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BMA734
International Business Management
Semester 2, 2013
THIS UNIT IS OFFERED IN:
Hobart, Launceston & by distance
Teaching Team:
Marcus Bai
Lingling Gao
CRICOS Provider Code: 00586B
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Contact Details
Unit Coordinator: Marcus Bai
Campus: Hobart
Room Number: Commerce Annex room 104
Email: [email protected]
Phone: +61 3 6226 7686
Fax: +61 3 6226 2170
Consultation Time: By appointment
Section instructor: Lingling Gao
Campus: Hobart
Room Number: Commerce Annex room 102
Email: [email protected]
Phone: +61 3 6226 7686
Fax: +61 3 6226 2170
Consultation Time: By appointment
Flexible Education Office Coordinator: Ms Latha Jeyaraj
Campus: Launceston
Room Number: Building D, Room D126
Email: [email protected]
Phone: 1800 449 902 (toll free) or 61 3 6324 3186
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Contents
Contact Details ……………………………………………………………………………………………………………………… Page 2
Unit Description ……………………………………………………………………………………………………………………. Page 4
Intended Learning Outcomes and Generic Graduate Attributes.…………………………………………… Page 5
Learning Expectations and Teaching Strategies Approach …………………….………………………………. Page 6
Learning Resources ……………………………………………………………………………………………………………….. Page 6
Details of Teaching Arrangements ………………………………………………………………………………………… Page 8
Assessment …………………………………………………………………………………………………………………………… Page 9
Submission of Coursework …………………………………………………………………………………………………. Page 12
Academic Misconduct and Plagiarism ………………………………………………………………………………….. Page 14
Tutorial Program Hobart ……………………………………………………………………………………………………… Page 16
Workshop Program Launceston …………………………………………………………………………………………… Page 19
Study Schedule: Hobart ……………………………………………………………………………………………………… Page 22
Study Schedule: Launceston & Flexible……………………………………………………………………………… Page 23
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Unit Description
International business has expanded dramatically over the past three decades and drawn the
attention of business executives, government officials and academics. International business refers
to a wide range of activities involving business transactions across national borders. Although
international business has many similarities with domestic business, there are important differences.
At the international level, the globalisation of the world economy and differences between countries
present both opportunities and challenges to international businesses. Managers of international
businesses need to take account of the complex environment when making strategic decisions and
managing ongoing operations. The aim of this unit is to help students gain knowledge of three
generic themes of international business, including the environmental context of international
business, international business strategies, and operational management of international businesses.
Students are also expected to develop skills to critically analyse practical issues related to these
themes.
As some contents of this unit are based on the concepts and principles of economics and
management, students enrolling in this unit are required to have basic knowledge in economics and
management. Students will be required to understand not only theoretical knowledge, but also
develop skills and capabilities in applying the theoretical knowledge to real business practices.
Extensive reading before and after classes is expected of students. Case studies will be incorporated
in the teaching to expose students to the challenges facing international businesses and their
managers.
Pre-Requisite/Co-Requisite Unit(s)
Nil.
Enrolment in the Unit
Unless there are exceptional circumstances, students should not enrol in BMA units after the end of
week two of semester, as the School of Management cannot guarantee that:
any extra assistance will be provided by the teaching team in respect of work covered in the
period prior to enrolment; and
penalties will not be applied for late submission of any piece or pieces of assessment that
were due during this period.
Enrolment in Tutorials and Workshops
Students will be able to enrol in tutorials/workshops electronically through MyLO. Tutorial
enrolments will be open until the end of the first week of semester (Friday 19th July 2013). Students
who have not enrolled in a tutorial by this time will be allocated a tutorial by the unit coordinator.
Variations in tutorial enrolments will not be permitted after this time.
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Intended Learning Outcomes and Generic Graduate Attributes
Intended Learning Outcomes
Assessment Methods
Graduate Attribute Outcomes In this unit you will learn to:
In assessing this unit I will be looking at your ability to:
Apply key
international
business concepts,
principles and
theories to
practical issues
Classify the key features and issues in the global
environment in which international business takes
place
Online tests, Individual essay
and case study
The assessments and teaching activities in this unit have been designed to develop the following graduate attributes in students:
Knowledge:
Extensive functional knowledge of theories and practices in international business
Skills of acquiring and applying knowledge
Communication skills:
Writing skills to communicate logical and purposeful discussion using different ways and formats
Problem-solving skills:
Skills of critical thinking
Ability to apply knowledge to practical issues
Make practical recommendations for businesses
Global perspective:
Skills of working with people of diverse cultural backgrounds in a professional context
Ability to analyse the effects of the global environment on international business activities
Social responsibility:
Ability of decision-making under different ethical standards
Relate key concepts, principles and theories to
international business practices
Business environment report
Identify global
opportunities and
challenges faced by
businesses
Understand important international events Online tests, essay and case
study
Identify global opportunities and challenges by
businesses
Business environment report.
Make practical
recommendations
for international
businesses
Analyse and evaluate the internal and external
conditions of international businesses
Online tests and essays
Make practical recommendations for international
businesses
Business environment report;
Case study
Demonstrate
professional writing
skills in the context
of international
business
Locate, analyse and evaluate information from a
variety of sources
Business environment report;
Case study
Report research findings in a structured and formatted
way
Business environment report;
Case study
Use texts, figures, tables and graphs in writing Business environment report;
Case study
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Learning Expectations and Teaching Strategies/Approach
Expectations
The University is committed to a high standard of professional conduct in all activities, and holds its
commitment and responsibilities to its students as being of paramount importance. Likewise, it
holds expectations about the responsibilities students have as they pursue their studies within the
special environment the University offers. The University’s Code of Conduct for Teaching and
Learning states:
Students are expected to participate actively and positively in the teaching/learning
environment. They must attend classes when and as required, strive to maintain steady
progress within the subject or unit framework, comply with workload expectations, and
submit required work on time.
Occupational Health and Safety (OH&S) The University is committed to providing a safe and secure teaching and learning environment. In addition to specific requirements of this unit you should refer to the University’s policy at: http://www.admin.utas.edu.au/hr/ohs/pol_proc/ohs.pdf.
Learning Resources
Prescribed Text
Daniels, J, Radebaugh, L & Sullivan, D 2013, International business: Environment and Operations, 14th edn, Pearson Education Australia, NSW. Please note that although the above textbook is recommended the teaching will not be based solely on it. Materials from other sources will also be used in teaching. Students may also use other similar textbooks.
Recommended Texts The publications listed below are highly recommended for further reading on the topics covered in the unit:
Bartlett, CA, Ghoshal, S, & Birkinshaw, J 2004, Transnational management: text, cases, and readings in cross-border management, 4th edn, Irwin-McGraw Hill, Boston.
Buckley, PJ & Casson, M 2002, The Future of the Multinational Enterprise, 25th edn, Palgrave Macmillan: New York. Browaeys, M-J & Price, R 2008, Understanding cross-cultural management, Prentice Hall-Financial Times, Harlow, England.
Cavusgil, ST, Knight, G, Riesenberger, JR, Rammal, HG, & Freeman, S 2012, International business: the new realities, Australian edn, Pearson, NSW.
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Czinkota, MR, Ronkainen, IA & Moffet, MH, 2005. “A Brief History”- International Business, 7th edn, Thomson South Western: Mason, OH. Dowling, PJ, Liesch, P, Gray, SJ & Hill, CWL 2009, International business: Asia-Pacific edition, McGraw Hill, Sydney.
Hanson, D, Dowling, PJ, Hitt, MA, Ireland, RD & Hoskisson, RE 2008, Strategic management: competitiveness and globalisation, 3rd edn, Thomson Learning, Victoria.
Hill, CWL 2013, International business: competing in the global marketplace, 9th edn, McGraw-Hill, New York.
Hill, CWL Cronk, T & Wickramasekera, R 2011, Global business today: Asia-Pacific edition, 2nd edn, McGraw-Hill Australia.
Dowling, P, Festing, M & Engle, AD 2008, International human resource management: managing people in a multicultural context, 5th edn, Thomson, South Melbourne.
Peng, MW 2011, Global business, 2nd edn, South-Western Cengage Learning, Mason, USA.
Wild, J & Wild, KL 2012, International business: the challenges of globalisation, Pearson, Boston.
Journals and Periodicals Apart from books, you will find it valuable to get into the practice of reading relevant articles from journals and periodicals (including newspapers and magazines). Australian Financial Review Business Review Weekly Far Eastern Economic Review Harvard Business Review International Business Review International Journal of Human Resource Management Journal of Comparative International Management Journal of International Business Studies Journal of International Marketing Journal of World Business Management International Review Multinational Business Review Thunderbird International Business The Australian The Economist
Useful Websites Academy of International Business (http://aib.msu.edu/) Australian Bureau of Statistics (http://www.abs.gov.au/) The Australian Department of Foreign Affairs & Trade (http://www.dfat.gov.au/) Australia-New Zealand International Business Academy (http://www.anziba.org/) Asian Development Bank (http://www.adb.org/) APEC (Asia-Pacific Economic Cooperation) (http://www.apec.org/) AUSTRADE (Australian Trade Commission) (http://www.austrade.gov.au/) ASEAN (The Association of Southeast Asian Nations) (http://www.aseansec.org/)
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European Union (http://europa.eu/) IMF (International Monetary Fund) (http://www.imf.org/) OECD (Organisation for Economic Cooperation and Development) (http://www.oecd.org) UNCTD (United Nations Conference on Trade and Development) (http://www.unctad.org/) World Bank (http://www.worldbank.org) World Fact book (CIA) (https://www.cia.gov/library/publications/the-world-factbook/) WTO (World Trade Organisation) (http://www.wto.org/)
My Learning Online (MyLO) MyLO software has been incorporated into the delivery of this unit to enhance the learning experience by providing access to up to date course materials and by allowing for online discussion through this web based environment. To access MyLO from your own computer you will need the appropriate software, and hardware to run that software. To get started please refer to the University’s Learning and Teaching with MyLO homepage - http://www.utas.edu.au/learning-teaching-online. Note: Older computers may not have the hardware to run some of the required software applications. Contact your local IT support person or the Service Desk on 6226 1818 if you experience difficulties.
Details of Teaching Arrangements For Hobart based students: This is an on-campus unit. Students are expected to attend a 2 hour lecture each week for 13 weeks and a 1 hour tutorial each week for 12 weeks. Tutorials commence in week 2. Lecture notes for each week will be available via MyLO on the Monday prior to the scheduled lecture. All supporting materials are available for downloading via MyLO under unit resources. For Launceston based students: This is an on-campus unit. Students are expected to attend a 3 hour workshop every second week for 7 weeks. Workshops for this unit will be held in weeks 1, 3, 5, 7, 9, 11 and 13 of semester. For the flexible learning students: The teaching and learning activities of this unit are arranged into seven modules. Each of the modules includes the following tasks that students are required to complete:
Reading materials (textbook chapters and articles)
Lectures
Videos
Students may enrol in this unit in either face-to-face or distance mode. Students enrol in the face-to-face mode are required to attend the classes while distance students need to complete similar tasks through MyLO. Assessment tasks will be arranged separately through MyLO for distance students and in class for face-to-face students, and no alternative assessment will be arranged for students across the two modes. Students are therefore required to decide the mode suitable for their time availability before enrolling in this unit. Students need to ensure they have completed all the required tasks and achieved the learning outcomes for each module before they proceed to the next one. Past experience indicates that the
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time students spend on their study is positively correlated with their performance and results. Students must ensure they are able to allocate sufficient amount of time before enrolling in this unit.
Communication, Consultation and Appointments
In addition to the unit outline, we will communicate important information to you through Lectures and the Announcements section of MyLO. Therefore, it is important that you check the MyLO site for this unit regularly. If you would like to talk to the unit coordinator, Mr Marcus, Bai, then you can either send an email or make an appointment during consultation times. To email, you should use the mail function in MyLO. This will enable one source for all student queries. MyLO mail will be regularly checked and you should receive a response within one working day. If you would like to see Mr Bai in person, then you can come and see us in our consultation times or by appointment. Finally, all requests for extension must be made in writing to the Unit Coordinator (Mr Marcus, Bai)
Assessment
Assessment Schedule In order to pass this unit you must achieve an overall mark of at least 50 per cent of the total available marks. Details of each assessment item are outlined below.
Assessment Item Value Due Date Length
Assessment Item 1 End of module online tests
25 marks Throughout semester (Weeks 3, 5, 7, 9 & 12)
10 multiple-choice questions (10 mins per test) 1 short answer question (5 mins per test)
Assessment Item 2 Individual business environment report
25 marks 23 Aug at 2:00 pm Maximum 2,500 words*
Assessment Item 3 Major Assignment: Case analysis and TWO (2) short essays
50 marks 28 Oct at 2:00 pm Case: maximum 10 pages, A4, 1.5 space, 12 point Essay: maximum 3 pages plus references, A4, 1.5 space, 12 point
* Word Limit: The word count includes such items as headings, in-text references, quotes and executive summaries. It does not include the reference list at the end of the assignment.
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Assessment Item 1 – End of module online tests Task Description:
You are required to complete five (5) online tests, which are designed to test your understanding of the key concepts covered in each of the learning modules. Each test will be randomly constructed for every student. The test can be taken at a time of your choice during the designated week (see below). Students will need to log on to MyLO using their University electronic mail username and password. A time limit of 15 minutes will apply for each test. Please note that each test will open at 9.00am on the Tuesday and close at 2.00pm on the following Monday of each designated week. It is advised that you mark the following online test dates in your diaries for completion
Task Length:
Ten (10) questions per test. Questions will be a collection of multiple choice, true or false, and short answer questions. You will need to complete the required readings prior to starting each test.
Due Date:
Hobart face-to-face students: Test 1: Week 3 (9.00am Tuesday 30 July – 2.00pm Monday 5 August) Test 2: Week 5 (9.00am Tuesday 13 August – 2.00pm Monday 19 August) Test 3: Week 7 (9.00am Tuesday 27 August – 2.00pm Monday 2 September) Test 4: Week 9 (9.00am Tuesday 17 Sep. – 2.00pm Monday 23 Sep.) Test 5: Week 12 (9.00am Tuesday 8 Oct. – 2.00pm Monday 14 Oct.) Flexible learning and Launceston students: Test 1: 9.00am Tuesday 6 August – 2.00pm Monday 12 August Test 2: 9.00am Tuesday 20 August – 2.00pm Monday 26 August) Test 3: 9.00am Tuesday 10 Sep. – 2.00pm Monday 16 September) Test 4: 9.00am Tuesday 24 Sep. – 2.00pm Monday 30 Sep.) Test 5: 9.00am Tuesday 8 Oct. – 2.00pm Monday 14 Oct
Value:
25 marks (5 marks per test)
Assessment Item 2 – Business Environment Report Task Description:
A major challenge facing a company doing international business overseas is caused by differences in economic development, economic systems, political systems, cultural traditions and ethical standards between the home and host countries. How well the company is able to cope with the challenge is critical to the success of its international business activities. This assignment requires you to identify and research a company which is undertaking international business in a foreign country and facing challenges caused by the difference in one of the abovementioned areas. You may choose any companies doing international business in any foreign countries. The data for your research can be obtained from your first‐hand experience, second‐hand resources, or both, and you are expected to read a broad range of materials when looking for a suitable topic. The decision of the
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topic will be considered to be an important part in the assessment. You are required to present your research in report format to address the following questions:
What was the particular challenge facing the company?
What has been done by the company to cope with the challenge?
How good or bad was the company in coping with the challenge?
What could the company do to improve its practices in coping with the challenge?
What could we learn from this case? In addition to common requirements for academic writing, the report should include the following elements:
An executive summary of about half a page long prepared on a separate page
A title, headings and page numbers
About ten (10) in‐text citations and end‐references using Harvard
referencing style
Assessment Criteria:
See page 15
Task Length:
Maximum 2,500 words
Due Date:
23 Aug at 2:00 pm
Value:
25 marks
Assessment Item 3 – Major Assignment Task Description:
Analyse a case study and complete TWO (2) essays
Task Length:
Case: Maximum 10 pages A4, 1.5 space, 12 point font; no pages after page 10 will be read. Essays: 3 pages plus references, A4, 1.5 space, 12 point font; no pages after page 3 will be read.
Release Date & Time: Due Date & Time:
Case: Friday 25 October at 2.00pm Essays: Topics will be provided at the start of the course. TEN (10) topics will be given, and of these Two (2) will be chosen for this assignment Students must submit a hard copy of their assignment by 2.00pm on Monday 28 October
Value:
50 marks - Essays count for 15 marks each- for a total of 30 marks - Case analysis counts for 20 marks
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Your final examination for this unit will be held during the scheduled examination period as
indicated by Student Administration in correspondence to you.
Examinations will normally be scheduled Monday to Saturday inclusive. Examinations may be held
during the day or evening and students should consult the university information which will be made
available towards the end of semester.
You are advised to make any necessary arrangements with employers now for time off during the
examination period to sit this examination. Your participation at the scheduled time is not
negotiable unless there are exceptional circumstances. Note that you will be expected to sit the
examination at your recorded study centre.
Supplementary Exams: Except in special circumstances and on the recommendation of the unit coordinator or the Head of School, a student who fails will not be granted a supplementary examination.
Special Consideration and Student Difficulties
If a student is experiencing difficulties with their studies or assignments, have personal or life
planning issues, disability or illness which may affect their course of study, they are advised to raise
these with their lecturer in the first instance. Students may also contact the Student Adviser who will
be able to help in identifying the issues that need to be addressed, give general advice, assist by
liaising with academic staff, as well as referring students to any relevant University-wide support
services. The Student Adviser is located in room 318a in the Commerce Building in Hobart and is
contactable by phone on 6226 1916. In Launceston the Student Adviser is located in room A168 in
Building A and is contactable by phone on 6324 3312. There is also a range of University-wide
support services available including Student Services, International Services and Learning
Development. Please refer to the Current Students homepage at http://www.utas.edu.au/students.
Should a student require assistance in accessing the Library, visit their website for more information
at http://www.utas.edu.au/library/.
Students who have completed their examinations and who feel that they have been disadvantaged
due to illness or other circumstances affecting their study, may fill out a form to request that their
lecturer takes this into consideration when marking the examination. Forms should be submitted
directly to the relevant school, accompanied by appropriate supporting documentation, as soon as
possible after the completion of the examination. Granting of special consideration is at the
discretion of the lecturer and school. The relevant form can be found at the following website:
http://www.studentcentre.utas.edu.au/examinations_and_results/forms_files/index.htm#eits.
Students with a non-English speaking background may be permitted to take a bilingual dictionary into an exam. This dictionary must not be annotated – that is, it must have no notes written in it. Students must request permission from the Student Centre in order to use a bilingual dictionary.
Submission of Coursework
Lodging Coursework
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All Coursework must have the School of Management Assignment Cover Sheet, which is available as
a blank template from the School of Management website:
http://www.utas.edu.au/management/student-resources. All assignments must include the tutor’s
name on the assignment Cover Sheets when they are submitted. If this is not done the assignment
will not be accepted and therefore will not be marked.
Please remember that you are responsible for lodging your Coursework on or before the due date. We suggest you keep a copy. Even in the most ‘perfect’ of systems, items sometimes go astray. Assignments must be submitted electronically through the relevant assignment drop box in MyLO. All coursework must be handed in by 2.00pm on the due date.
Requests for Extensions
Written Coursework: Extensions will only be granted on medical or compassionate grounds and will not be granted because of work or other commitments. Requests for extensions should be made in writing to the unit coordinator prior to the due date. Medical certificates or other evidence must be attached and must contain information which justifies the extension sought. Late assignments which have not been granted an extension will, at the lecturer’s discretion, be penalised by deducting ten per cent of total marks for each full day overdue. Assignments submitted more than five days late will normally not be accepted by the unit coordinator. On-line Tests: Students who are unable to sit a test on medical or compassionate grounds (work or other commitments are not considered 'compassionate grounds') may request that they be permitted to submit alternative Coursework. Please do not expect a special test to be held for you if you choose to go on holidays or undertake other activities on the scheduled date. If you do need to request alternative Coursework, you should do so in writing to the unit coordinator prior to the due date. Medical certificates or other evidence must be attached and must contain information which justifies the request. The telephone number of the doctor should also be included.
Faculty of Business Late Assessment Policy
A full copy of the Faculty of Business Assessment Submission policy is available from the Faculty
homepage at http://www.utas.edu.au/business/student-resources/policies,-forms-and-other-
information2/faculty-policies-and-administration
Academic Referencing and Style Guide Before starting their assignments, students are advised to familiarise themselves with the following electronic resources. The first is the School of Management Writing Assignments: A Guide, which can be accessed from the following site - : http://www.utas.edu.au/management/student-resources. The guide provides students with useful information about the structure and style of assignments in the School of Management. The second is the Harvard Referencing System Style Guide, which can be accessed from the UTAS library (http://utas.libguides.com/content.php?pid=27520&sid=199808). The Harvard Referencing
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System will be used in all School of Management units, and students are expected to use this system in their assignments.
Academic Misconduct and Plagiarism Academic misconduct includes cheating, plagiarism, allowing another student to copy work for an assignment or an examination, and any other conduct by which a student:
(a) seeks to gain, for themselves or for any other person, any academic advantage or advancement to which they or that other person are not entitled; or
(b) improperly disadvantages any other student.
Students engaging in any form of academic misconduct may be dealt with under the Ordinance of Student Discipline. This can include imposition of penalties that range from a deduction/cancellation of marks to exclusion from a unit or the University. Details of penalties that can be imposed are available in the Ordinance of Student Discipline – Part 3 Academic Misconduct, see http://www.utas.edu.au/universitycouncil/legislation/. Plagiarism is a form of cheating. It is taking and using someone else’s thoughts, writings or inventions and representing them as your own, for example:
using an author’s words without putting them in quotation marks and citing the source;
using an author’s ideas without proper acknowledgment and citation; or
copying another student’s work. If you have any doubts about how to refer to the work of others in your assignments, please consult your lecturer or tutor for relevant referencing guidelines, and the academic integrity resources on the web at http://www.academicintegrity.utas.edu.au/ The intentional copying of someone else’s work as one’s own is a serious offence punishable by penalties that may range from a fine or deduction/cancellation of marks and, in the most serious of cases, to exclusion from a unit, a course, or the University. The University and any persons authorised by the University may submit your assessable works to a plagiarism checking service, to obtain a report on possible instances of plagiarism. Assessable works may also be included in a reference database. It is a condition of this arrangement that the original author’s permission is required before a work within the database can be viewed. For further information on this statement and general referencing guidelines, see ) or follow the link under ‘Policy, Procedures and Feedback’ on the Current Students homepage.
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Marking Criteria and Rubrics for Assessment Items 2- Business Environment Report
Criteria HD (100%-80%) DN (70%-79%) CR (60%-69%) PP (50%-59%) NN (0%-49%)
Ability to write in a professional context; present information in a variety of ways (20%)
No or few errors in language; focused and purposeful discussion; complete structure; appropriate format; presented information in a variety of ways.
Few errors in language; mostly focused discussion; complete structure; mostly appropriate format; presented information in a variety of ways.
Some errors in language; reasonably focused discussion; complete structure; reasonably appropriate format; presented information in more than one way.
Mostly understandable but with errors in language; clear discussion; complete structure; partly appropriate format; presented information in more than one way.
Partly understandable; some clear discussion; most components included; partly structured; some formatting; presented information in limited ways.
Ability to identify, analyse and evaluate information to make arguments (20%)
Addressed a complete set of key issues; insightful, plausible and evidenced arguments.
Addressed most key issues; mostly insightful, plausible and evidenced arguments.
Addressed many key issues; mostly insightful and evidenced arguments.
Addressed some key issues; mostly evidenced arguments.
Addressed limited key issues; some evidenced arguments.
Ability to apply principles or theories to the issues (20%)
Applied relevant principles or theories to all issues.
Applied relevant principles or theories to most issues.
Applied relevant principles or theories to some issues.
Applied mostly relevant principles or theories to some issues.
Applied some relevant principles or theories to some issues.
Ability to draw conclusion and make recommendations based on prior discussion (20%)
Conclusion and recommendations were feasible and logically drawn from prior discussion.
Conclusion and recommendations were mostly feasible and logically drawn from prior discussion.
Conclusion and recommendations were logically drawn from prior discussion.
Conclusion and recommendations were mostly consistent with prior discussion.
Conclusion and recommendations were partly consistent with prior discussion.
Ability to acknowledge sources and comply with Harvard citation style (20%)
Acknowledged all sources; complied with HCS.
Acknowledged most sources; complied with HCS.
Reasonably acknowledged sources; mostly complied with HCS.
Acknowledged more than half of sources; mostly complied with HCS.
Acknowledged limited sources; partly complied with HCS.
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Tutorial Program – Full-time (Hobart)
Note that the tutorial program does not commence until week two of semester.
Week 2 – Globalization and international business Reading: Dainels et al (2013) - Chapter 1
1. What is international business? What are the primary reasons that companies engage in international business?
2. What is globalization? What modes of international business are used by firms that want to globalize? Briefly describe each method.
3. What are three factors that have led to the increased growth in international business in recent decades? Which do you think has been most important and why?
4. What is foreign direct investment? What social factors in the external environment might affect FDI?
Week 3 – The influence of cultural and economic environment on international business Reading: Dainels et al (2013) - Chapter 2 & 4
1. What is the difference between a low-context culture and a high-context culture? How do these differences affect communication in international business dealings?
2. What is the difference between a polycentric, ethnocentric, and geocentric approach to international management? What key factors should a firm consider before adopting one of these approaches?
3. What is inflation? How does inflation affect international business? 4. What is the difference between a developing country and a developed country? What
significant trends are occurring in each type of market that relate to international business decisions?
5. What general characteristics of a country should managers consider when analyzing an economic environment? What specific indicators help managers measure the economic development, performance, and potential of a country?
Week 4 – The influence of legal and political environment on international business Reading: Dainels et al (2013) - Chapter 3 & 5
1. How does a nation's legal environment affect an MNE's marketplace behavior, especially when the rule of man prevails?
2. What are the differences between democratic and totalitarian political systems? What does current research suggest about the spread of democracy and totalitarianism in the world?
3. Case study
Week 5 –International trade and investment theories Reading: Dainels et al (2013) - Chapter 6
1. As an international business manager, how can you benefit from an understanding of international trade theories?
2. What is the difference between the free trade theories of absolute advantage and comparative advantage? How can free trade improve global efficiency?
3. Briefly discuss the theory of absolute advantage and the reasons a country's efficiency improves based on this theory
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Week 6 –Government influence on international trade Reading: Dainels et al (2013) - Chapter 7 & 8
1. What are the rules of origin and regional content provisions of NAFTA? 2. Briefly explain the roles of the World Trade Organization and the United Nations in
international trade. 3. What has been the impact of NAFTA on trade and employment in NAFTA nations?
Week 7 –Global foreign-exchange markets Reading: Dainels et al (2013) - Chapter 9
1. How is foreign exchange traded? What methods are available? 2. What are the two major segments of the foreign exchange market? What types of foreign
exchange instruments are traded within these markets? 3. What is currency speculation? Why is it risky? 4. What are the characteristics of the forward market? Why do companies participate in the
forward market? Provide an example to illustrate your answer Week 8 –The determination of exchange rates Reading: Dainels et al (2013) - Chapter 10
1. How do exchange rate changes affect a company’s marketing, production, and financial decisions? What predictors should a manager monitor to forecast exchange rate changes?
2. What is the International Monetary Fund (IMF)? What are its objectives? What occurs when a country joins IMF today?
3. What led to the Greek financial crisis of 2010? What have been the roles of the IMF and European Central Bank in the crisis? What challenges with the euro facilitated the crisis?
4. What is a black market? Under what conditions might one exist? Week 9 –International business strategy Reading: Dainels et al (2013) - Chapter 11 & 12
1. What are core competencies? How do firms that adopt an international strategy utilize their core competencies? How do firms that adopt a transnational strategy utilize their core competencies?
2. Discuss the characteristics of international, multi-domestic, global and transnational strategies. Include situations and a specific example in which each strategy would be most appropriate.
3. Briefly discuss why simply examining a country’s per capita GDP and its population does not necessarily lead to a good estimate for potential demand.
Week 10 –Entry mode Reading: Dainels et al (2013) - Chapter 13 & 14
1. What is the difference between licensing and cross-licensing? What factors do firms need to consider before entering into licensing agreements?
2. What are the various types of collaborative arrangement options available to international businesses? How can firms most effectively manage international collaborative arrangements?
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3. There are two ways companies can invest in a foreign country. They can either acquire an interest in an existing operation or construct new facilities. Briefly describe the advantages and disadvantages of each alternative.
Week 11 –Marketing globally Reading: Dainels et al (2013) - Chapter 16
1. What factors makes international pricing and distribution more complex than domestic pricing and distribution?
2. What is the gray market? Why are companies concerned about it? 3. How do foreign government regulations affect pricing and promotion for international
businesses? 4. What challenges are created by selling internationally through the Internet? How does e-
commerce affect pricing? Week 12 –Managing international operations Reading: Dainels et al (2013) - Chapter 17
1. What is a supply chain? How does a supply chain differ from materials management and logistics?
2. How has technology altered supply chain management? Discuss some of the available tools. 3. What has been the influence of Japan on supply chain management? In your answer, discuss
the concepts of industrial clustering and quality Week 13 –International human resource management Reading: Dainels et al (2013) - Chapter 20
1. What are the current trends in expatriate allowances? What are the reasons for these changes?
2. What individual characteristics and qualifications should a company consider when choosing managerial candidates for foreign assignments? Which one do you think is most important? Why?
3. What types of employees are increasingly being chosen for expatriate assignments? What characteristics are firms seeking when selecting expatriates?
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Workshop Program – Part-time (Launceston) Workshop 1: Background for International Business (16 July) Reading: Dainels et al (2013) – Chapter 1 This module provides an introduction to the discipline of international business. Topics in this module include an introduction to the three generic themes of international business as a discipline; globalisation and its implications; and major international business activities. Learning outcomes
1. Understand what is meant by the term globalisation; 2. Be familiar with the main drivers of globalisation; 3. Understand major arguments in the debate over the impacts of globalisation; 4. Identify and describe major international business activities; 5. Understand major trend of international trade and investment; 6. Appreciate how the process of globalisation is creating opportunities and challenges for
businesses
Discussion questions: see Hobart tutorial program week 2
Workshop 2: International Business Environment (30 July) Reading: Dainels et al (2013) – Chapter 2, 3, 4 & 5 Countries are different in many ways, which poses particular difficulties and challenges to international businesses. This module discusses the different political, economic and legal systems, economic development levels, cultural values, and ethical standards between countries. The method of environment analyses is also discussed in this module.
Learning outcomes
1. Explain the different political systems of countries; 2. Explain the different economic systems of countries; 3. Explain the different legal systems of countries; 4. Identify the determinants of economic development levels; 5. Describe the political and economic changes happening in transition economies; 6. Discuss the role and implications of culture in business activities; 7. Discuss the ethical issues faced by international businesses; 8. Be able to analyse the environment faced by businesses.
Discussion questions: see Hobart tutorial program week 3 & 4
Workshop 3: Theories and institutions: Trade and Investment (13 August) Reading: Dainels et al (2013) – Chapter 6, 7 & 8 This module discusses various international trade and investment theories including mercantilism, absolute advantages theory, comparative advantages theory, factor endowment theory, country
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similarity theory, product life cycle theory, new trade theory and national competitive advantages theory. These theories explain how and why international trade and investment occur and therefore provide an explanation for the pattern of international trade and investment. These theories are also used to explain the strategic motivations of international business activities. Learning outcomes
1. Describe and discuss each of the theories; 2. Explain international trade and investment patterns; 3. Use the theories to explain various trade and investment activities; 4. Provide theoretical explanation for government trade and investment policies
Discussion questions: see Hobart tutorial program week 5 & 6
Workshop 4: World Financial Environment (27 August) Reading: Dainels et al (2013) – Chapter 9, 10 Topics covered in this module include foreign exchange markets and the determination of foreign exchange rates, international monetary system, World Bank, International Monetary Fund and balance-of-payment account. Their implications for international business are also discussed in this module. The move of foreign exchange rates and international monetary system form an important financial and monetary environment for international business. Managers need to understand how foreign exchange rates are determined and how international monetary system is evolving.
Learning outcomes
1. Know the foreign exchange market; 2. Use the different theories to explain how foreign exchange rates are determined; 3. Be familiar with the historical development of the modern global monetary system; 4. Assess the fixed and floating exchange rate systems; 5. Summarise the role of the World Bank and the International Monetary Fund in the
international monetary system; 6. Describe the function and structure of the balance-of-payment accounting system.
Discussion questions: see Hobart tutorial program week 7 & 8
Workshop 5: Global Strategy, Structure and Implementation (17 September) Reading: Dainels et al (2013) – Chapter 11, 12, 13 & 14 In order to enhance their efficiencies and competitiveness, international businesses must maintain consistency among their external environment, strategic decision-making and organisational structure. This module starts with a discussion on the process of formulating and implementing strategies for international businesses. The strategic alternatives available for international businesses in face of pressures from external environment are considered. Based on the strategic alternatives established, the consequent design of the organisational structures and control systems adopted by international businesses is then discussed.
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Learning outcomes 1. Understand how firms can profit from expanding internationally; 2. Discuss the process of international strategic management; 3. Assess foreign markets for international entry; 4. Assess the pressures of the external environment facing international businesses; 5. Describe the basic strategic alternatives available to international businesses 6. Define the various organisational structures available to international businesses; 7. Discuss how international businesses manage their control function;
Discussion questions: see Hobart tutorial program week 9 & 10
Workshop 6: Managing International Operations (1 October) Reading: Dainels et al (2013) – Chapter 16, 17 & 20 The focus of this module is on the multinational enterprise and the management of cross-border
operations. Major topics include: international marketing, international supply-chain management
and international human resource management.
Learning outcomes 1. To understand a variety of international product policies and their appropriate circumstances; 2. To illustrate how supplier networks function; 3. To explain how inventory management is a key dimension of the global supply chain; 4. To discuss the importance of human resource management; 5. To profile the staffing frameworks used by MNEs; Discussion questions: see Hobart tutorial program week 11, 12 & 13 Workshop 7: Unit Overview and Case Analysis (15 October)
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Study Schedule – Full-time (Hobart)
Week Start of
Week
Module
Topic
Text
Chapter
Due Dates
1 15 July
1 Module 1.1 Globalisation and international business
1
2 22 July
Module 1.2 The influence of Cultural and economic environment on international business
2 & 4
3 29 July
Module 1.3 The influence of political and legal environment on international business
3 & 5 Module 1 online test due
4 5 August
2 Module 2.1 International trade and investment theories
6
5 12 August
Module 2.2 Government influence on international trade
7 & 8 Module 2 online test due
6 19 August
3 Module 3.1 Global foreign- exchange markets
9 Individual business environment report due on 23 Aug at 2:00 pm
7 26 August Module 3.2 The determination of exchange rates
10 Module 3 online test due
Mid-semester break: 2 – 6 September 2013
8 9 September 4 Module 4.1 International business
strategy 11 & 12
9 16 September
Module 4.2 Entry mode 13 & 14 Module 4 online test due
10 23 September
5 Module 5.1 Marketing globally 16
11 30 September
Module 5.2 Managing international operations
17
12 7 October
Module 5.3 International human resource management
20 Module 5 online test due
13 14 October
Unit Overview, case study and assignment workshop
Take home exam due on 28 Oct at 2:00 pm
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Study Schedule – Part-time (Launceston)
Workshop
Workshop
Dates
Topic
Text Chapter Due Dates
1 16 July
Background for International Business
2 30 July
International Business Environment
3
13 August
Theories and Institutions: Trade and Investment
Individual business environment report due on 23 Aug at 2:00 pm
4 27 August
World Financial Environment
5 17 September
Global Strategy, Structure, and Implementation
6 1 October
Managing International Operations
7 15 October
Unit Overview and Case Analysis
Major Assignment due on 28 Oct at 2:00 pm
