Post on 10-Jul-2020
Australian School of Business School of Organisation and Management
MGMT 5601
GLOBAL BUSINESS AND MULTINATIONAL ENTERPRISE
COURSE OUTLINE
TABLE OF CONTENTS
1. STAFF CONTACT DETAILS 1
2. COURSE DETAILS 1
2.1 Teaching Times and Locations 1 2.2 Units of Credit 1 2.3 Summary of Course 1 2.4 Course Aims and Relationship to Other Courses 1 2.5 Student Learning Outcomes 2
3. LEARNING AND TEACHING ACTIVITIES 3
3.1 Approach to Learning and Teaching in the Course 3 3.2 Learning Activities and Teaching Strategies 3
4. ASSESSMENT 3
4.1 Formal Requirements 3 4.2 Assessment Details 4 4.3 Assessment Format 4 4.4 Assignment Submission Procedure 8 4.5 Late Submission 8
5. ACADEMIC HONESTY AND PLAGIARISM 8
6. COURSE RESOURCES 8
7. COURSE EVALUATION AND DEVELOPMENT 10
8. STUDENT RESPONSIBILITIES AND CONDUCT 10
8.1 Workload 10 8.2 Attendance 11 8.3 Special Consideration and Supplementary Examinations 11 8.4 General Conduct and Behaviour 11 8.5 Occupational Health and Safety 11 8.6 Keeping Informed 11
9. ADDITIONAL STUDENT RESOURCES AND SUPPORT 12
10. COURSE SCHEDULE 13
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1. STAFF CONTACT DETAILS
You are required to adhere to consultation hours set by the course coordinator/lecturer.
In special circumstances, an appointment may be made outside regular consultation
hours. In addition, you may post course-specific inquiries to the Course Website.
2. COURSE DETAILS 2.1 Teaching Times and Locations
NB: Students are expected to attend the lecture and seminar class in which they are
enrolled.
Times and locations may be subject to change depending on student enrolment.
2.2 Units of Credit
This course has a 6 Unit of Credit (UOC) value.
2.3 Summary of Course
This course surveys the theory and practice of global business and the multinational
enterprise (MNE). The course focuses on the key factors that shape the globalisation
process, the international business environment, the internationalisation of the firm and
MNE entry modes. Specifically, the main topics covered in the course include the
analysis of the changing international business environments (political, legal, economic,
and socio-cultural), the process of globalisation and its impact on firms, the role of
supranational organisations (including the World Trade Organisation (WTO) and
regional economic trading blocs), and different forms of servicing foreign markets
(including foreign direct investment (FDI), joint ventures, strategic alliances, exporting,
licensing/franchising).
2.4 Course Aims and Relationship to Other Courses
Course Aims
The aims of this course are:
1. to introduce students to the development of the multinational enterprise and the
process of firm internationalisation;
2. to explore how international business is affected by the many different types of
environments (political, economic, socio-cultural) in which it operates;
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3. to assess the role of supranational organisations, especially the WTO and regional
economic agreements, in affecting market access; and
4. to analyse the modes of international involvement and explain why and in what
forms international operations take place.
Relationship to Other Courses
Designed to be an introduction to international business, this course is a core course in
the International Business specialisation. The course content allows students to have a
better understanding of the international business environment impinging on
multinational enterprises and their international modes of operation. The concepts,
theories and frameworks addressed in this course complement other courses, especially
international business and international management courses within the Australian
School of Business.
2.5 Student Learning Outcomes
On successful completion of this course, a student should be able to:
1. understand and explain concepts and theories concerning the global business
environment;
2. apply conceptual frameworks and theories to current events in the global
business environment and to actual behaviour of firms that engage in
international operations;
3. explain and discuss the seminal and contemporary international business
literature;
4. display improved skills in critical thinking, analysis, and problem solving;
5. demonstrate improved skills in independent research and communication; and
6. understand the processes of working within a group and show evidence of ability
to collaborate with others.
Graduate Attributes
This course contributes to your development of the following Australian School of
Business Graduate Attributes, which are the qualities, skills and understandings we
want you to have by the completion of your degree, as shown in the table below.
Course
Learning
Outcomes
ASB Graduate Attributes
2, 4, 5 1. Critical thinking and problem solving
3, 5, 6 2. Communication
5, 6 3. Group work and leadership
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1, 2, 3, 4 4. Social, ethical and global perspectives
1, 2, 3 5. In-depth engagement with relevant disciplinary knowledge
5 6. Professional skills
3. LEARNING AND TEACHING ACTIVITIES 3.1 Approach to Learning and Teaching in the Course
The approach adopted in this course is highly interactive, requiring you to actively
participate and engage in learning process. It also requires you to prepare for each
lecture and seminar in advance.
In particular, efforts will be made to ensure you achieve your maximum learning
potential by focusing on:
application of concepts/theories to real-world settings;
provision of valuable insights into real-firm situations;
active individual initiatives to learning; and
collaborative teamwork.
3.2 Learning Activities and Teaching Strategies
The lectures provide a synthesis of both theoretical concepts and applied materials from
a range of sources including your own prior knowledge and experiences. In order to
make the most out of the lectures, you are expected to read assigned readings prior to
each lecture.
The weekly seminars are designed to extend your understanding of concepts, refine your
analytical skills, and apply the concepts presented in lectures to actual situations.
Because seminars rely heavily on student interaction through group presentation,
discussion, analysis of cases, and class exercises, it is essential that preparation for each
seminar be completed in advance. The seminars provide you with opportunities to
communicate ideas in a supportive environment and develop interpersonal skills
through working together in diverse groups.
4. ASSESSMENT 4.1 Formal Requirements
In order to pass this course you must
a) make a satisfactory attempt at all assessment tasks (see below) AND
b) attain an overall mark of at least 50 percent of the maximum possible total.
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4.2 Assessment Details
Assessment Task Type Weighting Learning
Outcomes
ASB Graduate
Attributes
Length Due Date
Mid-session exam Individual 15% 1, 2, 3, 4 1, 5, 6 1 hour Week 6
Final examination Individual 40% 1, 2, 3, 4, 5 1, 2, 5, 6 2 hours Exam period
Participation Individual 5% 2, 5 1, 2 N/A Ongoing
Case presentation Group 10% 2, 4, 5, 6 1, 2, 3 30-45 min
Weeks 4-10
Internationalisation project
- Presentation
- Report
Group
10%
20%
1-6
1-6
1-6
1-6
20-25 min
2000 words
Weeks 11-12
Week 11
Total 100%
4.3 Assessment Format
4.3.1 Mid-Session Exam (1-hour, weight 15%)
A one-hour mid-session exam will be held in Week 6 during the lecture time. Details
about the exam will be communicated in due course. The time and venue of the exam
are as follows:
4.3.2 Final Examination (2-hour, weight 40%)
This will take the form of a two-hour exam. The exam will be conducted externally and
supervised by the UNSW Examinations Section. Details will be communicated in due
course.
4.3.3 Case Presentation (weight 10%)
The key activity during the seminars is to assess and debate on the problems faced by
real-life international organisations. Weekly analysis of cases provides valuable insights
into real firm situations and allows you to apply theoretical and other insights in a
practical real world setting. As each case is usually fairly substantial in length it is
critical that you read the case carefully beforehand so that you are aware of both the
detail of the case and the issues involved. A detailed guide to case analysis will be
provided in Week 3.
Groups will be formed during the first seminar meeting in Week 2 and will each be
assigned a case (found in this Course Outline and Website) to lead the discussion in
subsequent seminars (Weeks 4-10). The presentations are designed to improve your
analytical and presentation skills and each assigned group will play the common role of
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a cross-functional management team presenting their assessment of a specific
problem(s). As these are formal presentations, presenters are expected to wear a dress
shirt and at least a tie for men. The time allocated for each presentation is 30-45
minutes including the class discussion time.
In order to effectively lead the seminar discussion, groups need to:
- provide their own case analysis
- stimulate a class discussion on the assigned case
- summarise the main points and issues raised in the class discussion.
Please hand in a copy of your slides in the handout form, i.e. six slides per page, along
with the Case Presentation Assessment Sheet included in this Outline, to your Seminar
leader at the end of your presentation. Students will be advised of their assessed marks
for the Case Presentations in a couple of weeks unless advised otherwise.
4.3.4 Internationalisation Project
This group project consists of two parts: i) Presentation and ii) Report. In groups,
students will analyse the internationalisation process of an Australian MNE.
Specifically, the task involved in this project entails:
the firm’s sequence of market entry/withdrawal, and explanations for its market
selection;
the ways in which the firm services its foreign markets (i.e. entry/operation
modes), and the reasons why these forms of foreign market servicing have been
chosen;
major changes in the firm’s internationalisation, and why these changes have
occurred e.g. switches in operation modes;
current industry and environmental conditions, and how these are
affecting/likely to affect the firm’s internationalisation; and
managerial implications, i.e. normative recommendations for management, both
of the firm under study and managers of MNEs generally
It is expected that groups will consult newspapers, trade/industry reports and
periodicals, and the popular press such as Business Review Weekly, The Economist, Financial Times, etc. (these publications can be accessed via Factiva and ABI/Inform).
Students should also use academic journals and commentary as sources for their
analysis. Groups should not just rely upon internet sources alone. Some variations on
the topic may be possible (e.g. focus on the selected firm’s record in one particular
market, or compare two different firms in the one industry), however these need to be
approved by the Seminar leader.
The assignment should represent an equal contribution by all group members, although
the allocation of tasks involved is the prerogative of individual groups. Group work can be rewarding but requires considerable cooperation and coordination between group members. It is important to clarify your roles early in the project, make regular meeting dates, and establish time lines for finishing work.
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It is also essential that you maintain a record of group discussions, email exchanges and
meetings – this record (Group Diary) is to be submitted as an appendix to the Report. In
addition, each group is required to attach a completed Study Team Agreement to their
Report. The agreement is designed to assist your study team to create structures and
norms for working together effectively and will be distributed in the first seminar in
Week 2.
A confidential peer assessment will be available for you to evaluate the contribution of
each group member (including yourself) to the project.
The peer assessment form is available in this Course Outline.
Completed forms are to be submitted via email or in person in Week 12.
All peer assessments will be treated as strictly confidential.
Groups are to submit a project proposal in seminars in Week 5, attached to the cover
sheet included in this Course Outline. The proposal should include:
A brief (no more than 300 words) proposal that specifies the firm that the group
has chosen, an overview of the firm’s internationalisation, and a list of ten
references they have found useful to their research.
A brief consensus of the responsibilities and duties of each of the group members
(including name and student ID), with the signatures of all members.
This proposal will mainly serve as a helping deadline for groups; however, five marks
will be deducted from their project report if a group fails to submit a project proposal on
time.
Project consultations are scheduled in Week 8, to which groups will be expected to bring
along the work completed to date and discuss interim findings. Whenever time permits,
at the end of each weekly seminar, 10-15 minutes will be set aside for group
consultations on their projects.
i) Project Presentation (weight 10%)
Project presentations are to be held in Weeks 11 & 12 seminars
The allotted time for the project presentation is 20-25 minutes, including the class
discussion time. There is no standardised presentation strategy, but I suggest you begin
what you are going to tell, what you have found, and the managerial implications of the
findings. Also, please refer to the suggested Report structure below and the Project presentation feedback sheet at the back of this Outline for further information. Given
the time constraints (25 minutes at the maximum), you need to exercise your
professional discretion to deliver the key thrust of your project findings effectively. Be
sure to work as a team and use transitions.
ii) Project Report (weight 20%)
The Project Report is to be submitted in Week 10 Lecture
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Your report should include in-text citations and a reference list and be no more than
2000 words in length (excluding the list of references, appendices and the group diary).
The format for the Project Report is double-spacing with 2.54 cm margins, and using
Times New Roman 11 or 12 point font. Please show the word count, along with all other
details on the cover sheet. It is essential that you consult and abide by university
regulations regarding plagiarism.
Report structure
Your report needs to contain:
the cover sheets included in this outline;
table of contents: list the main sections of the report as well as any subheadings;
executive summary: a short explanation summarising the report’s purpose, findings,
conclusions and managerial implications;
introduction: outline the purpose and scope of the report clearly. The introduction
should also define key terms and provide a brief background to the topic. The
introduction should provide a brief outline of the rest of the report;
methodology: a brief description of how you researched the topic, particularly sources
used;
findings and discussion: this should be split into sections, each headed by a
subheading. The precise breakdown of subheadings is a decision for your group and
will depend on your key arguments and findings. Your discussion should be based on
an understanding of key IB concepts and theories;
managerial implications and conclusion: highlight the main contribution and
implications of your findings;
reference list: it is essential that you provide in-text citations throughout the report
and a reference list in a separate section at the end of the report. The Faculty’s
Education Development Unit has a useful guide to referencing that groups are
encouraged to follow. The guide can be accessed via the course website;
appendices (if any); and
group diary: your group diary should briefly chronicle the dates of each group
meeting held, the division of work among group members, attendance at group
meetings and the minutes of meetings, as well summaries of email discussions. Each
member must sign off on the diary and the diary is to be submitted as an appendix to
your report.
study team agreement: submit your completed form(s) as an appendix to your report
with the signatures of all members.
Refer to the Report feedback sheet at the back of this Outline for further information
on the requirements.
The schedule for the Internationalisation Project is therefore as follows:
Project stage Due date
Group formation Week 2
Project proposal Week 5
Project consultations Week 8/Ongoing
Project report Week 10
Project presentations Weeks 11-12
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4.4 Assignment Submission Procedure
Students must keep a copy of all assignments submitted for assessment and their
returned marked assignments. Students must also attach the appended coversheets to
their assignments.
4.5 Late Submission
Extensions will only be granted on medical or compassionate grounds under extreme
circumstances, and will not be granted because of work and other commitments.
Requests for extensions must be made in writing to the course coordinator prior to the
due date. Medical certificates or other evidence of extreme misfortune must be attached
and must contain information that justifies the extension sought. Late assignments
which have not been granted an extension will incur a penalty of 10 per cent of the
assigned mark per day.
5. ACADEMIC HONESTY AND PLAGIARISM
The University regards plagiarism as a form of academic misconduct, and has very
strict rules regarding plagiarism. For UNSW’s policies, penalties, and information to
help you avoid plagiarism see: http://www.lc.unsw.edu.au/plagiarism/index.html as well
as the guidelines in the online ELISE tutorial for all new UNSW students:
http://info.library.unsw.edu.au/skills/tutorials/InfoSkills/index.htm.
Optional links:
To see if you understand plagiarism, do this short quiz: http://www.lc.unsw.edu.au/plagiarism/plagquiz.html
For information on how to acknowledge your sources and reference correctly, see:
http://www.lc.unsw.edu.au/onlib/ref.html
For the ASB Harvard Referencing Guide, see:
http://wwwdocs.fce.unsw.edu.au/fce/EDU/harvard_ref_guide.pdf
6. COURSE RESOURCES 6.1 Course Website
This course has a Blackboard page that can be accessed via the following URL address:
http://telt.unsw.edu.au . To enter the site you will be asked for your Blackboard ID (your
student ID, preceded by a ‘z’) and your password (your UniPass). Weekly lecture notes
and supporting materials will be posted to the course website.
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6.2 Textbook and Cases (Prescribed)
Hill, Charles, W.L. (2011, 8th edition), International Business: Competing in the Global
Marketplace, McGraw-Hill: New York.
The cases for seminars can be found in the Course website.
6.3 Additional Readings (Recommended)
In addition to book chapters and cases, students are recommended to read a series of
readings prior to specific lectures. These additional weekly readings required for
lectures and seminars are detailed on pp. 22-23 of this Course Outline and can be found
in the Course website. All students should come to the classes having completed the
readings. Further readings, which may be of interest, are also listed below.
6.4 Additional Reference Materials
Buckley, Peter J. and Ghauri, Pervez N. (eds), 1999. The Internationalisation of the
Firm: A Reader (2nd Edition), ITP.
Cavusgil, S. Tamer, Knight, G., and Riesenberger, John R., 2008. International
Business: Strategy, Management, and the New Realities, Pearson Prentice Hall.
Daniels, John D., Radebaugh, Lee H. and Sullivan, D.P., 2007. International Business:
Environments and Operations (11th Edition), Pearson Prentice Hall.
Dunning, John H., 1993. Multinational Enterprises and the Global Economy, Addison-
Wesley.
Moosa, Imad A., 2002. Foreign Direct Investment: Theory, Evidence and Practice,
Palgrave.
Root, Franklin, 1998. Entry Strategies for International Markets (2nd Edition), Jossey-
Bass.
Rugman, Alan M. and Brewer, Thomas L., 2001. The Oxford Handbook of International
Business, Oxford University Press.
Tayeb, Monir (ed.), 2000. International Business: Theories, Policies and Practices,
Pearson.
---- (ed.), 2001. International Business Partnership: Issues and Concerns, Palgrave.
6.5 Additional Course Resources
You should also acquaint yourself with the major academic journals in international
business and are expected to utilise these journals for assignments and projects. Key
journals include Journal of International Business Studies, Management International Review, Journal of International Management, Academy of Management Journal, Strategic Management Journal, Journal of World Business and International Business
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Review. These can be accessed via university library databases (e.g. ABI/Inform,
Emerald, ScienceDirect). In addition, you should keep abreast of current events in the global business
environment. Useful global media sources include The Economist, The Far Eastern Economic Review, The Financial Times, BusinessWeek, Fortune and The Wall Street Journal. These publications can be accessed via the university library’s database
Factiva.
7. COURSE EVALUATION AND DEVELOPMENT
Each year feedback is sought from students about this course and continual
improvements are made based on this feedback. UNSW's Course and Teaching
Evaluation and Improvement (CATEI) Process is one of the ways in which student
evaluative feedback is gathered. Significant changes to courses and programs within the
School are communicated to subsequent cohorts of students. For more information
please see:
(http://www.ltu.unsw.edu.au/content/course_prog_support/catei.cfm?ss+0)
8. STUDENT RESPONSIBILITIES AND CONDUCT
Students are expected to be familiar with and adhere to university policies in relation to
class attendance and general conduct and behaviour, including maintaining a safe,
respectful environment; and to understand their obligations in relation to workload,
assessment and keeping informed.
Information and policies on these topics can be found in the ‘A-Z Student Guide’:
https://my.unsw.edu.au/student/atoz/ABC.html. See, especially, information on
‘Attendance and Absence’, ‘Academic Misconduct’, ‘Assessment Information’,
‘Examinations’, ‘Special Consideration’, ‘Student Responsibilities’, ‘Workload’ and
policies such as ‘Occupational Health and Safety’. 8.1 Workload
It is expected that you will spend at least ten hours per week studying this course. This
time should be made up of reading, research, working on exercises and problems, and
attending classes. In periods where you need to complete assignments or prepare for
examinations, the workload may be greater.
Over-commitment has been a cause of failure for many students. You should take the
required workload into account when planning how to balance study with employment
and other activities.
8.2 Attendance
Your regular and punctual attendance at lectures and seminars is expected in this
course. University regulations indicate that if students attend less than eighty per cent
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of scheduled classes they may be refused final assessment. Failure to meet this
requirement will affect your mark.
8.3 Special Consideration and Supplementary Examinations
You must submit all assignments and attend all examinations scheduled for your course.
You should seek assistance early if your suffer illness or misadventure which affects
your course progress. For advice on UNSW policies and procedures for granting special
consideration and supplementary exams, see: ‘UNSW Policy and Process for Special
Consideration’ at https://my.unsw.edu.au/student/atoz/SpecialConsideration.html
Applications for special consideration (including supplementary examinations) must
go through UNSW Central administration (within 3 working days of the assessment
to which it refers) – applications will not be accepted by teaching staff;
Applying for special consideration does not automatically mean that you will be
granted additional assessment or that you will be awarded an amended result;
If you are making an application for special consideration (through UNSW Central
Administration) please notify your Lecturer in Charge;
Please note that a register of applications for Special Consideration is maintained.
History of previous applications for Special Consideration is taken into account when
considering each case.
8.4 General Conduct and Behaviour
You are expected to conduct yourself with consideration and respect for the needs of
your fellow students and teaching staff. Conduct which unduly disrupts or interferes
with a class, such as ringing or talking on mobile phones, is not acceptable and students
may be asked to leave the class. More information on student conduct is available at:
www.my.unsw.edu.au
8.5 Occupational Health and Safety
UNSW Policy requires each person to work safely and responsibly in order to avoid
personal injury and to protect the safety of others. For more information, see
https://my.unsw.edu.au/student/atoz/OccupationalHealth.html.
8.6 Keeping Informed
You should take note of all announcements made in lectures, tutorials or on the course
web site. From time to time, the University will send important announcements to your
university e-mail address without providing you with a paper copy. You will be deemed
to have received this information. It is also your responsibility to keep the University
informed of all changes to your contact details.
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9. ADDITIONAL STUDENT RESOURCES AND SUPPORT
The University and the ASB provide a range of support services for students, including:
ASB Education Development Unit
The Education Development Unit (EDU) provides learning support and assistance to all
students in the ASB, to enable them to enhance the quality of their learning. The EDU
services are free, and tailored to meet the academic needs of students in the Australian
School of Business.
The role of the EDU is to provide
A range of support initiatives for students from the Australian School of
Business in relation to their transition to university;
Learning skills development, resources and activities for Business students
Academic writing and skills workshops throughout the session;
Printed and online study skills resources, such as referencing guides, report
writing and exam preparation;
A drop-in EDU Office containing books and resources that can be borrowed;
A consultation service for students with individual or small group learning
needs.
EDU Contact Details
Location Room GO7 Ground Floor (opposite to Student Centre),
West Wing, Australian School of Business Building
Telephone: 02 9385 5584
Email: Edu@unsw.edu.au
Website www.business.unsw.edu.au/edu
UNSW Learning Centre (www.lc.unsw.edu.au):
Academic skills support services, including workshops and resources, for all UNSW
students. See website for details.
Blackboard eLearning support:
To access the Blackboard online support site for students, follow the links
from www.elearning.unsw.edu.au to UNSW Blackboard Support / Support for Students.
Additional technical support: Email: itservicecentre@unsw.edu.au; Ph: 9385 1333
Library training and search support services:
http://info.library.unsw.edu.au/web/services/services.html
UNSW IT Service Desk: Technical support for problems logging in to websites,
downloading documents etc. Library, Level 2; Ph: 9385 1333.
Website: www.its.unsw.edu.au/support/support_home.html
UNSW Counselling Service (http://www.counselling.unsw.edu.au)
Free, confidential service for problems of a personal or academic nature; and workshops
on study issues such as ‘Coping With Stress’ and ‘Procrastination’.
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Office: Level 2, Quadrangle East Wing ; Ph: 9385 5418
Student Equity & Disabilities Unit (http://www.studentequity.unsw.edu.au) Advice
regarding equity and diversity issues, and support for students who have a disability or
disadvantage that interferes with their learning. Office: Ground Floor, John Goodsell
Building; Ph: 9385 4734
10. COURSE SCHEDULE
A list of scheduled lecture and seminar topics, cases, readings and other activities for
each week is provided on Pages 21-23 of this Course Outline for your easy reference
throughout the session. Please note that all materials covered in lectures, prescribed
readings, and seminars are examinable.
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MGMT 5601 Global Business and Multinational Enterprise
PROJECT PROPOSAL COVER SHEET
Group Member 1 Name____________________________________________________ Student ID________________________________________________ Contact phone number(s)____________________________________ Email address_____________________________________________ Group Member 2 Name____________________________________________________ Student ID________________________________________________ Contact phone number(s)____________________________________ Email address_____________________________________________ Group Member 3 Name____________________________________________________ Student ID________________________________________________ Contact phone number(s)____________________________________ Email address_____________________________________________ Group Member 4 Name____________________________________________________ Student ID________________________________________________ Contact phone number(s)____________________________________ Email address_____________________________________________ Group Member 5 Name____________________________________________________ Student ID________________________________________________ Contact phone number(s)____________________________________ Email address_____________________________________________ Choice of company:____________________________________________
Signatures 1. ___________________ 2.______________________
3. ____________________ 4.______________________ 5.______________________ Your proposal is due in Week 5.
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School of Organisation and Management
INTERNATIONALISATION PROJECT REPORT COVER SHEET (GENERIC)
Student Numbers:
Student Names:
Course: MGMT 5601
Lecturer:
Day: Seminar Time:
Classroom:
Project title:
Word count:
Date Due:
Date Submitted:
We declare that this assessment item is our own work, except where acknowledged, and has not been submitted for academic credit elsewhere, and acknowledge that the assessor of this item may, for the purpose of assessing this item: a. Reproduce this assessment item and provide a copy to another member of the University;
and/or, b. Communicate a copy of this assessment item to a plagiarism checking service (which may then
retain a copy of the assessment item on its database for the purpose of future plagiarism checking).
c. We certify that we have read and understood the University Rules in respect of Student Academic Misconduct.
Signed: ....................................................
date:
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MGMT 5601 Global Business and Multinational Enterprise
INTERNATIONALISATION PROJECT: REPORT COVER SHEET
(SPECIFIC) Group Member 1 Family Name_________________________________ Given Name__________________________________ Student ID___________________________________ Group Member 2 Family Name_________________________________ Given Name__________________________________ Student ID___________________________________ Group Member 3 Family Name_________________________________ Given Name__________________________________ Student ID___________________________________ Group Member 4 Family Name_________________________________ Given Name__________________________________ Student ID___________________________________ Group Member 5 Family Name_________________________________ Given Name__________________________________ Student ID___________________________________
We certify that this project is our work based on our own study and/or research, and that we have acknowledged all material and sources used in the preparation of this project whether they be books, articles, reports, lecture notes or any other kind of document or personal communication. We also certify that this assignment has not previously been submitted for assessment in any other subject or at any other time in the same subject and that we have not copied in part or whole or otherwise plagiarised the work of other students and/or persons.
Signatures 1. ___________________ 2.______________________
3. ____________________ 4.______________________
5.______________________
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MGMT 5601 Global Business and Multinational Enterprise
Internationalisation Project: Report Feedback
Name of Students ……………………………………………………………………………..
……………………………………………………………………………..
Weak Satisfactory Good Very good
Outstanding
Analysis
Application of concepts
Content and relevance
Originality
Organisation
Literature support for arguments
Writing style
Grammar and spelling
References
Mark____________________/20_ Signed_______________________ Comments:
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MGMT 5601: Global Business and Multinational Enterprise
Internationalisation Project: Presentation Assessment
Surname Given Name Student number (1) (2) (3) (4) (5)
RATING Poor Satisfactory Good Very good
Outstanding
Analysis/Content
Application of core concepts
Comprehensiveness
Research effort
Delivery/Style
Organisation (including structure, coordination)
Use of visual aids
Style (clarity, projection, enthusiasm, maintenance of eye contact, etc.)
Creativity
Class discussion
Management of class discussion (responding to questions/issues raised; stimulating audience involvement)
Comments: Mark: /10
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MGMT 5601: Global Business and Multinational Enterprise
Case Presentation Assessment Sheet
Surname Given Name Student number (1) (2) (3) (4) (5)
RATING Poor Satisfactory Good Very good
Outstanding
Analysis/Content
Identification of problem(s), issues, and solutions
Application of core concepts
Comprehensiveness
Use of evidence/support
Research effort
Delivery/Style
Organisation (including structure, coordination)
Use of visual aids
Style (clarity, projection, enthusiasm, maintenance of eye contact, etc.)
Creativity
Class discussion
Management of class discussion (responding to questions/issues raised; stimulating audience involvement)
Comments: Mark: /10
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MGMT 5601: Global Business and Multinational Enterprise
INTERNATIONALISATION PROJECT PEER REVIEW FORM Name: ……………………………………………………… SID: ………………………… Signature……………………………..
Please rate yourself and your group members on the basis of contribution to the
group project. This evaluation is confidential so please reply honestly. Use the
following scale:
SCALE: A = Outstanding B = Good C = Average D = Poor E = Very poor
Group Members: Self:
Name: Name: Name: Name:
Contribution to project report
Contribution to project presentation
This peer review is due in Week 12.
21
LECTURE AND SEMINAR SCHEDULES- MGMT 5601 S1 2011
WEEK BEGINNING
LECTURE TOPIC
SEMINAR CASE/ACTIVITY READINGs
1
Course Overview Introduction to International Business
No seminar No reading for this week
2
Globalisation and the Multinational Enterprise (MNE)
Class exercise Group formation Allocation of weekly cases
Hill, chapter 1 Readings
3
Country Analysis 1: Political and Legal Environment Case analysis method Sample case
Hill, chapters 2 & 4 Readings
Course ReadingsCourse Readings
4
Country Analysis 2 : Economic and Financial Environment
Case: Politics, Institutions and Project Finance: the Dabhol Power Project
Hill, chapters 2 & 10 Readings
5
Country Analysis 3: Socio-Cultural Environment
Case: Roustam Tariko (A): Russian Entrepreneur
(Project proposal is due in seminar)
Hill, chapter 3 Readings
6
MID-SESSION EXAM (in Lecture) NO LECTURE/SEMINAR THIS WEEK
7
World Trading System: Multilateralism and Regionalism Case: Matra-Ericsson Telecommunications
Class exercise
Hill, chapters 6 & 8 Readings
8
The Internationalisation of the Firm Project consultations Hill, chapter 12 Readings
MID-SESSION BREAK
9
Foreign Direct Investment: Theory and Trends Case: Resuming Internationalisation at Starbucks 2010
Hill, chapter 7 Readings
10
Exporting, Licensing and Franchising Case: Netcare’s Internationalisation
(Project report is due in lecture)
Hill, chapters 14 & 15 Readings
11
International Joint Ventures and Strategic Alliances Project presentations
Hill, chapter 14 Readings
12
Course revision Project presentations
(Peer review is due)
No reading for this week
13
No lecture Wrap-up No reading for this week
22
List of recommended readings
Week 2
Govindarajan, V. and Gupta, A. (2000), ‘Analysis of the Emerging Global
Arena’, European Management Journal, 18(3), pp. 274-284.
Ghemawat, P. (2001), ‘Distance Still Matters: The Hard Reality of Global
Expansion’, Harvard Business Review, September, pp. 137-147.
Week 3
Iankova, E. and Katz, J. (2003), ‘Strategies for Political Risk Mediation by
International Firms in Transition Economies: The Case of Bulgaria’,
Journal of World Business, 38, pp. 182-203.
Alon, I. and Herbert, T.T. (2009), ‘A Stranger in a Strange Land: Micro
Political Risk and the Multinational Firm’, Business Horizons, 52, pp. 127-
137.
Week 4
Buck, T. et al. (2000), ‘Different Paths to Economic Reform in Russia and
China’, Journal of World Business, 35(4), pp. 379-400.
Week 5
Fenwick, M. et al. (2003), ‘Is Cultural Similarity Misleading? The
Experience of Australian Manufacturers in Britain’, International Business Review, 12, pp. 297-309.
Ibarra, H. (1996), ‘National Cultures and Work-Related Values: The
Hofstede Study’, Harvard Business School (HBS) 9-496-044.
Week 7
Lawton, T.C. and McGuire, S.M. (2001), ‘Supranational Governance and
Corporate Strategy’, International Business Review, 10, pp. 217-233.
Week 8
Johanson, J. and Vahlne, J.E. (1977), ‘The Internationalisation of the Firm:
A Model of Knowledge Development and Increasing Foreign Market
Commitments’, Journal of International Business Studies, 8(1), pp. 23-32.
Forsgren, M. (2002), ‘The Concept of Learning in the Uppsala
Internationalisation Process Model: A Critical Review, International Business Review, 11, pp. 257-277.
Week 9
Dunning, J.H. (2000), ‘The Eclectic Paradigm as an Envelope for Economic
and Business Theories of MNE Activity’, International Business Review, 9,
pp. 163-190.
Hastings, D.F. (1999), ‘Lincoln Electric’s Harsh Lessons from International
Expansion’, Harvard Business Review, May-June, pp. 3-11.
Week 10
Wu, F., Sinkovics, R.R., Cavusgil, S.T., and Roath, A.S. (2007), ‘Overcoming
Export Manufacturers’ Dilemma in International Expansion’, Journal of International Business Studies, 38, pp. 283-302.
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Mottner, S. and Johnson, J.P. (2000), ‘Motivations and Risks in
International Licensing: A Review and Implications for Licensing to
Transitional and Emerging Economies’, Journal of World Business, 35(2),
pp. 171-188.
Week 11
Lyles, M.A. and Salk, J.E. (1996, 2007), ‘Knowledge Acquisition from
Foreign Parents in International Joint Ventures: An Empirical Examination
in the Hungarian Context’, Journal of International Business Studies, 38,
pp. 3-18.
Das, T.K. and Teng, B.S. (2002), ‘The Dynamics of Alliance Conditions in the
Alliance Development Process’, Journal of Management Studies, 39(5), pp.
725-746.