INTBUS 7501 - Global Business Analysis (M)

North Terrace Campus - Trimester 2 - 2020

This course addresses challenges arising from and in emerging economies and their implications for business and economy. The content themes are updated annually and may include (but are not limited to) multinationals from and in emerging economies, corporate social responsibility in the global market place, global competitive dynamics, state-business relationships, among other possibilities. 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. An applied research project in international business is an integral part of this course. To do so effectively, this course requires active engagement of all course participants in a collective knowledge sharing and learning process.

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Course Details

Course Code	INTBUS 7501
Course	Global Business Analysis (M)
Coordinating Unit	Adelaide Business School
Term	Trimester 2
Level	Postgraduate Coursework
Location/s	North Terrace Campus
Units	3
Contact	Up to 36 hours per Trimester
Available for Study Abroad and Exchange	N
Prerequisites	MARKETNG 7104, ECON 7200, ACCTNG 7025, INTBUS 7500, COMMERCE 7039, COMMGMT 7006
Assessment	Exam/assignments/tests/group work as prescribed at first lecture

Course Staff

Course Coordinator: Mr Jim Redden

Course Coordinator and Academic in Charge:

Jim Redden
Senior Lecturer and Visiting Fellow
International Business School, Institute for International Trade
University of Adelaide

Email: james.redden@adelaide.edu.au

Course Timetable

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

Course Learning Outcomes

This course focuses predominantly on the skill development of critical analysis.

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

(1) Apply their understanding of corporate governance and corporate social responsibility issues and variation across firms and countries in the global business environment.
(2) Apply their critical and analytical thinking skills to problems and dilemmas in corporate responsibility and governance.
(3) Develop well-reasoned arguments about current debates and dilemmas in international corporate governance and corporate social responsibility, such as with ethical dilemmas, corporate governance practices, how corporations deal with sustainability and poverty, stakeholder vs shareholder interest debates, among others.
(4) Develop applied research skills to deal with practical problems in global corporate governance and social responsibility, specifically, problem framing, literature research, data collection, analysis and interpretation, formulation of managerial recommendations.
(5) Understand the interaction between corporate goverance, sustainable profits and the international trade architecture.
(6) Develop problem-solving skills by addressing relevant managerial problems in international corporate governance and corporate responsibility issues through team-work and intercultural collaboration.

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)	1, 2, 3
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	2,3,4,5
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	6
Career and leadership readiness technology savvy professional and, where relevant, fully accredited forward thinking and well informed tested and validated by work based experiences	3,4,5
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	6
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	6

Learning Resources

Required Resources

References:
[This list and necessary reading will be updated by the beginning of the course]

Main text book

Anne T. Lawrence and James Weber, "Business and Society: Stakeholders, Ethics, Public Policy", 15th or 16th Edition, McGraw-Hill Irwin, (2015). (Available from the University of Adelaide's Coop Bookshop.)

Secondary textbook:
Corporate Governance Matters: A Closer Look at Organizational Choices and Their Consequences. Pearson Education Ltd, Upper Saddle River: New Jersey. David Larcker and Brian Tayan, 2nd Edition (2016).

Complementary Research Reading and Articles:

Claessens, S., Yurtoglu, B. Corporate governance in emerging markets. Emerging Markets Review, v.15, pp. 1-33, 2013.
Collier, J., Roberts, J. Introduction: An Ethic for Corporate Governance? Business Ethics Quarterly, v. 11, n. 1, pp. 67-71, 2001.
Crane, A., Palazzo, G., Spence, L. J. and Matten, D. (2014), "Contesting the value of “creating shared value”", California Management Review, Vol. 56 No. 2, pp. 130-153.
Driscoll, D. Ethics and corporate governance: lessons learned from a financial services model. Business Ethics Quarterly, v. 11, n. 1, pp. 145-158, 2001.
Friedman, M. (1970), "The social responsibility of business is to increase its profits", The New York Times Magazine No. September 13, pp. 122-124.
Edwards, Michael, (1999) "Future Positive - International Cooperation into the 21st Century" London, Earthscan. Chapter one and the final chapter.
Garriga, E. and Melé, D. (2004), "Corporate social responsibility theories: Mapping the territory", Journal of Business Ethics, Vol. 53 No. 1-2, pp. 51-71.
Hill, Cronk and Wickramasekera, (2010), "Global Business Today: An Asia-Pacific Perspecitve" McGraw-Hill, Australia.
Hopt, K. Comparative Corporate Governance: The State of the Art and International Regulation. The American Journal of Comparative Law, 59(1): 1–73, 2011.
Lencioni, P. M. (2002), The five dysfunctions of a team: A leadership fable, John Wiley & Sons.
Litvin, Daniel (2003), Empires of Profit: Commerce, Conquest and Corporate Responsibility", New York, Texere Publication.
Mitchell, R. K., Agle, B. R. and Wood, D. J. (1997), "Toward a theory of stakeholder identification and salience: defining the principle of who and what really counts", Academy of Management Review, Vol. 22 No. 4, pp. 853–886.
Mulligan, T. (1986), "A critique of Milton Friedman's essay ‘the social responsibility of business is to increase its profits’", Journal of Business Ethics, Vol. 5 No. 4, pp. 265-269.
Paine, L., Deshpande, R., Margolis, J. D. and Bettcher, K. E. (2005), "Up to code - Does your company’s conduct meet world-class standards? ", Harvard Business Review, Vol. 83 No. 12, pp. 122-133.
Palacios, J. J. (2004), "Corporate citizenship and social responsibility in a globalized world", Citizenship Studies, Vol. 8 No. 4, pp. 383-402.
Porter, M. E. and Kramer, M. (2006), "Strategy and Society: The link between Competitive Advantage and Corporate Social Responsibility", Harvard Business Review, Vol. 84 No. 12, pp. 78–92.
Porter, M. E. and Kramer, M. R. (2011), "Creating shared value", Harvard Business Review, Vol. 89 No. 1/2, pp. 62-77.
Stiglitz, J., (2002) "Globalisation and its Discontents", New York, WW Norton and Co. (short book worth reading)
Stoler, A, Redden J.,(2009) "Trade and Poverty Reduction in the Asia Pacific Region", Cambridge Uni Press, WTO, chapters one and three.
Valente, M. and Crane, A. (2010), "Public responsibility and private enterprise in developing countries", California Management Review, Vol. 52 No. 3, pp. 52-78.
Wijen, F. and Van Tulder, R. (2011), "Integrating environmental and international strategies in a world of regulatory turbulence", California Management Review, Vol. 53 No. 4, pp. 23-46.
Wilson, F. and Post, J. E. (2013), "Business models for people, planet (& profits): exploring the phenomena of social business, a market-based approach to social value creation", Small Business Economics, Vol. 40 No. 3, pp. 715-737.
Wood, D. J. (1991), "Corporate social performance revisited", Academy of Management Review, Vol. 16 No. 4, pp. 691-718.
Yu, J., Coulson, K. R., Zhou, J. X., Wen, H. J. and Zhao, Q. (2011), "Communicating corporate environmental citizenship: an examination of Fortune 500 web sites", Journal of Internet Commerce, Vol. 10 No. 3, pp. 193-207.
Yunus, M., Moingeon, B. and Lehmann-Ortega, L. (2010), "Building social business models: Lessons from the Grameen experience", Long range planning, Vol. 43 No. 2, pp. 308-325.

1.5.2 Case Studies

Berte, E. and Vujovich, C. (2014). Balancing Stakeholder Interests and Corporate Values: A Cummins Strategic Decision, North American Case Research Association, Inc. (NA0308).
Delios, A., Jimenez, D. and Turner, C. (2012). Australian miners and the resource super profit tax. NUS & Ivey Publishing Case (W12001).
Lee, S.H., Mol, M. and Mellahi, K. (2016). Apple and its suppliers. Ivey Publishing Case (W16146).
Porter, M.E., Kramer, M. and Sud, P. (2015). Walmart: segmenting social impact, Harvard Business School (HBS 9-715-435).
Price, G. (2010). Stakeholder Management and the endangered Wildlife trust, Gordon Institute of Business Science & Ivey Business School (910M66).
Valente, M. (2015). TATA Chemicals Magadi: Confronting poverty in rural Africa, Ivey Publishing (W15034).

1.5.3 Notes

Paine, L. and Bruner, C. (2006). Bribery in Business - A Legal Perspective, Harvard Business School (HBS 306012-PDF-ENG).
Ramanna, K., Sucher, S., McKown Cornell, I. (2015). Business & Government, Harvard Business School (HBS 113037-PDF-ENG).
Sucher, S. (2011). A framework for ethical reasoning, Harvard Business School (HBS 9-610-050)

Online Learning

Online learning resources include: course material (slides, access to Harvard Case Studies), six standardized online tests.
Learning & Teaching Activities

Learning & Teaching Modes

No information currently available.

Workload

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

The following information is provided as a guide to assist students with engaging appropriately with the course requirements. The University expects full-time students (i.e., those taking 12 units per semester) to devote a total of 48 hours per week to their studies. This means that you are expected to commit approximately 9 hours per week on average for a three-unit course of private study outside of your regular classes. Each student can expect to dedicate approximately 150 hours to undertaking this Course. Students in this course are expected to attend all weekly sessions throughout the semester.

Learning Activities Summary

Session Date / Topics

The following is a guide only, as the timing, order and specific content of topics can vary from year to year pending the mode of learning and other factors. Readings and film clips/DVDs to watch will be announced in class in the introductory session and in module one and throughout the course. Pre-course reading for module one is available on the MyUni course website for INTBUS 7501.

Module One:

Session 1A

Introductions and course overview
What sort of governance challenges do global corporations face?
Globalisation and current implications for multinatinal companies
Taxonomy of perspectives on global corporate governance and corporate behaviour
What exactly is corporate governance and its role in dealing with contemporary ethical challenges?
Shareholder and stakeholder theory and analysis
Introduction to corporate social responsibility (CSR)and its relationship with corporate governance

Session 1B

The origins of CSR and implications for corporate governance
CSR impact on stock exchanges and investment funds
Case-study exercise
Corporate law and corporate governance
The political economy of corporate goverance: task assignment
Introduction to and work on research assignments and formation of business teams

Module Two:

Session 2A

Revision of module one and research assignment update
Is it better for governments to increase hard law or is soft law regulation more effective?
Use of voluntary codes and financial regulation - guest speaker from ANZ Bank
International trade law and agreements: implications for corporate goverance
International investment agreements: implications for corporate goverance
Comparative analysis of corporate governance across political and economic systems
Liberal market economies
Emerging economies
Developing economies
State controlled capitalism
Other - eg. family based

Session 2B:

International trade law and agreements: implications for corporate goverance
The importane of trade for MNCs and CSR considerations
Practical application of trade agreeements and policy to global supply chains
The Australia - China FTA and Trans Pacific Partnership
International investment agreements: implications for corporate goverance
Corporate governance and ethics
The role of the Board of Directors
Ethical dilemna for employees, managers and boards
Case-study exercise
Wrap up, research assignments and preparation for module 3

Module 3:

Session 3A:

Corporate responsibilty and governance in dealing with poverty and conflict situations
Corporate responsibility and governance in dealing with sustainable environmental and climate change issues
Case-study from global corporate CEO/Senior Manager on - "Governance, Profit and Ethics"
Corporate responsibilty and governance in dealing with gender and social inclusion
Comparative analysis of industry corporate goverance structures and CSR performance
Student presentations
Session 3B:

Future role of global corporations and strategies in dealing with major contemporary ethical issues
Case-study exercise and simulated role plays in dealing with governance and ethical dilemnas
The role of the CEO in governance and corporate responsibility - Mining CEO
Final discussion and course summary
Exam preparation
Evaluations

Specific Course Requirements
Assumed Knowledge:
INTBUS 7500 – Fundamentals of International Business
ACCTING 7025 – Accounting Essentials for Decision-Makers
COMMERCE 7039 – Business Research Methods
ECON 7200 - Economic Principles

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

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

Assessment Summary

Assessment Task	Task Type	Weighting	Learning Outcome
Applied research project	Business Teams and Individual	35%	1,2,3,5
Case-Studies, Quizzes and Presentations	Individual	20%	1,2,3
Oral and active class participation	Individual	5%	6
Online Exam	Individual	40%	1,2,3,4,5,6
Total		100%

For specific due dates please see the MyUni website and class lecture notes/power-points

Assessment Detail

5.1 APPLIED RESEARCH PROJECT

The aim of the applied research project, worth 35% of your final grade, is to train in international business consulting and more general applied and critical research capabilities. All projects will take a quantitative as well as a qualitative approach and derive managerial recommendations from empirical evidence. Why is this important? Read this article from The Economist (July 19th, 2014 edition) and you will see: http://www.economist.com/news/business/21607816-businesses-should-aim-lots-small-wins-big-data-add-up-something-big-little

5.2 EXERCISES

In (almost) every class, you will participate in either an individual task or a small group exercise such as work on a case-study, undertaking a quiz test or presenting the findings of some of your own research work to the class. These marks will add up to a total of 20% of your final grade.

5.3 ORAL PARTICIPATION

Your oral participation in class is essential to the course as we will construct knowledge through student-centred in-class discussions. Basically, your participation will be assessed using three levels: (i) (almost) never participates; (ii) participates occasionally; (iii) makes significant contributions to the development of knowledge. Significant contributions are characterized by critical, analytical thinking and well-argued thoughts. Asking relevant questions is considered a form of oral participation. Oral participation will count 5% of your final grade.

5.4 EXAM

There will be a 2.5/3 hour exam with plenty of time for reading and then answering questions based on the material, research and case-studies we have worked on and using your knowledge and understanding of key course concepts and material. The exam will count for 40% of your final grade.

Submission

All submissions of written work through turnitin.

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 (http://www.adelaide.edu.au/policies/101/) 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
This section contains links to relevant assessment-related policies and guidelines - all university policies.
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.

Authorised by:	Deputy Vice-Chancellor and Vice-President (Academic)
Maintained by:	Course Outlines Administrator