Unit convenor and teaching staff |
Unit convenor and teaching staff
Unit Convenor & Lecturer
Yue Wang
Contact via Email
Please view consultation hours via iLearn - https://ilearn.mq.edu.au/login/
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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 or above
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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:
Name | Weighting | Hurdle | Due |
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Report-Case Study | 50% | No | Week 8 |
Essay-Literature Review | 50% | No | Week 13 |
Due: Week 8
Weighting: 50%
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.
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.
Type of Collaboration Individual Submission Please Submit Via Turnitin Link on iLearn Format Please refer to the iLearn Unit page Length 2,000 word (excluding bibliography) Inherent Task Requirements None Late SubmissionLate tasks must also be submitted through Turnitin. No extensions will be granted. There will be a deduction of 10% made from the total available marks for each 24 hour period or part thereof that the submission is late (for example, 25 hours late in submission incurs a 20% deduction). Late submissions will be accepted up to 96 hours after the due date and time.
This penalty does not apply for cases in which an application for Special Consideration is made and approved. Note: applications for Special Consideration Policy must be made within 5 (five) business days of the due date and time.
Due: Week 13
Weighting: 50%
Late tasks must also be submitted through Turnitin. No extensions will be granted. There will be a deduction of 10% made from the total available marks for each 24 hour period or part thereof that the submission is late (for example, 25 hours late in submission incurs a 20% deduction). Late submissions will be accepted up to 96 hours after the due date and time.
This penalty does not apply for cases in which an application for Special Consideration is made and approved. Note: applications for Special Consideration Policy must be made within 5 (five) business days of the due date and time.
Required Text |
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Unit Web page | The web page for this unit can be found at: https://ilearn.mq.edu.au/login/ |
Technology Used and Required | Students will need to be familiar with a web browser to access the unit web page. |
Delivery Format and Other Details |
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Recommended Readings |
Recommended books:
Recommended journals and periodicals:
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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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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:
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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