Students
MGSM824 – Doing Business in/with China
2018 – Term 1 North Ryde
General Information
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| Unit convenor and teaching staff |
Unit convenor and teaching staff
Associate Professor of Management
Yiming Tang
Contact via +61 (2) 9850 9042
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|---|---|
| Credit points |
Credit points
4
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| Prerequisites |
Prerequisites
Admission to MBA or MMgmt or PGCertMBAExt or GradCertMgtPostMBA or GradDipMgt
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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 elective unit examines various issues critical to doing business in/with China, include China's macro business environment, outsourcing and exporting to China, operating a business in China, working and competing with China in the global market, etc. It is designed not only for those interested in gaining a comprehensive understanding of modern China as a host country/market, but also for those needing to develop a capability of dealing with a wide range of challenges in doing business in/with China in today's context.
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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:
- Critically evaluate and synthesize the complex information and insights into modern China’s political, economic, social-cultural, technological, environmental, and legal environment, in order to make well-informed, strategic decisions.
- Critically analyze the various alternative entry strategies that foreign enterprises could carry out when entering China, including outsourcing, exporting, and directly investment in China.
- Critically analyze the various challenges facing both local and foreign invested foreign enterprises operating in China, including areas such as government policy and regulations, competition, market segmentation and market behavior, talent shortage, protecting intellectual property, effectively competing with local businesses, and balancing the dilemma between standardization and adaptation of home country marketing strategies, etc.
- Creatively and ethically balance organizational vision, values and practices, with the demands and opportunities of the local markets in modern China.
- Critically and ethically appreciating China’s participation in the global markets, the challenges facing Chinese enterprises in the global markets, as well as the business opportunities that may exist in the context of China’s participation of the global businesses.
- Integrate ethical, social and environmental factors in the local context in China, and to develop responsible business decisions and management practices.
Assessment Tasks
| Name | Weighting | Hurdle | Due |
|---|---|---|---|
| Presentation and Report | 35% | No | In class - 3rd February 2018 |
| Individual Industry Study | 50% | No | 25th February 2018 |
| Class Participation | 15% | No | In class |
Presentation and Report
Due: In class - 3rd February 2018
Weighting: 35%
Since the markets in China evolve rapidly, it would be unrealistic to expect any textbook to be current, and have a Chinese orientation. Each syndicate will, therefore, be expected to make a class presentation (maximum 15 minutes plus 10 minutes for Q&A) on a topic currently in the media spotlight, and the distribution, to each class member and the lecturer, of a Management Summary (1 page maximum) of your chosen current topic (refer to the sample topic list below). Your management summary should cover the description of the topic, its relevance towards the subject of this unit, and lessons learned from your research, among other content. Sources for such topics are the business press, television, contacts with business sites, etc. Each group is required to submit a report (10 page text maximum, including management summary but excluding appendices and references, etc.) on your current topic project, and copies of your original article(s)/document(s), if applicable, on which your report is based. You must first confirm the topic with the lecturer, as some of the topics are decided on the first-come-first-serve basis.
The syndicate current topic report (must not exceed 10 single-space A4 pages in text for the main body of the report; plus additional pages for executive summary, references and appendices, if any), together with a softcopy by email (to be posted on the class website), is to be handed in on the due date. Late assignment will not be accepted. Be sure to keep a copy of any work you submit to this unit.
Submit assignment electronically to iLearn (Turnitin Plagiarism submission) and email a copy to yiming.tang@mgsm.edu.au
Marking criteria will be made available in class/iLearn
Examples of current topics that may be examined include (not limited to) the following:
1. Current and potential impact (both positive and negative) of the Made-in-China phenomenon on an industry and/or a host nation. You would need to first discover and review the current literature on the topic, outline and examine the current and potential impact, and offer your critique. It’d be good if you cite 1-2 case studies to illustrate such impact as well.
2. Opportunities and strategies for foreign businesses during China’s transformation from a world-factory to a world market.
3. The appropriate strategies for businesses operating in China to adopt in order to deal with the heavy government hands in the Chinese economy.
4. Talent (skilled labour) shortage and strategies to retain talent in doing business in China
5. Guanxi and/or building relationship with local government and/or business partners in the context of doing business in China. In this case, you should review the relevant literature and identify 1-2 businesses as your case studies, and illustrate the successful/unsuccessful Guanxi/relationship-building in China.
6. IP Protection in China. In this case, you should review the relevant literature and identify at least two businesses as case studies to illustrate successful/unsuccessful IP protections in China.
7. Successful and unsuccessful market entry strategies by businesses operating in China. In this case, you should review the relevant literature and identify 1-2 businesses as your case studies, and illustrate the successful/unsuccessful market entry strategies carried out by businesses that have entered the China market.
8. Successful and unsuccessful standardisation and/or adaptation marketing strategies by businesses operating in China. In this case, you should review the relevant literature and identify 1-2 businesses as your case studies, and illustrate the successful/unsuccessful business strategies in China.
9. Successful and unsuccessful service marketing strategies by businesses operating in China. In this case, you should review the relevant literature and identify 1-2 businesses as your case studies, and illustrate the successful/unsuccessful service marketing strategies by businesses operating in China.
10. China’s new antitrust law, recent developments of take-overs of local brands by foreign businesses, local resistance, and implications to foreign businesses operating in China.
11. Other creative topics closely related to the subject matters of this unit.
On successful completion you will be able to:
- Critically evaluate and synthesize the complex information and insights into modern China’s political, economic, social-cultural, technological, environmental, and legal environment, in order to make well-informed, strategic decisions.
- Critically analyze the various alternative entry strategies that foreign enterprises could carry out when entering China, including outsourcing, exporting, and directly investment in China.
- Critically analyze the various challenges facing both local and foreign invested foreign enterprises operating in China, including areas such as government policy and regulations, competition, market segmentation and market behavior, talent shortage, protecting intellectual property, effectively competing with local businesses, and balancing the dilemma between standardization and adaptation of home country marketing strategies, etc.
- Creatively and ethically balance organizational vision, values and practices, with the demands and opportunities of the local markets in modern China.
- Critically and ethically appreciating China’s participation in the global markets, the challenges facing Chinese enterprises in the global markets, as well as the business opportunities that may exist in the context of China’s participation of the global businesses.
Individual Industry Study
Due: 25th February 2018
Weighting: 50%
Each individual is expected to conduct a study of an industry of your choice in China, relevant to your business interest and/or career perspectives. You should cover the following issues relating to your chosen industry:
- Size (revenue and employment) and the recent development.
- Market segmentations, regional/geographical concentration, and customer profiles.
- Government policy/WTO rules, and government’s participation, if any.
- Competitive structure, including foreign and local participation and key strategies, and industry concentration level (e.g. the market share of the top 3-4 players).
- Identify and compare logical alternative entry modes for a foreign firm wishing to enter this industry in China, analyse the pros and cons associated with such alternative entry modes, government regulations in relation to the entry modes, and recommend a most suitable entry route as well.
- Identify and examine various business opportunities and challenges associated with operating a business in this industry in China.
- Identify and evaluate alternative solutions in dealing with the challenges you’ve identified in terms of the pros and cons associated with each alternative, as well as your recommendation and rationale.
The individual industry study report should not exceed 15 single-space A4 pages in text, excluding executive summary, appendices and references. If you have substantial amount of data on your chosen industry, you may wish to include these data into appendices and then include your analysis and conclusion(s) into the text of your report, effectively reducing the page numbers in the text of your report. Late assignment will not be accepted. And be sure to keep a copy of any work you submit to this unit.
Submit assignment electronically to iLearn (Turnitin Plagiarism submission) and email a copy to yiming.tang@mgsm.edu.au
Marking criteria will be made available in class/iLearn
On successful completion you will be able to:
- Critically evaluate and synthesize the complex information and insights into modern China’s political, economic, social-cultural, technological, environmental, and legal environment, in order to make well-informed, strategic decisions.
- Critically analyze the various alternative entry strategies that foreign enterprises could carry out when entering China, including outsourcing, exporting, and directly investment in China.
- Critically analyze the various challenges facing both local and foreign invested foreign enterprises operating in China, including areas such as government policy and regulations, competition, market segmentation and market behavior, talent shortage, protecting intellectual property, effectively competing with local businesses, and balancing the dilemma between standardization and adaptation of home country marketing strategies, etc.
- Creatively and ethically balance organizational vision, values and practices, with the demands and opportunities of the local markets in modern China.
- Critically and ethically appreciating China’s participation in the global markets, the challenges facing Chinese enterprises in the global markets, as well as the business opportunities that may exist in the context of China’s participation of the global businesses.
- Integrate ethical, social and environmental factors in the local context in China, and to develop responsible business decisions and management practices.
Class Participation
Due: In class
Weighting: 15%
A good portion of the classes will be discussion oriented, and therefore will require the prior preparation and participation of class members. A participant’s contribution to class participation is assessed on an on-going basis during each class. The participation marks will be based on each participant’s contribution to the class discussion on issues relating to the subject matter of this unit, and on participation of syndicate current topic presentation.
On successful completion you will be able to:
- Critically evaluate and synthesize the complex information and insights into modern China’s political, economic, social-cultural, technological, environmental, and legal environment, in order to make well-informed, strategic decisions.
- Critically analyze the various alternative entry strategies that foreign enterprises could carry out when entering China, including outsourcing, exporting, and directly investment in China.
- Critically analyze the various challenges facing both local and foreign invested foreign enterprises operating in China, including areas such as government policy and regulations, competition, market segmentation and market behavior, talent shortage, protecting intellectual property, effectively competing with local businesses, and balancing the dilemma between standardization and adaptation of home country marketing strategies, etc.
- Creatively and ethically balance organizational vision, values and practices, with the demands and opportunities of the local markets in modern China.
- Critically and ethically appreciating China’s participation in the global markets, the challenges facing Chinese enterprises in the global markets, as well as the business opportunities that may exist in the context of China’s participation of the global businesses.
Delivery and Resources
There are no subscribed texts for this unit. You’ll be provided, where possible, with copies of recent literature on the various business issues and practises in China, plus relevant references. You are also required to obtain additional relevant research materials from public sources, including businesses, journals and monographs, library and internet, if available. A good resource is to use the on-line researching facilities provided by Macquarie University’s library. Examples of journals, websites, and supplementary reading are outlined below.
JOURNALS (to be updated without notice)
· Asia Pacific International Journal of Marketing
· Asian Wall Street Journal
· Business International (and Business Asia, Europe, etc.)
· Business Horizons
· Columbia Journal of World Business Economist
· European Journal of Marketing
· Fortune
· Global Trade Executive
· Harvard Business Review
· International Journal of Advertising
· International Journal of Research in Marketing
· International Trade Reporter
· Journal of International Business Studies
· Journal of International Management
· Journal of Marketing
· Management International Review
· The Economist
· Wall Street Journal
Web Sites (subject to change without notice)
www.icaew.com/en/library/subject-gateways/doing-business-in/china
http://www.doingbusiness.org/Documents/CountryProfiles/CHN.pdf
http://www.shanghaidaily.com/cat/8/Business.htm
http://www.chinadaily.com.cn/bizchina/bizchina.html
www.asialine.dfat.gov.au/index.html
www.asiamarketresearch.com/asia/
www.cmmo.com.cn/ (in Chinese)
www.odci.gov/cia/publications/factbook/geos/ch.html
asia.cnn.com/ASIA
www.peopledaily.com.cn/ (in Chinese)
www.english.peopledaily.com.cn/ywzd/home.html (in English)
www.haier.com/english/index.html
www.collegejournal.com/countryprofiles/
http://www.einnews.com/china/newsfeed-china-investment
References on Doing Business in/with China (to be further updated without notice)
Benewick R, Hemelryk Donald, S, (2009) The State of China Atlas, Mapping the World’s Fastest-Growing Economy, University of California Press, Berkley, California
Bergsten, C. Fred, Gill, Gates, Lardy, Nicholas R., & Mitchell, Derek, China The Balance Sheet: What the World Needs to Know Now About the Emerging Superpower (Hardcover), 256 pages, Public Affairs (April 2006), Language: English, ISBN: 1586484648
Buderi, Robert & Huang, Gregory T., Guanxi (The Art of Relationships): Microsoft, China, and Bill Gates's Plan to Win the Road Ahead (Hardcover), 320 pages, Simon & Schuster (May 9, 2006), Language: English, ISBN: 0743273222
Enright, Michael, Scott, Edith & Chang, Ka-mun, Regional Powerhouse : The Greater Pearl River Delta and the Rise of China (Hardcover) 320 pages, John Wiley & Sons (June 24, 2005), Language: English, ISBN: 0470821736
Fenby, J, (2008) The Penguin History of Modern China, Penguin Books, London
Ferguson, N, (2011) Civilization, the West and the Rest, Allen Lane, Penguin, London
Fishman, Ted, China Inc.: The Relentless Rise of the Next Great Superpower (Paperback) 368 pages, Pocket Books (2 May 2006), Language English, ISBN: 1416502890
Friedman (2005), Thomas L. The World Is Flat: A Brief History Of The Twenty-First Century, Waterville, Me.: Thorndike Press, 2005. MQ Library call No. HM846.F75 2005b
Haley, G., Haley, Usha., Tan, Chin Tiong, (2004), The Chinese Tao of Business: The Logic of Successful Business Strategy, John Wiley & Son.
Huang, Y & Shen, M ‘Transformation of China’s Growth Model – Urbanization, Consumption and Reflation’, Citigroup, Economic & Market Analysis: Asia Pacific – China Economics, 6 February 2006.
Jacques, M, (2009) When China Rules the World, the Rise of The Middle Kingdom and the End of the Western World, Allen Lane, Penguin, London
Jones, H, (2010) ChinAmerica, The Uneasy Partnership That Will Change The World, McGraw Hill, New York
Kynge, James, China Shakes the World: A Titan's Rise and Troubled Future -- and the Challenge for America, Weidenfeld & Nicolson, London, 2006. ISBN-13/EAN: 9780618705641; ISBN-10: 0618705643
Naughton, Barry (2007) The Chinese Economy: Transitions and Growth, The MIT Press, Cambridge, Mass
Plafker, Ted Doing Business In China: How to Profit in the World's Fastest Growing Market, 2007, Warner Business Books
Ross, Andrew, Fast Boat to China: Corporate Flight and the Consequences of Free Trade; Lessons from Shanghai (Hardcover), 336 pages, Pantheon (April 4, 2006), Language: English, ISBN: 037542363X
Seligman, Scott D., Chinese Business Etiquette: A Guide to Protocol, Manners, and Culture in the People's Republic of China (A Revised and Updated Edition of "Dealing with the Chinese") (Paperback), 1999, Warner Books.
Shenkar, Oded, Chinese Century, The Rising Chinese Economy and Its Impact on the Global Economy, the Balance of Power, and Your Job, Wharton School Publishing (Oct 13, 2004) Edition: 1st Ed, ISBN: 0131467484
Stewart, Hamilton; Jinxuan, Zhang, Doing Business with China, Palgrave Macmillan, 2011,
Story, Jonathan, China: The Race to Market (Hardcover), 304 pages, Financial Times Prentice Hall; 1st edition (July 24, 2003), Language: English, ISBN: 0273663216
Sull, Donald N. & Wang, Yong, Made In China: What Western Managers Can Learn from Trailblazing Chinese Entrepreneurs (Hardcover), 231 pages, Harvard Business School Press (June 9, 2005), Language: English, ISBN: 1591397154
The China Business Handbook (Paperback) China Economic Review, 390 pages, Alain Charles Publishing Ltd (11 Jan 2002), Language English, ISBN: 0951251236
Tian, Xiaowen (2007), Managing International Business in China, New York: Cambridge University Press, 2007.
Walker, Anthony, Explaining Guanxi: The Chinese Business Network (Paperback), 184 pages, Routledge an imprint of Taylor & Francis Books Ltd (15 Dec 2005), Language English, ISBN: 0415384184
Woetzel, Jonathan R., Capitalist China: Strategies for a Revolutionized Economy (Hardcover), 250 pages, John Wiley & Sons (August 13, 2003), Language: English, ISBN: 0470821086
Wu, Jinglian, Understanding and Interpreting Chinese Economic Reform, Mason, OH: Thomson Higher Education, (2005), 464 pp.
Zhang, M, Stenning, B, (2010) China 2.0 The Transformation of an Emerging Superpower…and the New Opportunities, John Wiley & Sons, Singapor
The McKinsey Quarterly articles on doing business in/with China (to be provided
Meet the 2020 Chinese consumer (McKinsey China, April 2012
What’s in store for China in 2013? (Gordon Orr, McKinsey China (Shanghai), Jan 2013)
Reference on Marketing Development in China (to be further updated)
Ambler, Tim and Witzel, Morgen, (2000), Doing Business in China, London: UK, Routledge.
Ambler, Tim & Styles, Chris, (2000), The Silk Road to International Marketing: Profit and Passion I Global Business, UK: Pearson Education Ltd.
Belk, R and Nan Zhou (1986), “Learning to Want Things.” In Advances in Consumer Research. Wallendorf, M and P. Anderson, eds. Association for Consumer Research.
Chadwick, James (1997), “Navigating through China’s New Advertising Law: The Role of Marketing Research.” Journal of International Advertising, 16(4), 284-293.
China Economic Review (1998), “An Eye on the Market.” 8(3), 21-24.
Dayal-Gulati, A., Lee, A.Y., and Finn Mark (2004, ed), Kellogg on China: Strategies for Success, Northwestern University Press, Evanston, Illinois
Drobis, David (1996), “Chinese Consumers: The Riches beyond the Wall.” Public Relations Quarterly, 41(1), 23-25.
The Economist (1994), “How not to Sell 1.2 Billion Tubes of Tooth-past.” 333(7892), 75-76.
Ha, Louisa (1996), “Concerns about Advertising practices in Developing Country: An Examination of China’s New Advertising Regulations.” Journal of International Advertising, 15(2), 91-102.
Heeler, R., S. Stewart, H. Thomas, Z. Chang and L. Yu (1990), “Using the Company’s Creative Spirit to Serve Society with Your Whole Heart: A Pilot Study of Contemporary Marketing in China.” In Proceedings of the Canada-China International Management Conference. Wang, Y. L. and W. C. Wedley, eds. Xi’an, China.
Henley, John S. and Mee Kau Nyaw (1986), “Introducing Market Forces into Managerial Decision-making in Chinese Industrial Enterprises.” Journal of Management Studies, 23(6), 635-656.
Holton, R. H. (1985), “Marketing and the Modernisation of China.” California Management Review, 27(4), 33-45.
Kelley, Lane & Luo, Yadong (Ed) (1999), China 2000: Emerging Business Issues, Thousand Oaks, California, USA: Sage Publications Inc.
Kohli, Ajay K. and Bernard J. Jaworski (1990), “Market Orientation: The Construct, Research Propositions, and Managerial Implications.” Journal of Marketing, 54(2), 1-18.
Landry, John T. (1998), “Are Chinese Consumers Coming of Age?” Harvard Business Review, 76(3), 17-18.
Lau, Chung-Ming, Hang-Yue Ngo and Clement Kong-Wing Chow (1999), “Private Businesses in China: Emerging Environment and Managerial Behaviour.” In China 2000: Emerging Business Issues, Lane Kelley and Yadong Luo, eds., California: Sage Publication Inc.
Li, Conghua (1998), China: The Consumer Revolution. Singapore: John Wiley & Sons (Asia) Pte Ltd.
Liu, Hong, Nigel Campbell, Zheng Lu and Yanzhong Wang (1996) “An International Perspective on China’s Township Enterprises.” In Management Issues in China (Vol I): International Enterprises, John Child and Yuan Lu, eds., Routledge.
Lu, Yuan and John Child (1996), “Decentralisation of Decision Making in China’s State Enterprises.” In Management Issues in China (Vol I): International Enterprises, John Child and Yuan Lu, eds., Routledge.
Luk, Sherrif T. K. and Leslie S. C. Yip (1996), “The Strategic Functions of Advertising Agencies in China: A Networking Perspective.” Journal of International Advertising, 15(3), 239-249.
Luo, Yadong, Justin Tan, and Oded Shenkar (1999), “Township and Village Enterprises in China: Strategy and Environment.” In China 2000: Emerging Business Issues, Lane Kelley and Yadong Luo, eds., California: Sage Publication Inc.
McDonald, William J. (1998), “The Ban in China: How Direct Marketing is Affected.” Direct Marketing, 61(2), 16-19.
Narver, John C and Stanley F. Slater (1990), “The Effect of a Market Orientation on Business Profitability,” Journal of Marketing, 54(4), 20-35.
Pan, Yigang (Ed) (2000), Greater China in the Global Market, NY, The Haworth Press Inc.
Ruekert, R. W. (1992), “Developing a Market Orientation: An Organisational Strategy Perspective.” International Journal of Research in Marketing, 9(August), 225-245.
Silver, Kimberly A (1998), “Lessons Learned: The experiences of pioneers and veteran investors show where the opportunities – and dangers – lie for more recent arrivals to the China market”, The China Business Review, Vol 25, No. 3, May-June 1998, pp 20-26
Sin L., Tse, A., Yau, O., Chow, R., and Lee, J., 2003. Market orientation and business performance: A comparative study of firms in mainland China and Hong Kong. European Journal of Marketing, 37 (5-6), 910-936.
Swanson, Lauren A. (1996), “People’s Advertising in China: A Longitudinal Content Analysis of the People’s Daily since 1949.” Journal of International Advertising, 15(3), 222-238.
(1997), “China Myths and Advertising Agencies.” Journal of International Advertising, 16 (4), 276-283.
Tang, Y.M. and Yijin Tang (2003) “An Exploratory Study of Market Orientation in China”,
Asian Business & Management, 2(1), 91-110.
and Yuli Zhang (2002) “Market Orientation in Tianjin, China”, Nankai Management Review, 26(5), 4-10+.
and Marshall Rice (1992), “The Development Of Marketing In China: 1979-1990.” Advances in Chinese Industrial Studies, 3, 229-240.
Tseng, C.S., (2000), “Foreign Investment in Tertiary Industries in China: A Retail Sector Perspective,” in Yau, H.M. and Steele, Henry, C (ed) China Business: Challenges in the 21st Century, Hong Kong: The Chinese University Press. 279-298.
Wang, Tongsan, Shen, Lisheng and Wang, Donghua, (2001), “The Year ahead 2002,” China International Business, December, pp.11-24.
Yau, O. H. M., & Steele, Henry C., (ed) (2000, China Business: Challenges in the 21st Century, London: Routledge. Hong Kong: the Chinese University of Hong Kong.
Yau, O. H. M., (1994), Consumer Behaviour in China: Customer satisfaction and cultural values, London: Routledge.
Warren McFarlan F. (Tuesday, October 14, 2008), “China: Opportunity and Challenge”, Harvard Business School.
http://www.hbs.edu/centennial/businesssummit/global-business/china-opportunity-and-challenge.html
Webster, Frederick, E., Jr. (1988), “Rediscovering the Marketing Concept.” Business Horizons, 31 (May-June), 29-39.
Zhang, J. (2003-2011). Oursourcing to China - Part 1. Retrieved March 13, 2011, from Sourcing Mag.com: http://www.sourcingmag.com/content/c050802a.asp
References on Guanxi and Relationship Marketing in China (to be further updated)
Ambler, T., (1995), “The derivation of Guanxi.” Marketing Management, 4(1),
Ambler, T., (1994), “Marketing’s Third Paradigm: Guanxi”, Business Strategy Review, 5(4), pp. 69-80.
Alston, J. P. (1989), “Wa, Guanxi, and Inhwa: managerial principles in Japan, China, and Korea.” Business Horizons, 32(2), pp26-31.
Calver, A. (1996), “Open And Secret Regulations In China And Their Implication For Foreign Investment.” In Management Issues in China: International Enterprises, Child, J. and Yuan Lu eds., London: Routledge, 11-29.
Chen, Ming-Jer, (2001), “Networking and Guanxi,” Inside Chinese Business A guide for Managers worldwide, Harvard Business School Press, Chapter 3, pp. 45-65.
Chen, Ming-Jer, (2001), “Tradition in Transition Doing Business in the PRC,” Inside Chinese Business A guide for Managers worldwide, Harvard Business School Press, Chapter 9, pp. 157-180.
Chen, Zhen Xiong and Francesco, Anne Marie (2000), Employee demography, organizational commitment, and turnover intentions in China: Do cultural differences matter? Human Relations; New York; Jun 53(6), 869 – ?
Chu, Gorden C. and Y. Ju (1993), The Great Wall In Ruins, NY: State University of New York Press.
Davis, H. Leung, Thomas, K. P. Luk, Sherriff T. K. and Wong, Yiu-Bing (1992), “The Benefits of Guanxi: The Value of Relationships in Developing the Chinese Market.” Industrial Marketing Management, (24): 207-214.
Farh, Jiing-Lih, Tsui, Anne S., Xin, Katherine, and Cheng, Bor-Shiuan (1998), The influence of relational demography and Guanxi: The Chinese case, Organization Science; Providence; Jul/Aug, 9(4), 471-488.
Fock, Henry H. Y. and Woo, Ka-shing (1998), The China market: Strategic implications of Guanxi, Business Strategy Review; Oxford; Autumn, 9(3), 33-43.
Gronroos, Christian, (1994), “From Marketing Mix to Relationship Marketing: Towards a Paradigm Shift in Marketing,” Management Decision, Vol. 32 (2), pp. 4-20.
Hall, Edward T. (1976a), Beyond Culture, Garden City, NY: Anchor Press, Doubledy
(1976b), “How Cultures Collide.” Psychology Today, July: 67-74.
Hampden-Turner, C. and Fons Trompennaars (1994), The Seven Cultures of Capitalism: Value Systems for Creating Wealth in the United States, Britain, Japan, Germany, France, Sweden, and the Netherlands, London: Piatkus Publishing Ltd.
Keister, Lisa A. (2000), Chinese Business Groups: The Structure and Impact of Inter-firm Relationship during Economic Development, New York, Oxford University Press.
Khanna, Vikram (2000), Put not your faith in Guanxi, Asian Business; Hong Kong, April, 36(4), 12-
Lo, Wattie, C.W., Everett, Andre M., (2001), “Thriving in the regulatory environment of e-commerce in China: A Guanxi strategy,” S.A.M. Advanced Management Journal, Summer, 6(3), 17-24.
Loong, Pauline (2000), What WTO means for Chinese banking, Asiamoney; London; Jul/Aug, 11(6), 20-25.
Lovett, Steve, Simmons, Lee C., and Kali, Raja (1999), Guanxi versus the market: Ethics and efficiency, Journal of International Business Studies; London; Second Quarter; 30(2), 231-248.
Luo, Yadong, (2001), “Antecedents and consequences of personal attachment in cross-cultural cooperative ventures,” Administrative Science Quarterly, June, Vol. 46(2), pp. 177-201.
Merrilees, Bill and Miller, Dale (1999), Direct selling in the West and East: The relative roles of product and relationship (Guanxi) drivers, Journal of Business Research; New York; 45(3), Jul, 267-273.
Luo, Yadong (1997), Guanxi and performance of foreign-invested enterprises in China: An empirical inquiry, Management International Review; Wiesbaden; First Quarter; 37(1), 51-70.
Luo, Yadong, (1997), “Guanxi: Principles, philosophies, and implications,” Human Systems Management, Vol 16(1) pp. 43-51.
Micklethwait, John and Wooldridge, Adrian (2000), Toy story, Fortune; New York; Jun 26, 142(1), 258-272.
Pearce, John A. II, and Robinson, Richard B. Jr. (2000), Cultivating Guanxi as a foreign investor strategy Business Horizons; Greenwich; Jan/Feb, 43(1), 31-38
Peng, Mike W. and Luo, Yadong (2000), Managerial ties and firm performance in a transition economy: The nature of a micro-macro link, Academy of Management Journal; Mississippi State; June, 43(3), 486-501.
Seligman, Scott Guanxi: Grease for the wheels of China (1999), The China Business Review; Washington; Sep/Oct; 26(5), 34-38.
Surry, Malcolm (1999), The right connections, Asian Business; Hong Kong; Dec, 35(12), 12-13.
Tang, Y. M. (1998), Guanxi And Its Benefits In The Business Context In China And In Other Confucian Societies. Proceedings of the Multicultural Marketing Conference, Concordia University, Montreal, Canada, September: 19-23.
(1999), “How to Start and Maintain Guanxi in the Business Context in China, Hong Kong and Singapore,” Proceedings of the Australian and New Zealand Marketing Academy ANZMAC99 Conference, Australian & New Zealand Marketing Academy.
Wong, Y. H. (1998), Insider story of relationship marketing in China: Favouritism, guanxi and adaptation, International Journal of Management; Poole; Sept., 15(3), 295-301.
(1998), An integrated relationship (guanxi) marketing model in China Journal of Professional Services Marketing; New York; 18 (1), 25-48.
and Chan, Ricky Yee-kwong (1999), Relationship marketing in China: Guanxi, favouritism and adaptation, Journal of Business Ethics, Dordrecht: Nov., 22(2), 107-118.
Wong, Y. H., and Leung, Thomas K. P. (2001), Guanxi: Relationship Marketing in a Chinese Context, NY, The Haworth Press Inc.
Xin, Katerine R. and Jone L. Pearce, (1996), “Guanxi: Connections as Substitutes for Formal Institutional Support.” Academy of Management Journal, 39 (6): 1641-1658.
Yang, M. M. (1994), Gifts, Favors and Banquets: The Art of Social Relationship in China. Ithaca, NY: Cornell University Press.
Yatsko, Pamela (2000), The two faces of China, Fortune; New York; Oct 16, 142(9), 258-272.
Yau, Oliver H.M., (2000), “Chinese Cultural Values: Their Dimensions and Marketing Implications,” in Yau, H.M. and Steele, Henry, C (ed) China Business: Challenges in the 21st Century, Hong Kong: The Chinese University Press, 133-150.
Yau, Oliver H. M., Chan T. S., and Lau K. F. (1999), Influence of Chinese cultural values on consumer behavior: A proposed model of gift-purchasing behavior in Hong Kong, Journal of International Consumer Marketing, New York: 11(1), 97-116.
Yau, Oliver H. M., Lee, Jenny S. Y., Chow, Raymond, P. M., Sin, Leo Y. M., and Tse, Alan C. B. (2000), Relationship marketing the Chinese way, Business Horizons; Greenwich; Jan/Feb, 43(1), 16-24.
Yeung, Irene Y.M. and Tung, Rosalie L. (1996), “Achieving Business Success In Confucian Societies: The Importance Of Guanxi (Connections).” Organizational Dynamics, Autumn: 54-65.
Yi, Lee Mei, and Ellis, Paul (2000), Insider-outsider perspective of Guanxi, Business Horizons, Greenwich; Jan/Feb., 43(1), 25-30.
Reference on cross-culture negotiation and negotiation with Chinese (to be further updated without notice)
Abramson, N. R., Lane, H.W., Nagal, H. & Takagi, H. (1993), A Comparison Of Canadian And Japanese Cognitive Styles: Implications For Management Interaction, Journal of International Business Studies, Volume 24, Issue 3: 575-87.
Acuff, Frank L.(1997), How to Negotiate Anything with Anyone Anywhere Around the World, American Management Association.
Alston, J. P., and He, Yongxin (1997), Business Guide to Modern China, Michigan State University Press.
Billings, D. K. (1989), Individualism And Group Orientation. In D. M. Keats, D. Munroe, & L. Mann (Eds), Heterogeneity in Cross-Cultural Psychology. Pp. 22-103. Lisse, The Netherlands: Swets and Zeitlinger.
Blackman, C (1997), Negotiating China: Case studies and strategies, Allen and Unwin.
Bond M. H., (1991), Beyond the Chinese Faces: Insights from Psychology, Oxford University Press.
Bond M. H., (1995), The Psychology of the Chinese People, Oxford University Press.
Brett, J. M. (2001), Negotiating Globally: How to Negotiate Deals, Resolve Disputes and Make Decisions Across Cultural Boundaris. San Franscisco, CA: Jossey-Bass.
Brett, J. M., Adair, W. A., Lempereur, A., Okumura, T., Shikhirev, P., Tinsley, C., & Lytle, A. (1998), Culture and Joint Gains in Negotiation. Negotiation Journal, 14 (1), 61-68.
Chu, C-M., (1997), The Asian Mind Game, Stealth Production Australia
Clark, T. (1990), International Marketing And National Character: A Review And Proposal For An Integrative Theory, Journal of Marketing, Volume 54, Issue 4: 66-79.
Dawar, N., Parker, P. M. & Price, L. J. (1996), A Cross-Cultural Study Of Interpersonal Information Exchange, Journal of International Business Studies, Volume 27, Issue 3: 497-516.
Dunning, J. H. (1995), “Reappraising The Eclectic Paradigm In An Age Of Alliance Capitalism”. Journal of International Business Studies, Vol, 26 No. 3, pp. 461-91
Foster, Dean Allen (1992), Bargaining across Boarder – How to Negotiate Business Successfully Anywhere in the World, McGraww – Hill, 1992
Francis, June N.P. (1991), When in Rome? The Effects Of Cultural Adaptation On Intercultural Business Negotiations. Journal of International Business Studies, 22(3): 403-28.
Gelfand, M. J., & Brett, J. M. (Eds.) (2004), The Handbook of Negotiation and Culture: Theoretical Advances and Cultural Perspectives. Palo Alto, CA: Standford University Press.
George, J. M., Jones, G. R., and Gonzales, J. A. (1998), “The Role of Affect in Cross-Culture Negotiation,” Journal of International Business Studies, Volume 29, Issue 4: 749-72.
Ghauri, Pervez and Usunier, Jean-Claude, (1996), International Business Negotiation, Oxford: Pergamon.
Graham, J L., and Lam, N. M. (2003), “The Chinese Negotiation”, Harvard Business Review 81(10): 82-91.
Hall, E. T. (1976), Beyond Culture. Garden City, NJ: Anchor Press.
Hellstroom, Linda (1997), Conducting Business in China: The Issue of “Guanxi”, Stockholm School of Economics & EIJS.
Hendon, D. W., Hendon, R. A., and Herbig, P. (1998), “Negotiating across Cultures,” Security Management, Arlington: November.
Hofstede, G. (1980), Culture’s Consequences: International Differences In Work Related Values, Beverly Hills, Calif: Sage.
Hui, C. H. & Triandis, H. C. (1996), Individualism-collectivism: A Study Of Cross Cultural Researchers. Journal of Cultural Psychology; 17, 225-248.
Kao, J. (1993), “The World-Wide Web Of Chinese Business”, Harvard Business Review, March-April, pp. 24-7
Leung, K., (1987), Some Determinants Of Reactions To Procedural Models For Conflict Resolutions: A Cross-National Study. Journal of Personality and Social Psychology, 53(5), 898-908.
Lewis, R. D. (1991), When Cultures Collide: Managing Successfully across Cultures, London: Nicholas Brealey Publishing.
Lytle, A. L., Brett, J. M. & Shapiro, D. L. (1999), The Strategic Use Of Interests, Rights And Power To Resolve Disputes. Negotiation Journal, 15(1), 31-49.
Miles, M. (2003), ‘Negotiating with the Chinese: Lessions from the field’, Journal of Applied Behavioral Science 39(4): 452-72
Morrison, T., Conaway, W. A. & Borden, G.A., Kiss, Bow or Shake Hands: How to do Business in Sixty Countries, Adams Media Corporation: Holbrook, MA, 1994.
Pye, Lucian W., (1992), Chinese Negotiating Style” Commercial Approaches and Culture Principles, Quorum Books.
Samovar, Larry A. and Porter, Richard E., (1998), Communication between Cultures, CA: Walsworth.
Scherer, K.R. & Wallbott, H.G. (1994), Evidence For Universality And Cultural Variation Of Differential Emotion Response Patterning, Journal of personality and social psychology, Volume 66: 310-28.
Strutton, D. and Pelton, L (1997), “Scaling the Great Wall: The Yin And Yang of Resolving Business Conflicts in China,” Business Horizons, 40(5), September-October, pp. 22-34.
Tannen, D, (1995a), Talking from 9 to 5, New York, NY: Avon Books.
Tannen, D, (1995b), The power of talk, Harvard Business Review, Volume 73: 138-48.
Ting-Toomey,k S. (1988), Intercultural conflict Styles: A Face-Negotiation Theory, in Theories in intercultural communication, Newbury Park, California: Sage.
Triandis, H. C., (1994), Culture and Social Behaviour. pp. 29-54. New York: McGraw-Hill.
Tse, D. K., Lee, K. H., Vertinshy, I. and Webrund, D. A. (1988), “Does Culture Matter? A cross-Cultural Study of Executive Choices, Decisiveness, and Risk Adjustment in International Marketing,” Journal of Marketing, 5(Oct), pp. 81-95.
Tse, D.K., Francis, J.T. and Walls, S. (1994), Cultural Differences In Conducting Intra- And Inter-Cultural Negotiations: A Sino-Canadian Comparison, Journal of International Business Studies, Volume 25, Issue 3: 537-55.
Tung, Rosalie I. (1984). How to negotiate with the Japanese. California Management Review, (26): 62-77.
Wall, James A., Jr, and Michael W. Blum. (1991). Negotiations. Journal of Management, 17(2): 273-303.
Yau, O. H. M., (1994), Consumer Behaviour in China: Customer Satisfaction and Cultural Values, London: Routledge.
Weiss, S. & Stripp, W. (1985), Negotiation with Foreign Business Persons: An Introduction For Americans with Propositions on Six Cultures. New York University, Faculty of Business Administration.
Zhao, Jensen J, (2000), The Chinese Approach to International Business Negotiation
The Journal of Business Communication, Urbana, 37 (July), 209-237.
References on Standardisation and Adaptation (to be further updated)
Aref A Alashban; Linda A Hayes; George M Zinkhan; Anne L Balazs, International brand-name standardization/adaptation: Antecedents and consequences, Journal of International Marketing; Chicago; 2002.
Bartlett, C. and S. Ghoshal (2000). Transnational Management. Singapore, McGraw Hill Higher Education.
Buzzell, R. (1968), “Can you standardize multinational marketing?,” Harvard Business
Review, Vol. 46, November-December, pp. 102-13.
Douglas, S. and Wind, Y. (1987), “The myth of globalization,” Columbia Journal of World
Business, Vol. 22 No. 3, pp. 19-29.
Ferroaro, Gary P. (1994), The Cultural Dimension of International Business, 2nd edition, New Jersey: Prentice-Hall Inc.
Gardner, B.B., and Levy, S.J. (1955), “The product and the brand”, Harvard Business Review, Vol. 33 (March/April), pp. 33-39.
Hall, Edward T., (1979), “Learning the Arabs’ Silent Language,” Psychology today, pp. 45-53.
Hall & Hall, Mildred Reed (1990), Hidden Differences: Doing Business with the Japanese, New York: Doubleday Anchor Books, p. 172.
Hofstede, Geert (1980) Culture‘s Consequences: International Difference in Work-Related Values, Beverly Hills, C.A.: Sage Publication Inc.
Jain, S. (1989) “Standardization of international marketing strategy: some research hypotheses,” Journal of Marketing, Vol. 53 No. 1, pp. 70-9.
June N P Francis; Janet P Y Lam; Jan Walls, Executive insights: The impact of linguistic differences on international brand name standardization: A comparison of English and Chinese brand names of Fortune-500 companies, Journal of International Marketing; Chicago; 2002.
Kotler, P. (1986). "Global Standardization - Courting Danger." Journal of Consumer Marketing 3 (Spring): 13-15.
Levitt, T., (1983) The Globalization of Markets, Harvard Business Review, May-June
Lichung Jen, Chen-Heng Chou, Shih-Ju Wang, and Chih-Ming Wu, Standardization versus Differentiation of International Marketing Strategies: A Comparative Study of Consumer Shopping Behavior in Taiwan and US.
http://140.112.109.20:81/lichung/myweb/International%20Marketing_paper1.htm
Medina, J.F. and Duffy, M,F, (1998) Standardization vs globalization: a new perspective of brand strategies, Journal of Product and Brand Management, 7(3), pp. 223-243
Schmitt, Bernd H., Yigang Pan, and Nader T. Tavassoli (1994), "Language and Consumer Memory: The Impact of Linguistic Differences between Chinese and English," Journal of Consumer Research, 21 (December), 419-431
Schütte, Helmut and Ciarlante, Deanna,(1998) Consumer Behaviour in Asia, New York University Press.
Stahl, Jack, (1996) "Brand building, Coca-Cola style", Beverage World, Sep., p. 131-133.
Rongxia, Li, "Coca-Cola Expands Market in China",
http://china-window.com/edu/books/bjreview/april/96-14-15.html
Watson, J.L. (1997) Transnationalism, Localization, and Fast Foods in East Asia. Golden Arches Eats. McDonald's in East Asia, Stanford: Stanford University Press, pp 1-38.
Wind, Y. (1986) “The myth of globalization,” Journal of Consumer Marketing, 3(2), pp. 23-6.
Winram, Steve (1984) The Opportunity for World Brands, International Journal of Advertising, 3, pp. 17-26.
Zhan G. Li and l. William Murray, Branding-naming products in China: An Exploratory Study, McLaren Business School, http://www.sbaer.uca.edu/Research/1999/WDSI/99wds298.htm
References on Marketing and SMEs in China
China Enterprises Association (2001), “China SMEs development report: 2001”, China Industry and Commerce Times, 30 August.
Chow, C. K. W. and Tsang, E. W. K. (1994), “Entrepreneurs in China: development, functions and problems”, International Small Business Journal, 13(1), pp. 63-77.
Horng, S. C. and Chen, A. C. H. (1998), “Market orientation of small and medium-sized firms in Taiwan”, Journal of Small Business Management, 36(3), pp. 79-85.
Li, L. H. (1997), “The reform process of the real estate system in China”, in Lee, J., Jung, H. and Cheong, W. (Eds), The Real Estate Reform Process in the Post-Communist Countries, Korean Research Institute for Human Settlements, Ch.1, pp. 7-71.
Lin, H. C. and Zhou, H. (2003), “Industry structure and position of the SMEs in China: a preliminary discussion”, in Zhang, Y. L., (Ed.), Proceedings of the 1st Conference on the Study of Business Venturing and Entrepreneurship (in Chinese), Nankai University Press, Tianjin, pp. 186-194.
National Statistics Bureau of China (2003), “Classification standards for large, medium and small sized enterprises” (in Chinese), www.stats.gov.cn/tjbz/qyhxbz/t20030528_80450.htm
National Statistics Bureau of China (1996), “Improvement in People's Material and Cultural Life” (in Chinese), available at: www.stats.gov.cn/ndsj/information/zh1/i011a
Peng, J. F. (2003), “Top ten marketing challenges in China in 2002”, China Marketing (in Chinese), 1(1), pp. 26-29.
Siu, W. S. (2000), “Marketing and company performance of Chinese small firms in mainland China: A preliminary study”, Journal of Small Business and Enterprise Development, 7(2), pp.105-122.
Siu, W. S., Fang, W. C. and Lin T. L. (2004), “Strategic marketing practices and the performance of Chinese small and medium-sized enterprises (SMEs) in Taiwan”, Entrepreneurship and Regional Development, 16(2), pp. 161-178.
Siu, W. S. and Kirby, D.A. (1998), “Approaches to small firm marketing: a critique”. European Journal of Marketing, 32(1/2), pp. 40-60.
Tang, Y., Wang, P., and Zhang, Y.L. (2007) “Marketing and Business Performance of Construction SMEs in China”, Journal of Business and Industrial Marketing 22(2)
Tang, Y. M. and Zhang, Y. L. (2002), “Challenges facing SMEs in China: A preliminary analysis”, Proceedings of ANZMAC (Australia and New Zealand Marketing Academy Conference) 2002 Conference, Melbourne.
Yao, M. L. (2003), “An empirical analysis of the current financing status of SMEs in China and their needs for credit guarantee”, in Zhang, Y. L., (Ed), Proceedings of the 1st Conference on the Study of Business Venturing and Entrepreneurship (in Chinese), Nankai University Press, Tianjin, pp. 225-231.
MGSM iLearn
The web page for this unit can be found at: https://ilearn.mq.edu.au/login/MGSM
Unit Schedule
Block Class: January 19-21, Feb 3-4 2018
Students are required to attend all classes. The unit will be presented over two blocks as follows:
|
Date |
Topic and Session |
|
19 January 2018 (am) |
Macro Business Environment of China (sessions 1-3) Modern China’s political, economic, social-culture, technological, environmental and legal environment – overview, recent development, issues and challenges, and impact on businesses |
|
19 January 2018 (pm) |
Macro Business Environment of China (continuation) Video: Boom-time; The Great Firewall of China; 3-Gorges Dam; or Industrial Pollution in China (Foreign Correspondent 26 Oct 2010) |
|
20 January 2018 (am) |
Outsourcing to China (session 4) Issues and challenges in outsourcing to China, and possible solutions Video: Nokia: A Decent Factory; |
|
20 January 2018 (pm) |
Exporting to China (session 5) Issues and challenges in exporting to China, and possible solutions |
|
21 January 2018 (am) |
Operating in China (sessions 6-9) Issues, challenges and possible solutions Video: The Men Who Would Conquer China |
|
21 January 2018 (am) |
Operating in China (continuation) Issues, challenges and possible solutions Video: Cars that ate China; The biggest Chinese restaurant in the world |
|
3 February 2018 (am) |
Contemporary Issues Critical to Doing Business in/with China Syndicate current topics presentation and reports due today. Topics to be decided. |
|
3 February 2018 (am) |
Contemporary Issues Critical to Doing Business in/with China Syndicate current topics presentation and reports due today. Topics to be decided. |
|
4 February 2018 (am) |
China in the Global Market (session 10) Issues/challenges facing Chinese businesses in global markets, and possible solutions Guest Speaker: TBA |
|
4 February 2018 (am) |
China looking forward (session 11) Summary (session 12)
Video: Ka-Ching generation; |
Learning and Teaching Activities
Teaching and Learning Strategy
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- Academic Appeals Policy
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- Grade Appeal Policy
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- Special Consideration Policy (Note: The Special Consideration Policy is effective from 4 December 2017 and replaces the Disruption to Studies Policy.)
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If you would like to see all the policies relevant to Learning and Teaching visit Policy Central (https://staff.mq.edu.au/work/strategy-planning-and-governance/university-policies-and-procedures/policy-central).
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Graduate Capabilities
PG - Capable of Professional and Personal Judgment and Initiative
Our postgraduates will demonstrate a high standard of discernment and common sense in their professional and personal judgment. They will have the ability to make informed choices and decisions that reflect both the nature of their professional work and their personal perspectives.
This graduate capability is supported by:
Assessment tasks
- Presentation and Report
- Individual Industry Study
PG - Discipline Knowledge and Skills
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:
Learning outcomes
- Critically evaluate and synthesize the complex information and insights into modern China’s political, economic, social-cultural, technological, environmental, and legal environment, in order to make well-informed, strategic decisions.
- Critically analyze the various alternative entry strategies that foreign enterprises could carry out when entering China, including outsourcing, exporting, and directly investment in China.
- Critically analyze the various challenges facing both local and foreign invested foreign enterprises operating in China, including areas such as government policy and regulations, competition, market segmentation and market behavior, talent shortage, protecting intellectual property, effectively competing with local businesses, and balancing the dilemma between standardization and adaptation of home country marketing strategies, etc.
- Creatively and ethically balance organizational vision, values and practices, with the demands and opportunities of the local markets in modern China.
- Critically and ethically appreciating China’s participation in the global markets, the challenges facing Chinese enterprises in the global markets, as well as the business opportunities that may exist in the context of China’s participation of the global businesses.
- Integrate ethical, social and environmental factors in the local context in China, and to develop responsible business decisions and management practices.
Assessment tasks
- Presentation and Report
- Individual Industry Study
PG - Critical, Analytical and Integrative Thinking
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:
Learning outcomes
- Critically evaluate and synthesize the complex information and insights into modern China’s political, economic, social-cultural, technological, environmental, and legal environment, in order to make well-informed, strategic decisions.
- Critically analyze the various alternative entry strategies that foreign enterprises could carry out when entering China, including outsourcing, exporting, and directly investment in China.
- Critically analyze the various challenges facing both local and foreign invested foreign enterprises operating in China, including areas such as government policy and regulations, competition, market segmentation and market behavior, talent shortage, protecting intellectual property, effectively competing with local businesses, and balancing the dilemma between standardization and adaptation of home country marketing strategies, etc.
- Creatively and ethically balance organizational vision, values and practices, with the demands and opportunities of the local markets in modern China.
- Critically and ethically appreciating China’s participation in the global markets, the challenges facing Chinese enterprises in the global markets, as well as the business opportunities that may exist in the context of China’s participation of the global businesses.
- Integrate ethical, social and environmental factors in the local context in China, and to develop responsible business decisions and management practices.
Assessment tasks
- Presentation and Report
- Individual Industry Study
- Class Participation
PG - Research and Problem Solving Capability
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:
Learning outcomes
- Critically evaluate and synthesize the complex information and insights into modern China’s political, economic, social-cultural, technological, environmental, and legal environment, in order to make well-informed, strategic decisions.
- Critically analyze the various alternative entry strategies that foreign enterprises could carry out when entering China, including outsourcing, exporting, and directly investment in China.
- Critically analyze the various challenges facing both local and foreign invested foreign enterprises operating in China, including areas such as government policy and regulations, competition, market segmentation and market behavior, talent shortage, protecting intellectual property, effectively competing with local businesses, and balancing the dilemma between standardization and adaptation of home country marketing strategies, etc.
- Creatively and ethically balance organizational vision, values and practices, with the demands and opportunities of the local markets in modern China.
- Critically and ethically appreciating China’s participation in the global markets, the challenges facing Chinese enterprises in the global markets, as well as the business opportunities that may exist in the context of China’s participation of the global businesses.
- Integrate ethical, social and environmental factors in the local context in China, and to develop responsible business decisions and management practices.
Assessment tasks
- Presentation and Report
- Individual Industry Study
PG - Effective Communication
Our postgraduates will be able to communicate effectively and convey their views to different social, cultural, and professional audiences. They will be able to use a variety of technologically supported media to communicate with empathy using a range of written, spoken or visual formats.
This graduate capability is supported by:
Learning outcomes
- Critically evaluate and synthesize the complex information and insights into modern China’s political, economic, social-cultural, technological, environmental, and legal environment, in order to make well-informed, strategic decisions.
- Critically analyze the various alternative entry strategies that foreign enterprises could carry out when entering China, including outsourcing, exporting, and directly investment in China.
- Critically analyze the various challenges facing both local and foreign invested foreign enterprises operating in China, including areas such as government policy and regulations, competition, market segmentation and market behavior, talent shortage, protecting intellectual property, effectively competing with local businesses, and balancing the dilemma between standardization and adaptation of home country marketing strategies, etc.
- Creatively and ethically balance organizational vision, values and practices, with the demands and opportunities of the local markets in modern China.
- Critically and ethically appreciating China’s participation in the global markets, the challenges facing Chinese enterprises in the global markets, as well as the business opportunities that may exist in the context of China’s participation of the global businesses.
- Integrate ethical, social and environmental factors in the local context in China, and to develop responsible business decisions and management practices.
Assessment tasks
- Presentation and Report
- Individual Industry Study
PG - Engaged and Responsible, Active and Ethical Citizens
Our postgraduates will be ethically aware and capable of confident transformative action in relation to their professional responsibilities and the wider community. They will have a sense of connectedness with others and country and have a sense of mutual obligation. They will be able to appreciate the impact of their professional roles for social justice and inclusion related to national and global issues
This graduate capability is supported by:
Learning outcome
- Integrate ethical, social and environmental factors in the local context in China, and to develop responsible business decisions and management practices.
Assessment task
- Presentation and Report
Changes from Previous Offering
No changes from previous offering
Alignment with MGSM’s mission-driven attributes
Leadership: Develop skills required of business leaders with respect to the synthesis of a wide array of business related information in the context of doing business in/with China in order to obtain detailed information and to make well-informed strategic decisions.
Global mindset: Assessment of the implications of strategic decisions from not just a whole of business perspective, across of a wide spectrum of stakeholders.
Citizenship: Apply a true and fair view approach to appreciating critical issues related to doing business in/with China.
Creating sustainable value: Adoption of a forward-looking/thinking perspective on the impact of decisions on business development and performance of a business entity in the context of doing business in/with China.
Attendance Policy (MGSM)
The interactive environment of the classroom is central to the MGSM experience. Students are required to attend the full duration of all classes for the units in which they are enrolled. We recognise that exceptional circumstances may occur, such as unavoidable travel on behalf of your organization or the serious illness or injury of you or a close family member. Special consideration may be given for a maximum of 20% non-attendance for such circumstances as long as lecturers are contacted in advance, and supporting documentation provided, to request exemption from attendance. Failure to abide by these conditions may result in automatic withdrawal, with academic and/or financial penalty. The full Student Attendance Policy is published in the MGSM Student Handbook at https://students.mgsm.edu.au/handbook
Content Disclaimer
The content of this unit is provided for educational purposes only and no decision should be made based on the material without obtaining independent professional advice relating to the particular circumstances involved.
Changes since First Published
| Date | Description |
|---|---|
| 09/01/2018 | Syndicate Presentation and Report due date corrected to the 3rd of February. |