INTBUS 7501 - Global Business Analysis (M)

North Terrace Campus - Trimester 3 - 2018

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.

  • General Course Information
    Course Details
    Course Code INTBUS 7501
    Course Global Business Analysis (M)
    Coordinating Unit Adelaide Business School
    Term Trimester 3
    Level Postgraduate Coursework
    Location/s North Terrace Campus
    Units 3
    Contact Up to 36 hours per trimester
    Available for Study Abroad and Exchange Y
    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: Dr Olga Muzychenko

    Course Coordinator:
    Dr. Olga Muzychenko
    Program Director – Master of International Business/Master of International Management
    Adelaide Business School, University of Adelaide
    Room 1032, Nexus 10

    Academic in Charge:
    A/Prof. Dr. Luiz Ricardo Kabbach de Castro
    University of Navarra, Spain

    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 explains the corporate governance variation across firms and countries in the global business environment.
    (2) Use their understanding of theories that explain why and how firms use different corporate governance practices to organize to compete globally.
    (3) Develop well-reasoned arguments about current debates and dilemmas in international corporate governance, such as ethical dilemmas, corporate governance practices, corporate and securities regulation, international diversity in corporate governance, varieties of capitalism, among others.
    (4) Critically evaluate and discuss academic research in international corporate governance.
    (5) Apply the theoretical constructs learned in this course in a real-life experiential learning project that can comprise analyses of international economic, institutional and market environments, an assessment of governance design that fits the international business strategy.
    (6) Develop problem-solving skills by addressing relevant managerial problems in international corporate governance 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
    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
    [This list will be updated by the beginning of the course]

    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 Articles:
    - Aguilera, R., Crespí, R. Firm family firms: Current debates of corporate governance in family firms. Journal of Family Business Strategy, v.3, pp. 66-69, 2012.
    - Aguilera, R., Cuervo-Cazurra, A. Codes of good governance worldwide: what is the trigger? Organization Studies, v. 25, pp. 417-446.
    - Aguilera, R., Gregory, J. Comparative and international corporate governance. Academy of Management Annals, v. 4, n. 1, pp. 485-556, 2010.
    - 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.
    - Cruz, C., Galdeano, L.G. Corporate Governance in Publicly Traded Family Firms. IE Business School-Banca March, 2015.
    - Cuomo, F., Mallin, C., Zattoni, A., Corporate Governance Codes: A Review and Research Agenda. Corporate Governance: An International Review, 24(3): 222–241, 2016.
    - Davis, J., Schoorman, F., Donaldson, L. Toward a stewardship theory of management. Academy of Management Review, v. 22, n.1, pp. 20-47, 1997.
    - Driscoll, D. Ethics and corporate governance: lessons learned from a financial services model. Business Ethics Quarterly, v. 11, n. 1, pp. 145-158, 2001.
    - Filatotchev, I., Toms, S., Wright, M. The firm’s strategic dynamics and corporate governance life-cycle. International Journal of Managerial Finance, v.2, n. 4, pp. 256-279, 2006.
    - Gordon, D.M. Bosses of Different Stripes: A Cross-National Perspective on Monitoring and Supervision. American Economic Review, v. 84, n. 2, pp. 375-379, 1994.
    - Hillman, A., Dalziel, T. Boards of directors and firm performance: Integrating agency and resource dependence perspectives. Academy of Management Review, v. 28, n.3, pp. 383-396, 2003.
    - Hopt, K. Comparative Corporate Governance: The State of the Art and International Regulation. The American Journal of Comparative Law, 59(1): 1–73, 2011.
    - Jackson, G., Miyajima, H. Introduction: The diversity and change of corporate governance in Japan. In Aoki et al. (Eds) Corporate Governance in Japan. Oxford: Oxford University Press.
    - Jensen, M. C., Meckling, W.H. Theory of the firm. Journal of Financial Economics, v.3, pp. 305-360, 1976.
    - La Porta, R., Lopez-de-Silanes, F., Shleifer, A. Corporate ownership around the world. Journal of Finance, v. 54, n.2, pp.471-517, 1999.
    - La Porta, R., Lopez-de-Silanes, F., Shleifer, A. What works in securities regulation. Journal of Finance, v. 56, n.1, pp.1-32, 2006.
    - Mitchell, R. K., Agle, B., Wood, D.J. Toward a theory of stakeholder identification and salience. Academy of Management Review, v.22, n. 4, pp. 853-886, 1997.
    - Murphy, K. J. Executive Compensation: Where We Are, and How We Got There. In G. Constantiniders, M. Harris and R. Stulz (Eds.), Handbook of the Economics of Finance: 211-356. North Holland: Elsevier, 2012.
    - Musacchio, A., Lazzarini, S., Aguilera, R. New varieties of state capitalism: strategic and governance implications. Academy of Management Perspectives, v. 29, n.1, pp. 115-131, 2015.
    - Rossi, S., Volpin, P. Cross-country determinants of merge and acquisitions. Journal of Financial Economics, v.74, pp. 277-304, 2004.
    - Toms, S., Wright, M. Divergence and Convergence within Anglo-American Corporate Governance Systems: Evidence from the US and UK, 1950–2000. Business History, v.47, n.2, pp. 267-295.
    - Tuschke, A., Luber, M. Corporate Governance in Germany: Converging Towards Shareholder Value-Orientation or Not So Much? In Rasheed, A., Yoshikawa, T. (Eds). The Convergence of Corporate Governance. London: Palgrave Macmillan, 2012.
    - Williamson, O. Corporate Governance. In The Economic Institutions of Capitalism, Free Press, Macmillan, chapter 12, pp. 298-325, 1985.
    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.


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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

    No information currently available.

    Assessment Detail

    No information currently available.


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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
  • 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.

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