INTBUS 7501 - Global Business Analysis (M)

North Terrace Campus - Trimester 1 - 2016

The course information on this page is being finalised for 2016. Please check again before classes commence.

This course addresses challenges arising from and in emerging economies and their implications for Australian business and economy. We will reflect on this underlying theme by discussing six interconnected issues focusing on Australian wine and commodity exports, FDI by multinationals from emerging markets, service internationalization, doing business in unfamiliar business environments at the base of the pyramid, the effects of global competitive dynamics on local markets, and the relationship between China and Australia in the context of a two-speed economy. This course adopts a problem-based and discussion-based learning approach. It places high emphasis on skill development, in particular, rigorous analytical skills, research skills, argumentation, critical thinking and judgement skills. To do so effectively, this course requires active engagement of all course participants in a collective knowledge sharing and learning process.

  • General Course Information
    Course Details
    Course Code INTBUS 7501
    Course Global Business Analysis (M)
    Coordinating Unit Adelaide Business School
    Term Trimester 1
    Level Postgraduate Coursework
    Location/s North Terrace Campus
    Units 3
    Contact Up to 4.5 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: Sajid Anwar

    Dr. Dirk Boehe is senior lecturer at the University of Adelaide Business School, in the International Business Discipline. His research interests focus on multinational corporations, export and interna­tionalization strategies as well as CSR in international business. His scholarly articles have appeared in Business and Society, The International Journal of Human Resource Management, Journal of Business Ethics, Journal of International Management, Journal of Small Business Management, Management International Review, Journal of World Business, World Development, among others. Before joining the University of Adelaide in 2013, he held a full-time position at Insper Institute of Education and Research, a prestigious Financial Times ranked São Paulo based business school, and at the University of Fortaleza (Brazil), where he also held administrative positions as program director for undergraduate and master courses. Before joining academia, Dirk gained professional experience in related areas such as market research, foreign trade and international consulting projects in Colombia, England, Germany and Venezuela.
    Course Timetable

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

  • Learning Outcomes
    Course Learning Outcomes
    This course focuses predominantly on skill development. On successful completion of this course, students will be able to …
    (1) Apply their understanding of what determines the success of firms with regard to competitive, corporate and organizational strategies in the global business environment.
    (2) Apply research skills –including problem formulation, literature review, data collection, data analysis, synthesis and evaluation– to business problems.
    (3) Develop argumentation skills within current debates, such as corporate social responsibility and the base of the pyramid in international contexts, multinational corporations in emerging economies, service internationalization, challenges by cyclical industries, economic relations between Australia and Asia.
    (4) Discuss and critically evaluate academic research in international business (see section 3.2 below).
    (5) Apply problem-solving skills by addressing relevant managerial problems in international business and elaborating recommendations for managerial practice from research results (see column titled “Managerial Problems” in Section 1.3 and Assignment 5.1).
    (6) Employ their team management, collaboration and dispute solving skills in international business practice (see Section 5.1 below).

    University Graduate Attributes

    No information currently available.

  • Learning Resources
    Required Resources
    [This list will be updated by the beginning of the semester]
    Asakawa, K., Ito, K., Rose, E., & Westney, D. E. 2012. Internationalization in Japan’s service industries. Asia Pacific Journal of Management: 1-14.
    Aulakh, P. S., Kotabe, M., & Teegen, H. 2000. Export strategies and performance of firms from emerging economies: Evidence from Brazil, Chile, and Mexico. Academy of Management Journal, 43(3): 342-61.
    Bangara, A., Freeman, S., & Schroder, W. 2012. Legitimacy and accelerated internationalisation: An Indian perspective. Journal of World Business, 47(4): 623-34.
    Boehe, D. 2013. Collaborate at Home to Win Abroad: How Does Access to Local Network Resources Influence Export Behavior? Journal of Small Business Management, 51(2): 167-82.
    Corden, W. M. 2012. Dutch Disease in Australia: Policy Options for a Three-Speed Economy. Australian Economic Review, 45(3): 290-304.
    Cuervo-Cazurra, A. 2012. Extending theory by analyzing developing country multinational companies: Solving the Goldilocks debate. Global Strategy Journal, 2(3): 153-67.
    Dhanaraj, C. & Khanna, T. 2012. Transforming mental models on emerging markets. The Academy of Management Learning and Education, 10(4): 684 - 701.
    Gao, G. Y., Murray, J. Y., Kotabe, M., & Lu, J. 2010. A strategy tripod perspective on export behaviors: Evidence from domestic and foreign firms based in an emerging economy. Journal of International Business Studies, 41(3): 377-96.
    Ghemawat, P. & Thomas, C. 2008. Strategic Interaction Across Countries and Multinational Agglomeration: An Application to the Cement Industry. Management Science, 54(12): 1980-96.
    Hoskisson, R. E., Wright, M., Filatotchev, I., & Peng, M. W. 2013. Emerging multinationals from mid-range economies: The influence of institutions and factor markets. Journal of Management Studies: n/a-n/a.
    London, T., Anupindi, R., & Sheth, S. 2010. Creating mutual value: Lessons learned from ventures serving base of the pyramid producers. Journal of Business Research, 63(6): 582-94.
    Makridakis, S., Hogarth, R. M., & Gaba, A. 2010. Why forecasts fail. What to do instead. MIT Sloan Management Review, 51(2): 83-90.
    Navarro, P. 2009. Recession-proofing your organization. Sloan Management Review, 50(3): 44-51.
    Navarro, P. 2005. The Well-Timed Strategy. California Management Review, 48(1): 2.
    Ramamurti, R., (Ed.). 2009. What have we learned about emerging market MNEs? (Chapter 13). Cambridge: Cambridge University Press.
    Schuster, T. & Holtbrügge, D. 2012. Market entry of multinational companies in markets at the bottom of the pyramid: A learning perspective. International Business Review, 21(5): 817-30.
    Seelos, C. & Mair, J. 2007. Profitable Business Models and Market Creation in the Context of Deep Poverty: A Strategic View. The Academy of Management Perspectives, 21(4): 49-63.
    Tang, Z. & Tang, J. 2012. Stakeholder–firm power difference, stakeholders' CSR orientation, and SMEs' environmental performance in China. Journal of Business Venturing, 27(4): 436-55.
    Tennant, D. 2011. Factors impacting on whether and how businesses respond to early warning signs of financial and economic turmoil: Jamaican firms in the global crisis. Journal of Economics and Business, 63(5): 472-91.
    Upson, J. W., Ketchen, D. J., Connelly, B. L., & Ranft, A. L. 2012. Competitor Analysis and Foothold Moves. Academy of Management Journal, 55(1): 93-110.
    Williams, B. 1997. Positive theories of multinational banking: Eclectic theory versus internalisation theory. Journal of Economic Surveys, 11(1): 71-100.
    Yu, T., Subramaniam, M., & Cannella, A. 2009. Rivalry Deterrence in International Markets: Contingencies Governing the Mutual Forbearance Hypothesis. The Academy of Management Journal ARCHIVE, 52(1): 127-47.
    Recommended Resources
    Cavusgil, S.T.; Knight, G. Riesenberger, J., Rammal, H. & Freeman, S. 2012. International Business: The New Realities. Australasian Edition, Pearson Australia, Sydney, NSW.
    Dunning John H., Lundan Sarianna M. Multinational Enterprises and the Global Economy. Cheltenham: Edward Elgar, 2008.
    Hill, C. International Business – Competing in the Global Marketplace, McGraw-Hill/Irvin, New York. (ISBN 978-0-07-802924-0)
    Peng, M. 2013. Global Strategy, 3rd Edition, South-Western/Cengage Learning: Mason, OH. (ISBN: 978-1-133-96461-2)
    Peng, M. 2013. Global Business, 3rd Edition, South-Western/Cengage Learning: Mason, OH. (ISBN-13: 978-1-1-334-85933)
    Online Learning
    Online learning resources include: course material (slides, access to Harvard Case Studies), six standardized online tests.
  • Learning & Teaching Activities
    Learning & Teaching Modes

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    Learning Activities Summary

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  • 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

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    Assessment Detail

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    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
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