face contact, any online components, and self-directed study.
    Learning Activities Summary

    Lecture Timetable
    Week 1 International Business & Globalisation of Markets and Firms      
    Week 2 The Cultural Environment of International Business  Tutorials commence
    Week 3 Ethics and CSR in International Business   Team formation complete
    Week 4 Theories of International Trade & Investment  and Regional Economic Integration 
    Week 5 Political and Legal Systems in National Environment 
    Week 6 Understanding Emerging Markets 
    Week 7 Global Market Opportunity Assessment  Individual essay due
    Week 8 Exporting, Foreign Direct Investment and Collaborative Ventures  
    Week 9 Licensing, Franchising and other Contractual Strategies
    Week 10 Global Sourcing 
    Week 11 International Marketing  Team report due
    Week 12 HRM in the Global Firm 

    Tutorial Timetable 
    Week 1 No Tutorials
    Week 2 Tutorial Induction: Course Requirement and Assessments
    Week 3 Team Formation; Case Study “The Emergence of Emirates as a Global Airline” (p.54)
    Week 4 Case Study: “Hollywood's Influence on Global Culture” (p.116)
    Week 5 Case Study: “Union Carbide India: The Bhopal Disaster ” (p.140)
    Week 6 Case Study: "Pumpkin Patch: the Internationalisation Story of a Born Global” (p.173)
    Week 7 Case Study: "Singaporean Good Governance, Prosperity and Future Challenges” (p.206)
    Week 8 Case Study: "Breaking the Ice? Icebreakers Consider Expansion into China " (p.385)
    Mid-Semester Break
    Week 9 Case Study: "Kangaroo Island Pure Grain: Agricultural Exports to Asia” (p.421)
    Week 10 Case Study: "Subway and the Challenges of Franchising in China" (p.479)
    Week 11 Case Study: "Boeing 787: A Story of Outsourcing" (p.510)
    Week 12 Review and Exam Preparation
    Small Group Discovery Experience
    SGDE is available in the Group assignment with research skills developed as a process of developing an international company, and reporting on the research analysis required to analyse the external market factors and the necessary product adaptation given the nature of the host market.

    You will also develop individual problem-solving skills in the weekly tutorials where you do a situational analysis of a real-life international business problem, identify the problems and focus on the main problem of the case study, and then extend your analysis skills by developing a number of short term and long term solutions that address your main research problem. This is a weekly SGDE.
  • Assessment

    The University's policy on Assessment for Coursework Programs is based on the following four principles:

    1. Assessment must encourage and reinforce learning.
    2. Assessment must enable robust and fair judgements about student performance.
    3. Assessment practices must be fair and equitable to students and give them the opportunity to demonstrate what they have learned.
    4. Assessment must maintain academic standards.

    Assessment Summary
    Assessment Task Due Weighting Learning Outcome
    Tutorial participation Ongoing from Week 3 5% 1,2,3,4,5
    Individual essay Week 7 15% 1,2,3
    Team-based business report

    Week 11


    Examination TBA 50% 1,2,3,4,5
    Total 100%
    Assessment Related Requirements
    To gain a pass for this course, a mark of at least 45% must be obtained in the exam as well as an aggregate total for all assessments of at least 50%.  Students not achieving the minimum exam mark will be awarded an aggregate course mark of no more than 49%.
    Students who receive an aggregate course mark between 45% and 49% may be offered a supplementary exam.  Your performance in the replacement assessment will determine whether you are awarded a Pass grade for the course with a maximum aggregate mark of 50%.
    Assessment Detail

    Please refer to MyUni for details.
    Students must retain a copy of all assignments (Business Report) and tutorial activities (Cases) submitted.
    All Group and Individual assignments must be attached to an Assignment Cover Sheet which must be signed and dated by the student(s) before submission.
    Markers can refuse to accept assignments which do not have a signed acknowledgement of the University’s Policy on Plagiarism:

    Assignment Guidelines including Referencing Details
    A copy of the Postgraduate Programs: Communication Skills Guide will have been given to you at the beginning of your program. This guide will assist you structure your assignments. A copy of the guide can also be downloaded from

    This publication also provides guidelines on a range of other important communication skills including writing essays and management reports, making oral presentations, etc.

    In preparing any written piece of assessment for your postgraduate studies it is important to draw on the relevant ‘literature’ to support critical analysis. Also essential is to reference the literature used. Correct referencing is important because it identifies the source of the ideas and arguments that you present, and sometimes the source of the actual words you use, and helps to avoid the problem of plagiarism. (Further information on plagiarism is provided later in this course outline.)
    The Harvard system is widely used in the Business School. Guidelines for the use of this style of referencing can be found in the Communication Skills Guide.

    Further assistance with referencing is available from the Faculty’s Learning Support Advisors. The contact details are provided on page 6 of the Communication Skills Guide.

    Late Assignment Submission
    Students are expected to submit their work by the due date to maintain a fair and equitable system. Extensions will generally only be given for medical or other serious reasons. All requests for extensions must be emailed with evidence to the lecturer in charge of the course before the due date. Each request will be assessed on its merits. A late assignment (without prior arrangement) will be penalised by a 5% mark reduction for each day that it is late. It includes the weekend.
    Course Grading

    Grades for your performance in this course will be awarded in accordance with the following scheme:

    M10 (Coursework Mark Scheme)
    Grade Mark Description
    FNS   Fail No Submission
    F 1-49 Fail
    P 50-64 Pass
    C 65-74 Credit
    D 75-84 Distinction
    HD 85-100 High Distinction
    CN   Continuing
    NFE   No Formal Examination
    RP   Result Pending

    Further details of the grades/results can be obtained from Examinations.

    Grade Descriptors are available which provide a general guide to the standard of work that is expected at each grade level. More information at Assessment for Coursework Programs.

    Final results for this course will be made available through Access Adelaide.

  • Student Feedback

    The University places a high priority on approaches to learning and teaching that enhance the student experience. Feedback is sought from students in a variety of ways including on-going engagement with staff, the use of online discussion boards and the use of Student Experience of Learning and Teaching (SELT) surveys as well as GOS surveys and Program reviews.

    SELTs are an important source of information to inform individual teaching practice, decisions about teaching duties, and course and program curriculum design. They enable the University to assess how effectively its learning environments and teaching practices facilitate student engagement and learning outcomes. Under the current SELT Policy ( course SELTs are mandated and must be conducted at the conclusion of each term/semester/trimester for every course offering. Feedback on issues raised through course SELT surveys is made available to enrolled students through various resources (e.g. MyUni). In addition aggregated course SELT data is available.

  • Student Support
  • Policies & Guidelines
  • Fraud Awareness

    Students are reminded that in order to maintain the academic integrity of all programs and courses, the university has a zero-tolerance approach to students offering money or significant value goods or services to any staff member who is involved in their teaching or assessment. Students offering lecturers or tutors or professional staff anything more than a small token of appreciation is totally unacceptable, in any circumstances. Staff members are obliged to report all such incidents to their supervisor/manager, who will refer them for action under the university's student’s disciplinary procedures.

The University of Adelaide is committed to regular reviews of the courses and programs it offers to students. The University of Adelaide therefore reserves the right to discontinue or vary programs and courses without notice. Please read the important information contained in the disclaimer.