Unit convenor and teaching staff |
Unit convenor and teaching staff
Lecturer
Yue Wang
Contact via (02) 98508513
Friday 4-5 pm
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Credit points |
Credit points
4
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Prerequisites |
Prerequisites
(BUS651 or ECON649 or MKTG696) and 16cp at 800 level
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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 draws upon concepts from interdisciplinary sources as well as practical industry and firm-level case studies in order to examine various issues relevant to conducting business across national borders. It will introduce students to vital matters in strategic decision making by providing insights on the practices and policies used by competing businesses worldwide for developing strategies for competitive advantage. Specifically this Unit explores the challenges, dynamics and processes involved in managing a multi-national company. Concepts developed in the unit will be applied to the solution of 'real world' problems through the use of the latest case studies, and other learning strategies throughout the semester.
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Information about important academic dates including deadlines for withdrawing from units are available at https://www.mq.edu.au/study/calendar-of-dates
On successful completion of this unit, you will be able to:
NO LATE SUBMISSIONS WILL BE ACCEPTED.
THERE WILL BE A DEDUCTION OF 10% OF THE TOTAL AVAILABLE MARKS MADE FROM THE TOTAL AWARDED MARK FOR EACH 24 HOUR PERIOD OR PART THEREOF THAT THE SUBMISSION IS LATE (i.e. 25 HOURS LATE IN SUBMISSION - 20% PENALTY). THIS PENALTY DOES NOT APPLY FOR CASES IN WHICH AN APPLICATION FOR DISRUPTION OF STUDIES IS MADE AND APPROVED.
Name | Weighting | Hurdle | Due |
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Assignment (A) | 50% | No | 5 pm, 5 May |
Assignment (B) | 50% | No | 5 pm, 6 June |
Due: 5 pm, 5 May
Weighting: 50%
For individual assignment (A), each student will need to prepare a 2,000 word (excluding bibliography) essay on a case study. A separate Assignment (A) Submission Guide detailing case questions, marking criteria and submission guidelines will be uploaded to iLearn by week 3. Students should search the information (e.g. newspapers and other media outlets) relevant to the case and analyse the case questions through reference to concepts and frameworks introduced in the unit. An electronic copy should be submitted to Turnitin in the iLearn system by 5 pm 5 May Friday.
IMPORTANT NOTE ON LATE SUBMISSIONS:
THERE WILL BE A DEDUCTION OF 10% OF THE TOTAL AVAILABLE MARKS MADE FROM THE TOTAL AWARDED MARK FOR EACH 24 HOUR PERIOD OR PART THEREOF THAT THE SUBMISSION IS LATE (i.e. 25 HOURS LATE IN SUBMISSION - 20% PENALTY). THIS PENALTY DOES NOT APPLY FOR CASES IN WHICH AN APPLICATION FOR DISRUPTION OF STUDIES IS MADE AND APPROVED.
Research and Practice
The assignment requires students to conduct original research, which involves the collection and analysis of information from a range of sources, including academic journals, business magazines, newspapers and other media outlets.
Due: 5 pm, 6 June
Weighting: 50%
For Individual Assignment (B), each student will need to prepare a 3000-word (excluding bibliography) critical literature review on the key ideas of transaction costs theory (covered in topics 5-7) and explain to what extent do you think such a theory can provide MNEs guidance on how to choose between different international business strategies when expanding overseas (e.g. the choice between export and FDI)?
To provide a rigorous review and critique, you are expected to read widely and incorporate at least 20 different references from academic articles. A separate Assignment (B) Submission Guide detailing the submission guideline and marking criteria will be uploaded to the iLearn.
An electronic copy of your assignment should be submitted to Turnitin in the iLearn system by 5 pm 6 June Tuesday.
IMPORTANT NOTE ON LATE SUBMISSIONS:
THERE WILL BE A DEDUCTION OF 10% OF THE TOTAL AVAILABLE MARKS MADE FROM THE TOTAL AWARDED MARK FOR EACH 24 HOUR PERIOD OR PART THEREOF THAT THE SUBMISSION IS LATE (i.e. 25 HOURS LATE IN SUBMISSION - 20% PENALTY). THIS PENALTY DOES NOT APPLY FOR CASES IN WHICH AN APPLICATION FOR DISRUPTION OF STUDIES IS MADE AND APPROVED.
Research and Practice
The assignment requires students to conduct original research, which involves the search, review and critique of the relevant articles from a range of academic journals. The titles below are indicative only for such academic journals and students are expected to search a wider range of sources than the list below.
Academy of Management Journal Academy of Management Review Academy of Management Perspectives Asia Pacific Journal of Management International Business Review Journal of International Business Studies Journal of International Management Journal of Management Journal of Management Studies Journal of World Business Management International Review Strategic Management Journal Thunderbird International Business Review
Classes
Required and Recommended Reading Materials
• There is no prescribed textbook for the unit, references for weekly readings will be provided on iLearn
• Throughout this course students are expected to search and read all materials in the weekly readings and additional reading material provided
• In addition, students are strongly recommended to look at the following publications to enhance your knowledge
Recommended books Besanko, D., Dranove, D., S. Schaefer, and M. Shanley, 2016. Economics of Strategy, 7th edition, New York: John Wiley & Sons, Inc. (or earlier editions) Peng, M., 2017. Global Strategy, 4th edition, Cengage Learning.
Recommended journals and periodicals Economist, The: 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/
Technology Used and Required • Students are required to use iLearn, word processing, and Turnitin for assignment submissions. • The web page for this unit can be found at: iLearn http://ilearn.mq.edu.au
Teaching and Learning Strategy • The 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 a 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, students should not only try to understand the theories, concepts and frameworks discussed in the lectures, but also make efforts to apply them in online discussions and assignments.
Topic |
Key readings |
1. Competitive advantage |
· Porter, M. E., 2008. ‘The five competitive forces that shape strategy’, Harvard Business Review, January: 78-93.
· Barney, J. B., 1995. ‘Looking inside for competitive advantage’, Academy of Management Executive, 9 (4): 49-61.
· Chapters 2 & 3 - Peng, M. (2014) Global Strategy 3e, South-Western Cengage Learning. |
2. The focal firm – MNEs, SMEs & INV/BGs |
· Chapter 2 & 11 - Rugman, A & Collinson, S (2012) International Business 6th edition, Pearson Education UK
· Chapter 1 - Dunning, J. H., & Lundan, S., (2008) Multinational enterprises and the global economy, Cheltenham, UK: Edward Elgar |
3. Understanding global markets – global market opportunity assessment |
· Chapter 13 - Cavusgil, S. Tamer, Knight, G., & Riesenberger, J. R., (2016) International business: the new realities, 4th Edition, Upper saddle River, N.J.: Pearson Prentice Hall
· Brewer, P. (2007) Psychic distance and Australian export market selection, Australian Journal of Management, 32 (1): 73-94
· Liesch, P.W., Welch, L. S.,& Buckley, P.J. (2011) Risk and Uncertainty in Internationalisation and International Entrepreneurship Studies, Management International Review, 50 (6): 851-873 |
4. Organisational participants in the internationalisation process |
· Chapter 3 - Cavusgil, S. Tamer, Knight, G., & Riesenberger, J. R., (2016) International business: the new realities, 4th Edition, Upper saddle River, N.J.: Pearson Prentice Hall |
5. Firm boundary: export vs. FDI |
· Chapter 3 – Besanko et al. (2017). Economics of Strategy 7th edition, Wiley. |
6. Firm boundary: tapered integration and relational contracts |
· Chapter 4 – Besanko et al. (2017). Economics of Strategy 7th edition, Wiley.
· Chapter 15 – Hill C. (2014). International Business, 10th edition, McGraw-Hill |
7. IT and IB strategy |
· Weigelt, C. (2013). ‘Leveraging supplier capabilities: the role of locus of capability deployment’, Strategic Management Journal, 34: 1-21.
· Kotabe, M., Mol, M. J., & Murray, J. Y. (2008). ‘Outsourcing, performance, and the role of e-commerce: A dynamic perspective’, Industrial Marketing Management, 37: 37-45.
· Teo, T. S. H. & Yu, Y. (2005). ‘Online buying behaviour: A transaction cost economics perspective’, Omega, 33: 451-465. |
8. Alternative routes to internationalization |
· Lessard, D., Lucea, R., & Vives, L., 2012. ‘Building your company’s capabilities through global expansion’, MIT Sloan Management Review, Winter: 1-7.
· Sammartino, A. & Van Ruth, F, 2007. ‘The Westfield group’, in Dick. H. and Merret, D. (eds.), The internationalization strategies of small-country firms: the Australian experience of globalization, Edward Elgar, Cheltenham, UK: 308 - 318. |
9. MNE strategy, structure, and subsidiary roles |
· Matusitz, J. 2011. ‘Disney’s successful adaptation in Hong Kong: A glocalization perspective’, Asia Pacific Journal of Management, 28: 667-681.
· Chapter 13 – Hill C. (2014). International Business, 10th edition, McGraw-Hill
· Chapter 14 – Hill C. (2014). International Business, 10th edition, McGraw-Hill |
10. Global sourcing and operations management |
· Chapter 17 - Griffin, R.W. & Pustay, M.W, (2015) International Business, 8th edition, Pearson Education UK
· Chapter 17 - Cavusgil, S. Tamer, Knight, G., & Riesenberger, J. R., (2016) International business: the new realities, 4th Edition, Upper saddle River, N.J.: Pearson Prentice Hall |
11. Emerging markets and The ‘new’ global players - emerging market MNEs |
· Chapter 10 - Cavusgil, S. Tamer, Knight, G., & Riesenberger, J. R., (2016) International business: the new realities, 4th Edition, Upper saddle River, N.J.: Pearson Prentice Hall
· Cuervo-Cazurra A (2007) Sequence of value-added activities in the multinationalization of developing country firms. Journal of International Management 13(3): 258-277.
· Luo Y & Tung R (2007) International expansion of emerging market enterprises: A springboard perspective. Journal of International Business Studies 38(4): 481-498.
· Mathews J (2006) Dragon multinationals: New players in 21st century globalization. Asia-Pacific Journal of Management 23(1): 5-27 |
12. Global services and service firm international strategies |
· Chapter 17 – Fletcher, R (2013) International Marketing: An Asian Pacific Perspective, 6th edition, Pearson Education |
13 Revision and review |
· No readings |
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Academic Honesty Policy http://mq.edu.au/policy/docs/academic_honesty/policy.html
Assessment Policy http://mq.edu.au/policy/docs/assessment/policy_2016.html
Grade Appeal Policy http://mq.edu.au/policy/docs/gradeappeal/policy.html
Complaint Management Procedure for Students and Members of the Public http://www.mq.edu.au/policy/docs/complaint_management/procedure.html
Disruption to Studies Policy (in effect until Dec 4th, 2017): http://www.mq.edu.au/policy/docs/disruption_studies/policy.html
Special Consideration Policy (in effect from Dec 4th, 2017): https://staff.mq.edu.au/work/strategy-planning-and-governance/university-policies-and-procedures/policies/special-consideration
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Our postgraduates will be able to demonstrate a significantly enhanced depth and breadth of knowledge, scholarly understanding, and specific subject content knowledge in their chosen fields.
This graduate capability is supported by:
Our postgraduates will be capable of utilising and reflecting on prior knowledge and experience, of applying higher level critical thinking skills, and of integrating and synthesising learning and knowledge from a range of sources and environments. A characteristic of this form of thinking is the generation of new, professionally oriented knowledge through personal or group-based critique of practice and theory.
This graduate capability is supported by:
Our postgraduates will be capable of systematic enquiry; able to use research skills to create new knowledge that can be applied to real world issues, or contribute to a field of study or practice to enhance society. They will be capable of creative questioning, problem finding and problem solving.
This graduate capability is supported by:
Readings updated; New assignments
Useful resources are listed below:
ACADEMIC JOURNALS
There is a range of journals in the fields of international business and strategy. The titles below are indicative only of such publications. Most are available on the library databases:
PERIODICALS
There is a range of periodicals in the fields of international business and management. The titles below are indicative only of such publications:
WEBSITES