INTBUS 7506 - International Business Strategy (M)

North Terrace Campus - Trimester 2 - 2016

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

The course focuses on the development of skills to understand the issues that managers face in operating in international markets and supply chains. Students will develop an understanding of the conceptual frameworks that clarify the relationships between policies and domestic and global strategies. They will also have the opportunity as a team project to develop a proposal that focuses on a key strategic decision facing senior management involved in entering an overseas market for the first time; or expanding existing operations into a new foreign market as part of a corporate strategy. They will develop an understanding of the constraints and advantages in developing a new overseas market and managing existing offshore operations with new challenges. This course analyses how multinational firms leverage their capabilities and competencies to create competitive advantages in international and global markets. Topics include assessing foreign markets attractiveness; understanding the impact of differences in legal, socio-cultural, political, technological and economic regimes, evaluating international political and economic risks, building and operating global networks, including entry mode choice, understanding how managers design organisational architecture and implement internal control and incentive mechanisms; and assessing the challenges of global citizenship, ethical behaviour and corporate social responsibility for international business. The course will include problem-based learning, with case study workshops, as an integral part of the program.

  • General Course Information
    Course Details
    Course Code INTBUS 7506
    Course International Business Strategy (M)
    Coordinating Unit Business School
    Term Trimester 2
    Level Postgraduate Coursework
    Location/s North Terrace Campus
    Units 3
    Contact Up to 3 hours per week
    Available for Study Abroad and Exchange Y
    Prerequisites INTBUS 7500
    Corequisites COMMERCE 7103
    Course Description The course focuses on the development of skills to understand the issues that managers face in operating in international markets and supply chains. Students will develop an understanding of the conceptual frameworks that clarify the relationships between policies and domestic and global strategies. They will also have the opportunity as a team project to develop a proposal that focuses on a key strategic decision facing senior management involved in entering an overseas market for the first time; or expanding existing operations into a new foreign market as part of a corporate strategy. They will develop an understanding of the constraints and advantages in developing a new overseas market and managing existing offshore operations with new challenges. This course analyses how multinational firms leverage their capabilities and competencies to create competitive advantages in international and global markets. Topics include assessing foreign markets attractiveness; understanding the impact of differences in legal, socio-cultural, political, technological and economic regimes, evaluating international political and economic risks, building and operating global networks, including entry mode choice, understanding how managers design organisational architecture and implement internal control and incentive mechanisms; and assessing the challenges of global citizenship, ethical behaviour and corporate social responsibility for international business. The course will include problem-based learning, with case study workshops, as an integral part of the program.
    Course Staff

    Course Coordinator: Dr Dirk Boehe

    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 interna¬tionalization 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.

    Staff profile: http://www.adelaide.edu.au/directory/dirk.boehe
    Course Timetable

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

  • Learning Outcomes
    Course Learning Outcomes
    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) Use their understanding of theories and conceptual frameworks that explain why and how firms internationalize.

    (3) Develop well-reasoned arguments about current debates and dilemmas in international business, such as ethical dilemmas, CSR in international business, multinationals from and in emerging economies, among others.

    (4) Critically evaluate and discuss academic research in international business.

    (5) Apply the conceptual frameworks learned in this course in a real-life experiential learning project that comprises an analyses of international economic, institutional and market environments, an assessment of the internal resources and capabilities of the chosen firm, the formulation of a foreign market entry and an international marketing strategy, and an evaluation of staffing needs.

    (6) Develop problem-solving skills by addressing relevant managerial problems in international business strategy.

    (7) Apply intercultural communications skills.

    (8) Collaborate in and lead international teams management and solve team-level dispute.
    University Graduate Attributes

    No information currently available.

  • Learning Resources
    Required Resources
    Textbook with Case Studies

    Peng, M. 2013. Global Strategy, South-Western/Cengage Learning: Mason, OH. (ISBN: 978-1-133-96461-2)

    Several copies are available at the university library and at unibooks.com.au

    If you do not want to buy the print edition ($134.95), you can buy the eBook for $85.95 and the price for each of the eChapters is $4.95. Please check out the website here: http://www.cengagebrain.com.au/shop/en/AU/storefront/australia?cmd=CLHeaderSearch&fieldValue=9781133964612
    Recommended Resources
    Baker Ted, Gedajlovic Eric, Lubatkin Michael. A Framework for Comparing Entrepreneurship Processes across Nations. Journal of International Business Studies 2005; 36 (5): 492-504.

    Contractor Farok J., Kumar Vikas, Kundu Sumit K. Nature of the relationship between international expansion and performance: The case of emerging market firms. Journal of World Business 2007; 42 (4): 401-417.

    Duckworth Holly. How TRW Automotive helps global virtual teams perform at the top of their game. Global Business and Organizational Excellence 2008; 28 (1): 6-16.

    Estrin Saul, Prevezer Martha. The role of informal institutions in corporate governance: Brazil, Russia, India, and China compared. Asia Pacific Journal of Management 2011; 28 (1): 41-67.

    Ghemawat Pankaj. Distance still matters. The hard reality of global expansion. Harvard Business Review 2001; 79 (8): 137-147.

    Gifford Blair, Kestler Andrew, Anand Sharmila. Building local legitimacy into corporate social responsibility: Gold mining firms in developing nations. Journal of World Business 2010; 45 (3): 304-311.

    Husted Bryan W., Allen David B. Corporate Social Responsibility in the Multinational Enterprise: Strategic and Institutional Approaches. Journal of International Business Studies 2006; 37 (6): 838-849.

    Li Ji, Lam Kevin, Qian Gongming. Does Culture Affect Behavior and Performance of Firms? The Case of Joint Ventures in China. Journal of International Business Studies 2001; 32 (1): 115-131.

    Mathews John. Dragon multinationals: New players in 21st century globalization. Asia Pacific Journal of Management 2006; 23 (1): 5-27.

    Peng Mike W., Jiang Yi. Institutions behind family ownership and control in large firms. Journal of Management Studies 2010; 47 (2): 253-273.
    Porter Michael E. Towards a dynamic theory of strategy. Strategic Management Journal 1991; 12 (S2): 95-117.

    Rugman AlanM. Internalization as a general theory of foreign direct investment: A re-appraisal of the literature. Weltwirtschaftliches Archiv 1980; 116 (2): 365-379.

    Wu Jie, Pangarkar Nitin. Rising to the Global Challenge: Strategies for Firms in Emerging Markets. Long Range Planning 2006; 39 (3): 295-313.

    Xu Dean, Shenkar Oded. INSTITUTIONAL DISTANCE AND THE MULTINATIONAL ENTERPRISE. Academy of Management Review 2002; 27 (4): 608-618.

    Zakaria Norhayati, Amelinckx Andrea, Wilemon David. Working Together Apart? Building a Knowledge-Sharing Culture for Global Virtual Teams. Creativity and Innovation Management 2004; 13 (1): 15-29.

    How can you obtain these articles? The easiest way is to copy and paste the reference into Google Scholar: http://scholar.google.com.au/ If you access the article within the University network, you can easily download it by clicking on the respective links. Please note that these articles will not be made available through myuni because of potential copyright issues.
  • Learning & Teaching Activities
    Learning & Teaching Modes

    No information currently available.

    Workload

    No information currently available.

    Learning Activities Summary

    No information currently available.

  • 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.

    Submission

    No information currently available.

    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
  • 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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