INTBUS 7016 - Managing Multinational Corporations

North Terrace Campus - Trimester 2 - 2019

This course addresses specific practical managerial challenges faced by large and small multinational corporations, such as managing organizational complexity, international strategic alliances, mergers and acquisitions, international human resource assignments, political risk, corporate diplomacy and government relationships, innovation in multinational corporations, multinational operations and financial management, among others. The emphasis of this course varies on an annual basis mirroring contemporary trends and events in the global economy. This course is delivered by experts of international standing in their particular field who employ proven and highly effective teaching methods at their discretion, such as simulations, case studies and experiential learning projects.

  • General Course Information
    Course Details
    Course Code INTBUS 7016
    Course Managing Multinational Corporations
    Coordinating Unit 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
    Assumed Knowledge INTBUS 7500, COMMGMT 7006, MARKETNG 7104, ECON 7200, ACCTNG 7025
    Course Description This course addresses specific practical managerial challenges faced by large and small multinational corporations, such as managing organizational complexity, international strategic alliances, mergers and acquisitions, international human resource assignments, political risk, corporate diplomacy and government relationships, innovation in multinational corporations, multinational operations and financial management, among others. The emphasis of this course varies on an annual basis mirroring contemporary trends and events in the global economy. This course is delivered by experts of international standing in their particular field who employ proven and highly effective teaching methods at their discretion, such as simulations, case studies and experiential learning projects.
    Course Staff

    Course Coordinator: Dr Olga Muzychenko

    Instructor:
    Dr. Daniel Rottig
    Associate Professor of International Business and Strategic Management
    E-Mail: daniel.rottig@adelaide.edu.au



    Course Timetable

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


    Date Topics/Activities Readings Team Presentations

    Tuesday, June 6 - Course Overview
    - Team Formation
    - Overview of the Multinational Corporation (MNC)
    and the Global Environment of MNCs
    - Overview Foreign Market Entry Modes
    - Course Overview (Syllabus)

    Monday, August 7 - Introduction to International Mergers and Acquisitions (M&As)
    - Strategic Alternatives to M&As
    - Global Environment of M&As
    - Takeover Tactics and Antitakeover Measures
    - Corporate Governance and the Market for Corporate Control

    Tuesday, August 8 - Private Equity M&A Strategy (Buy to Sell)
    - Business and Corporate M&A Strategy (Buy to Hold)

    Wednesday, August 9  
    - Business and Corporate M&A Strategy (Buy to Hold) continued
    - Pre-M&A Planning: Developing an M&A Plan,  Target Search and Selection, Due Diligence Process
    - M&A Valuation Methods and Modeling
    - M&A Closing: Negotiation, Deal Structuring, Setting the Right Price, Financing Plan/Structure

    Thursday, August 10 - Post-M&A Implementation: Integration Process
    - Post-M&A Implementation: Sociocultural Integration in M&As

    Friday, August 11 
    - Post-M&A Implementation: Sociocultural Integration in M&As continued
    - M&As in Emerging Markets
  • Learning Outcomes
    Course Learning Outcomes
    The principal objective of this course is to familiarize students with the complexity of entering foreign markets through equity-based entry modes in form of mergers and acquisitions (M&As) by shedding light on the crucial issues that determine the success of M&As and thus, influence the effective management of multinational corporations (MNCs) undertaking these transactions.

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

    1. Understand the global strategic factors that determine the success of international mergers and acquisitions, and thus the effective management of multinational corporations undertaking these transactions.
    2. Demonstrate the ability to apply fundamental international business concepts and analyze the implications of the key global environmental forces for the effective management of MNCs entering foreign markets through mergers and acquisitions.
    3. Demonstrate the ability to effectively work in teams and successfully complete team-related tasks and assignments.
    4. Demonstrate oral presentation and report writing abilities in a business context.
    5. Identify and describe the complexities of managing international mergers and acquisitions and understand the challenges and opportunities of global economic, political, legal, and cultural differences for the management of multinational corporations conducting international mergers and acquisitions.
    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
    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
    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
    3
    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
    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
    3, 5
    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
    3
  • Learning Resources
    Required Resources
    Reading package (articles, notes and cases) will be discussed in the first class session of the term.

    Readings lists and case studies will be provided in the first class session and uploaded to myuni several weeks before the beginning of the course. 
  • Learning & Teaching Activities
    Learning & Teaching Modes
    Interactive learning environment based on lectures, class discussions, team presentations and case analyses and discussions.
    Workload

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

    INTBUS 7016 is a three-unit course offered in truncated (intensive) mode. In addition to attending class, students are expected to prepare readings and case assignments prior to class and review discussed class materials to gain an optimal learning outcome. Workload and time commitment are equivalent to similar courses at this level in the program.
    Learning Activities Summary
    Lectures, class discussions, individual case analyses, team case analyses and presentations, and quizzes to provide students with an opportunity to review the class material and to demonstrate familiarity with crucial concepts, knowledge and facts related to managing multinational corporations undertaking international mergers and acquisitions.


    Learning Activities Schedule (subject to change; schedule will be updated by the end of April 2017)
    Date Topic Readings Learning Activities
    Tuesday, June 6 Course Overview - Overview of the Multinational Corporation (MNC) and the Global Environment of MNCs - Overview Foreign Market Entry Modes - Course Overview (Syllabus) Team Formation
    Monday, August 7 Introduction to International Mergers and Acquisitions (M&As) - Strategic Alternatives to M&As
    - Global Environment of M&As
    - Takeover Tactics and Antitakeover Measures
    - Corporate Governance and the Market for Corporate Control READ: Leavy 2013
    Tuesday, August 8 Private Equity M&A Strategy (Buy to Sell) READ: Lerner et al. 2011, Chaplinsky 2015 Case: Tad O’Malley: The Investment Conundrum - Business and Corporate M&A Strategy (Buy to Hold)

    Team 1: Readings on Private Equity M&A
    Team 2: Tad O’Malley Case Presentation
    Team 3: Readings on M&A Strategy
    Wednesday, August 9 Quiz 1
    Business and Corporate M&A Strategy (Buy to Hold) - Business and Corporate M&A Strategy (Buy to Hold) continued

    - Pre-M&A Planning: Developing an M&A Plan, Target Search and Selection, Due Diligence Process
    - M&A Valuation Methods and Modeling
    - M&A Closing: Negotiation, Deal Structuring, Setting the Right Price, Financing Plan/Structure
    Case: InBev and Anheuser-Busch
    READ: Schill & Loutskina 2013, Martin & Kemper 2015 Case: Mars and Wrigley

    Team 4: InBev Case Presentation
    Team 5: Readings on Setting the Right Price
    Team 6: Mars/Wrigley Case Presentation
    Thursday, August 10 Post-M&A Implementation: Integration Process - Post-M&A Implementation: Sociocultural Integration in M&As READ Patel 2009, Stein & Cuadrado 2015 Case: GSK’s Acquisition of Sirtis: Independence or Integration?

    Team 2: Readings on M&A Integration
    Team 1: GSK Case Presentation
    Team 4: Readings on Sociocultural Integration in M&As
    Friday, August 11 Quiz 2
    Post-M&A Implementation: Integration Process - Post-M&A Implementation: Sociocultural Integration in M&As continued
    - M&As in Emerging Markets
    Case: A Speed Race: Benelli and QJ Compete in the International Motorbike Arena
    READ: Rottig et al. (in press), Rottig 2016 Case: The Indian Tiger Prowls in Africa: Bharti Airtel’s Acquisition of Zain Africa

    Team 3: Benelli Case Presentation
    Team 6: Readings on M&As in EMs
    Team 5: Bharti Case Presentation
  • 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
    Assessment Task Weighting Learning Outcome
    Case Briefs 10% 2
    Quiz 1 25% 1
    Quiz 2 25% 1
    Article Summary and Presentation 20% 3,4
    Case Analysis and Presentation 20% 1,3,4,5
    Total 100%
    For specific due dates please see the MyUni page.
    Assessment Detail
    5.3 ASSESSMENT DETAIL

    Case Briefs
    Students will be responsible for submitting written case analyses based on case guide questions for the cases we will discuss over the course of the term. Case analyses are due at the beginning of the class in which each respective case is discussed. Case analyses consist of individual work and each class member is expected to write his/her own analysis. Further details regarding this assignment including case details, case questions and deadlines will be discussed in the first class session. Please also refer to the “Individual Case Briefs Instructions” handout, which is posted on MyUni.

    Quizzes
    There will be two quizzes over the course of the term. Students will be provided with a review guide to facilitate a focused preparation. These quizzes are an opportunity to revisit the material discussed in class and to demonstrate familiarity with crucial concepts, knowledge and facts related to (global) mergers and acquisitions. See the course timetable (1.3) for the quiz dates.

    Team Formation & Composition
    The class will be divided into 6 student teams. I will leave it up to you to find team members and form a student team, yet each team should have about the same number of members. Each team should select a team leader upon team formation who will be responsible for submitting assigned team tasks by the deadline in the required format. As the success of multinational corporations often depends on the synergy effects of cross-functional and cross-national teams, I strongly encourage you to make your team as diverse as possible. Furthermore, as it will be necessary for teams to work outside of class, I encourage you to assess whether team members are ‘compatible’ in terms of scheduling team meetings and working together efficiently. It is each team’s responsibility to collaboratively complete the assignments and work out possible conflicts team-internally. In other words, for the team projects, the professor will assign an overall team grade; no individual grades for team members will be assigned. Your team is responsible for completing the team formation and submitting a team information sheet by the end of the first class session of the term. Teams are assigned two tasks:

    Article Summary and Presentation
    Each team will be assigned to summarize and juxtapose (based on a written report), and present (based on power point slides) the main points of a set of articles, and discuss these readings in the context of our course material. Student teams will need to distribute a copy of their written article analysis reports and presentation slides to all class members via MyUni. In the first class session, further details will be discussed and article assignments will be announced once student teams have formed. Please also refer to the “Team Article Summary and Presentation Instructions” handout, which is posted on MyUni.

    Case Analysis and Presentation
    Each team will be assigned to analyze (based on a written report) as well as discuss (based on power point slides) a case based on specific case guide questions. In the first class session, further details will be discussed. Please also refer to the “Team Case Assignment Instructions” handout, which is posted on MyUni.
    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.

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  • Policies & Guidelines
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