Students
BUS 301 – Global Business Strategy
2014 – S1 Day
General Information
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| Unit convenor and teaching staff |
Unit convenor and teaching staff
Unit Convenor
Yue Wang
Contact via yue.wang@mq.edu.au
Room 642, Building E4A
Friday 3-5 pm
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|---|---|
| Credit points |
Credit points
3
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| Prerequisites |
Prerequisites
39cp including BUS202
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| Corequisites |
Corequisites
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| Co-badged status |
Co-badged status
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| Unit description |
Unit description
This unit examines the key business policy decisions in managing an international business including: sources of competitive advantage in international competition; foreign market entry strategies; international strategic alliances; global competitive dynamics; product and geographic diversification strategies; multinational organisational structures; and international corporate governance systems. By the end of the unit students should have an improved understanding of the process of developing a strategy for an international business as well the key factors in the firm and its external environment that must be considered.
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Important Academic Dates
Information about important academic dates including deadlines for withdrawing from units are available at https://www.mq.edu.au/study/calendar-of-dates
Learning Outcomes
On successful completion of this unit, you will be able to:
- Explain key concepts and theories in international strategic management
- Apply relevant concepts, theories and techniques to identify and analyse key strategic issues in international business
- Evaluate complex strategic issues/problems in global business and develop recommendations to solve the problems
- At the highest level of learning, students will be able to design new conceptual frameworks and techniques for strategy analysis based on the economic principles (ideas, concepts etc.) introduced in the course
Assessment Tasks
| Name | Weighting | Due |
|---|---|---|
| Group presentation | 30% | week 7-13 tutorials |
| Final Exam | 40% | university examination period |
| Individual Assignment | 30% | 4 pm 9 May |
Group presentation
Due: week 7-13 tutorials
Weighting: 30%
Due Date: week 7-13 tutorials
Weight: 30%
There will be seven groups for each tutorial class. From week 7 to week 13, each group will need to make a presentation in the tutorial class, based on an allocated case study.
The case reading material can be found in the Unit Reader and provides only a basic background and case questions, students are expected to search the additional and/or updated information (e.g. newspapers and other media outlets) relevant to their presentation topics. Students should introduce the case first and then analyse the case questions through reference to course material as well as additional research. The presentation should be about 35-45 minutes, depending on the number of students in the group and the number of questions for the case. Beyond addressing the case questions, students are encouraged to raise and/or solve additional research questions based on for example updated information about the case. The presentation will be followed by audience questions and discussions chaired by your tutor. The audience will provide a group-based peer review for the presenting group.
Each group member is expected to participate in the presentation. Each group should determine the format of presentation and prepare PowerPoint handouts for the audience. Student presentations will provide a focus for class discussion within these weeks’ tutorials. Your tutor will mark and comment on a marking sheet and return to you in the following week’s class. The mark will include the average mark from peer reviews provided by other groups.
Late Assessment-WARNING
EXTENSIONS ON THE ASSESSMENT TASK WILL NOT BE GRANTED EXCEPT WHERE THERE ARE EXTENUATING CIRCUMSTANCES SUPPORTED BY MEDICAL EVIDENCE OR IN INSTANCES WHERE PRIOR AGREEMENT HAS BEEN MADE WITH THE LECTURER. STUDENTS WHO HAVE NOT PARTICIPATED IN THE GROUP PRESENTATIONS ON THE DUE DATE WILL BE AWARDED A MARK OF ZERO FOR THE ASSESSMENT TASK.
Research and Practice
The group presentation requires students to search additional information (e.g. newspapers and other media outlets) relevant to their presentation topics
On successful completion you will be able to:
- Explain key concepts and theories in international strategic management
- Apply relevant concepts, theories and techniques to identify and analyse key strategic issues in international business
- Evaluate complex strategic issues/problems in global business and develop recommendations to solve the problems
- At the highest level of learning, students will be able to design new conceptual frameworks and techniques for strategy analysis based on the economic principles (ideas, concepts etc.) introduced in the course
Final Exam
Due: university examination period
Weighting: 40%
Due Date: university examination period
Weight: 40%
The final exam will be held during the University's final examination period. The exam is worth 40 per cent of the total grade and will assess all topics from week 1 to week 13 lectures/tutorials (except for any guest lecture topic). The format of the final exam will be announced and discussed in detail in week 13 lecture.
On successful completion you will be able to:
- Explain key concepts and theories in international strategic management
- Apply relevant concepts, theories and techniques to identify and analyse key strategic issues in international business
Individual Assignment
Due: 4 pm 9 May
Weighting: 30%
Due Date: 4 pm 9 May
Weight: 30%
Each student will need to prepare a written assignment – a 2,000 word (excluding bibliography) essay on a case study. Students should search information (e.g. from newspapers and other media outlets) relevant to the case and analyse the case through reference to concepts and frameworks introduced in the unit. Assignment case question and marking criteria will be provided by week 3 or 4 on iLearn. In week 7 tutorial, your tutor will discuss some specific issues on assignment preparation.
A hard copy of your assignment should be either submitted to BESS by due date OR submitted to your tutors in the tutorial classes on an earlier date. A separate assignment document detailing the submission guidelines will be distributed in week 3 or 4.
Late Submission - WARINING
EXTENSIONS ON ASSIGNMENT WILL NOT BE GRANTED EXCEPT WHERE THERE ARE EXTENUATING CIRCUMSTANCES SUPPORTED BY MEDICAL EVIDENCE OR IN INSTANCES WHERE PRIOR AGREEMENT HAS BEEN MADE WITH THE LECTURER. THIS MUST BE AGREED ON IN ADVANCE OF THE DUE DATE. STUDENTS WHO HAVE NOT SUBMITTED THE ASSIGNMENT PRIOR TO THE DEADLINE WILL BE AWARDED A MARK OF ZERO FOR THE ASSESSMENT TASK.
Research and Practice
The assignment requires students to conduct original research, which involves the collection and analysis of information from a range of sources.
Recommended journals and periodicals for research
The Economist: http://www.economist.com
Far Eastern Economic Review: http://www.feer.com/
Harvard Business Review: http://www.hbr.com
Journal of International Business Studies: http://www.jibs.net/
Management International Review: http://www.uni-hohenheim.de/~mir/
On successful completion you will be able to:
- Apply relevant concepts, theories and techniques to identify and analyse key strategic issues in international business
- Evaluate complex strategic issues/problems in global business and develop recommendations to solve the problems
- At the highest level of learning, students will be able to design new conceptual frameworks and techniques for strategy analysis based on the economic principles (ideas, concepts etc.) introduced in the course
Delivery and Resources
Classes
Number and length of classes weekly: 1 x 2 hour lecture and 1 x 1 hour tutorial. The timetable for classes can be found on the University web site at: http://www.timetables.mq.edu.au/
Required and Recommended Reading Materials
There is no prescribed textbook for the unit. But students MUST purchase Unit Reader from bookshop. Throughout this course students are expected to read all materials in the Unit Reader. Additional reading material may be provided in the lectures. To enhance your knowledge, students are strongly recommended to look at the following publications.
Recommended books
Besanko, D., Dranove, D., S. Schaefer, and M. Shanley, 2013. Economics of Strategy, 6th edition, New York: John Wiley & Sons, Inc. (or earlier editions)
Johnson, G., K. Scholes and R. Whitting, 2010. Exploring Corporate Strategy, 8th edition, London: Prentice Hall.
Peng, M., 2009. Global Strategy, Mason, Ohio: Thomson South-Western.
Recommended journals and periodicals
The Economist: http://www.economist.com
Far Eastern Economic Review: http://www.feer.com/
Harvard Business Review: http://www.hbr.com
Journal of International Business Studies: http://www.jibs.net/
Management International Review: http://www.uni-hohenheim.de/~mir/
Teaching and Learning Strategy
The basic teaching and learning philosophy of the course is ‘we teach principles, you develop capabilities’. The theoretical principles provide the basis of various conceptual frameworks and models, which in turn help us to make sense of a variety of strategic issues firms face in a complex and uncertain global business environment.
While these principles constitute the basis for systematic examination of international business strategy and management, they do not necessarily explain why a particular firm succeeded or failed. The successful application of the concepts and theories introduced in this course depends on your ability to use them in a particular situation that a firm faces.
Throughout the course, we will use examples, case studies and tutorial discussions to illustrate the concepts and frameworks. Students should not only try to understand the theories, concepts and frameworks discussed in the lectures, but also make efforts to apply them in tutorial discussions, presentations and assignments.
Technology Used and Required
Students are required to use iLearn, word processing, Turnitin, and powerpoint for presentation.
The web page for this unit can be found at: iLearn http://ilearn.mq.edu.au
What has changed?
New readings and cases have been added
Unit Schedule
|
Week |
Lecture Topic |
Tutorial Activities |
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1 |
Introduction |
No tutorial |
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2 |
Competitive Advantages |
Forming groups and Discussion questions |
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3 |
Organizing IB Activities (1) |
Discussion questions |
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4 |
Organizing IB Activities (2) |
Discussion questions |
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5 |
IT and IB |
Discussion questions |
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6 |
Managing internationalization process |
Discussion questions |
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7 |
Guest Lecture |
Group 1 presentation |
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Break |
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Break |
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8 |
MNE strategies, structures and subsidiary roles |
Group 2 presentation |
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9 |
MNE Corporate-level strategic planning tools |
Group 3 presentation |
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10 |
MNE Business-level strategic planning tools |
Group 4 presentation |
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11 |
International corporate governance |
Group 5 presentation |
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12 |
International business ethics |
Group 6 presentation |
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13 |
Course review |
Group 7 presentation |
N.B. This unit schedule is subject to change; a separate handout will be distributed in the first tutorial in week 2, detailing the discussion questions and case studies for group presentations
Policies and Procedures
Macquarie University policies and procedures are accessible from Policy Central. Students should be aware of the following policies in particular with regard to Learning and Teaching:
Academic Honesty Policy http://mq.edu.au/policy/docs/academic_honesty/policy.html
Assessment Policy http://mq.edu.au/policy/docs/assessment/policy.html
Grading Policy http://mq.edu.au/policy/docs/grading/policy.html
Grade Appeal Policy http://mq.edu.au/policy/docs/gradeappeal/policy.html
Grievance Management Policy http://mq.edu.au/policy/docs/grievance_management/policy.html
Disruption to Studies Policy http://www.mq.edu.au/policy/docs/disruption_studies/policy.html The Disruption to Studies Policy is effective from March 3 2014 and replaces the Special Consideration Policy.
In addition, a number of other policies can be found in the Learning and Teaching Category of Policy Central.
Student Code of Conduct
Macquarie University students have a responsibility to be familiar with the Student Code of Conduct: https://students.mq.edu.au/support/student_conduct/
Student Support
Macquarie University provides a range of support services for students. For details, visit http://students.mq.edu.au/support/
Learning Skills
Learning Skills (mq.edu.au/learningskills) provides academic writing resources and study strategies to improve your marks and take control of your study.
Student Services and Support
Students with a disability are encouraged to contact the Disability Service who can provide appropriate help with any issues that arise during their studies.
Student Enquiries
For all student enquiries, visit Student Connect at ask.mq.edu.au
IT Help
For help with University computer systems and technology, visit http://informatics.mq.edu.au/help/.
When using the University's IT, you must adhere to the Acceptable Use Policy. The policy applies to all who connect to the MQ network including students.
Graduate Capabilities
Capable of Professional and Personal Judgement and Initiative
We want our graduates to have emotional intelligence and sound interpersonal skills and to demonstrate discernment and common sense in their professional and personal judgement. They will exercise initiative as needed. They will be capable of risk assessment, and be able to handle ambiguity and complexity, enabling them to be adaptable in diverse and changing environments.
This graduate capability is supported by:
Learning outcomes
- Evaluate complex strategic issues/problems in global business and develop recommendations to solve the problems
- At the highest level of learning, students will be able to design new conceptual frameworks and techniques for strategy analysis based on the economic principles (ideas, concepts etc.) introduced in the course
Assessment tasks
- Group presentation
- Individual Assignment
Discipline Specific Knowledge and Skills
Our graduates will take with them the intellectual development, depth and breadth of knowledge, scholarly understanding, and specific subject content in their chosen fields to make them competent and confident in their subject or profession. They will be able to demonstrate, where relevant, professional technical competence and meet professional standards. They will be able to articulate the structure of knowledge of their discipline, be able to adapt discipline-specific knowledge to novel situations, and be able to contribute from their discipline to inter-disciplinary solutions to problems.
This graduate capability is supported by:
Learning outcomes
- Explain key concepts and theories in international strategic management
- Apply relevant concepts, theories and techniques to identify and analyse key strategic issues in international business
- Evaluate complex strategic issues/problems in global business and develop recommendations to solve the problems
- At the highest level of learning, students will be able to design new conceptual frameworks and techniques for strategy analysis based on the economic principles (ideas, concepts etc.) introduced in the course
Assessment tasks
- Group presentation
- Final Exam
- Individual Assignment
Critical, Analytical and Integrative Thinking
We want our graduates to be capable of reasoning, questioning and analysing, and to integrate and synthesise learning and knowledge from a range of sources and environments; to be able to critique constraints, assumptions and limitations; to be able to think independently and systemically in relation to scholarly activity, in the workplace, and in the world. We want them to have a level of scientific and information technology literacy.
This graduate capability is supported by:
Learning outcomes
- Explain key concepts and theories in international strategic management
- Apply relevant concepts, theories and techniques to identify and analyse key strategic issues in international business
- Evaluate complex strategic issues/problems in global business and develop recommendations to solve the problems
- At the highest level of learning, students will be able to design new conceptual frameworks and techniques for strategy analysis based on the economic principles (ideas, concepts etc.) introduced in the course
Assessment tasks
- Group presentation
- Final Exam
- Individual Assignment
Problem Solving and Research Capability
Our graduates should be capable of researching; of analysing, and interpreting and assessing data and information in various forms; of drawing connections across fields of knowledge; and they should be able to relate their knowledge to complex situations at work or in the world, in order to diagnose and solve problems. We want them to have the confidence to take the initiative in doing so, within an awareness of their own limitations.
This graduate capability is supported by:
Learning outcomes
- Apply relevant concepts, theories and techniques to identify and analyse key strategic issues in international business
- Evaluate complex strategic issues/problems in global business and develop recommendations to solve the problems
- At the highest level of learning, students will be able to design new conceptual frameworks and techniques for strategy analysis based on the economic principles (ideas, concepts etc.) introduced in the course
Assessment tasks
- Group presentation
- Individual Assignment
Research and Practice
- The group presentation requires students to search additional information (e.g. newspapers and other media outlets) relevant to their presentation topics
- The assignment requires students to conduct original research, which involves the collection and analysis of information from a range of sources.
Recommended books
Besanko, D., Dranove, D., S. Schaefer, and M. Shanley, 2013. Economics of Strategy, 6th edition, New York: John Wiley & Sons, Inc. (or earlier editions)
Johnson, G., K. Scholes and R. Whitting, 2010. Exploring Corporate Strategy, 8th edition, London: Prentice Hall.
Peng, M., 2009. Global Strategy, Mason, Ohio: Thomson South-Western.
Recommended journals and periodicals
The Economist: http://www.economist.com
Far Eastern Economic Review: http://www.feer.com/
Harvard Business Review: http://www.hbr.com
Journal of International Business Studies: http://www.jibs.net/
Management International Review: http://www.uni-hohenheim.de/~mir/
Changes since First Published
| Date | Description |
|---|---|
| 14/01/2014 | The Prerequisites was updated. |