INTBUS 7506 - International Business Strategy (M)

North Terrace Campus - Trimester 2 - 2018

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 the business environment, domestic and global strategies. They will also have the opportunity to develop an applied research project 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. This course addresses 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 institutional differences across countries entry mode choice, international strategic alliances, competitive dynamics, global innovation, strategies and structures and assessing the challenges of corporate governance 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

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Course Details

Course Code	INTBUS 7506
Course	International Business Strategy (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	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: Don Sciglimpaglia

Academic in charge:
A/Prof. Dr. Dirk Boehe
Business School, University of Adelaide
Email: dirk.boehe@adelaide.edu.au
Profile: http://researchers.adelaide.edu.au/profile/dirk.boehe
Course Website: www.myuni.adelaide.edu.au

Course Timetable

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

Course Learning Outcomes

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

1	Use their understanding of theories and conceptual frameworks to explain what determines the success of firms regarding competitive, corporate and organizational strategies in the global business environment.
2	Develop and enhance argumentation skills by participating in current debates in international business.
3	Critically evaluate academic research in international business.
4	Develop and enhance problem-solving skills by addressing relevant managerial problems in international business strategy.
5	Apply the skills and content learned in this course in a real-life experiential learning project.
6	Collaborate in and lead teams and solve team-level problems.

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

Learning Resources

Required Resources

Textbook will be advised via MyUni

Recommended Resources

Anderson Erin, Gatignon Hubert. Modes of Foreign Entry: A Transaction Cost Analysis and Propositions. Journal of International Business Studies 1986; 17 (3): 1-26.
Barroso Carmen, Villegas Ma Mar, Pérez-Calero Leticia. Board Influence on a Firm's Internationalization. Corporate Governance: An International Review 2011; 19 (4): 351-367.
Beim Gina, Lévesque Moren. Country Selection for New Business Venturing: A Multiple Criteria Decision Analysis. Long Range Planning 2006; 39 (3): 265-293.
Bonaglia Federico, Goldstein Andrea, Mathews John A. Accelerated internationalization by emerging markets’ multinationals: The case of the white goods sector. Journal of World Business 2007; 42 (4): 369-383.
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.
Ghemawat P. Managing Differences - the central challenge of global strategy. Harvard Business Review 2007; 85 (3): 59–68.
Holmberg Stevan R, Cummings Jeffrey L. Building successful strategic alliances: strategic process and analytical tool for selecting partner industries and firms. Long Range Planning 2009; 42 (2): 164-193.
Vallaster Christine, Lindgreen Adam, Maon François. Strategically Leveraging Corporate Social Responsibility: A CORPORATE BRANDING PERSPECTIVE. California Management Review 2012; 54 (3): 34-60.
Wu Jie, Pangarkar Nitin. Rising to the Global Challenge: Strategies for Firms in Emerging Markets. Long Range Planning 2006; 39 (3): 295-313.
Zott Christoph, Amit Raphael. Business model design: an activity system perspective. Long range planning 2010; 43 (2): 216-226.

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

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Learning Activities Summary

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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

No information currently available.

Assessment Detail

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