Australian School of Business School of Organisation and Management

MGMT 5601

GLOBAL BUSINESS AND MULTINATIONAL ENTERPRISE

COURSE OUTLINE

TABLE OF CONTENTS

1. STAFF CONTACT DETAILS 1

2. COURSE DETAILS 1

2.1 Teaching Times and Locations 1 2.2 Units of Credit 1 2.3 Summary of Course 1 2.4 Course Aims and Relationship to Other Courses 1 2.5 Student Learning Outcomes 2

3. LEARNING AND TEACHING ACTIVITIES 3

3.1 Approach to Learning and Teaching in the Course 3 3.2 Learning Activities and Teaching Strategies 3

4. ASSESSMENT 3

4.1 Formal Requirements 3 4.2 Assessment Details 4 4.3 Assessment Format 4 4.4 Assignment Submission Procedure 8 4.5 Late Submission 8

5. ACADEMIC HONESTY AND PLAGIARISM 8

6. COURSE RESOURCES 8

7. COURSE EVALUATION AND DEVELOPMENT 10

8. STUDENT RESPONSIBILITIES AND CONDUCT 10

8.1 Workload 10 8.2 Attendance 11 8.3 Special Consideration and Supplementary Examinations 11 8.4 General Conduct and Behaviour 11 8.5 Occupational Health and Safety 11 8.6 Keeping Informed 11

9. ADDITIONAL STUDENT RESOURCES AND SUPPORT 12

10. COURSE SCHEDULE 13

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1. STAFF CONTACT DETAILS

You are required to adhere to consultation hours set by the course coordinator/lecturer.

In special circumstances, an appointment may be made outside regular consultation

hours. In addition, you may post course-specific inquiries to the Course Website.

2. COURSE DETAILS 2.1 Teaching Times and Locations

NB: Students are expected to attend the lecture and seminar class in which they are

enrolled.

Times and locations may be subject to change depending on student enrolment.

2.2 Units of Credit

This course has a 6 Unit of Credit (UOC) value.

2.3 Summary of Course

This course surveys the theory and practice of global business and the multinational

enterprise (MNE). The course focuses on the key factors that shape the globalisation

process, the international business environment, the internationalisation of the firm and

MNE entry modes. Specifically, the main topics covered in the course include the

analysis of the changing international business environments (political, legal, economic,

and socio-cultural), the process of globalisation and its impact on firms, the role of

supranational organisations (including the World Trade Organisation (WTO) and

regional economic trading blocs), and different forms of servicing foreign markets

(including foreign direct investment (FDI), joint ventures, strategic alliances, exporting,

licensing/franchising).

2.4 Course Aims and Relationship to Other Courses

Course Aims

The aims of this course are:

1. to introduce students to the development of the multinational enterprise and the

process of firm internationalisation;

2. to explore how international business is affected by the many different types of

environments (political, economic, socio-cultural) in which it operates;

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3. to assess the role of supranational organisations, especially the WTO and regional

economic agreements, in affecting market access; and

4. to analyse the modes of international involvement and explain why and in what

forms international operations take place.

Relationship to Other Courses

Designed to be an introduction to international business, this course is a core course in

the International Business specialisation. The course content allows students to have a

better understanding of the international business environment impinging on

multinational enterprises and their international modes of operation. The concepts,

theories and frameworks addressed in this course complement other courses, especially

international business and international management courses within the Australian

School of Business.

2.5 Student Learning Outcomes

On successful completion of this course, a student should be able to:

1. understand and explain concepts and theories concerning the global business

environment;

2. apply conceptual frameworks and theories to current events in the global

business environment and to actual behaviour of firms that engage in

international operations;

3. explain and discuss the seminal and contemporary international business

literature;

4. display improved skills in critical thinking, analysis, and problem solving;

5. demonstrate improved skills in independent research and communication; and

6. understand the processes of working within a group and show evidence of ability

to collaborate with others.

Graduate Attributes

This course contributes to your development of the following Australian School of

Business Graduate Attributes, which are the qualities, skills and understandings we

want you to have by the completion of your degree, as shown in the table below.

Course

Learning

Outcomes

ASB Graduate Attributes

2, 4, 5 1. Critical thinking and problem solving

3, 5, 6 2. Communication

5, 6 3. Group work and leadership

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1, 2, 3, 4 4. Social, ethical and global perspectives

1, 2, 3 5. In-depth engagement with relevant disciplinary knowledge

5 6. Professional skills

3. LEARNING AND TEACHING ACTIVITIES 3.1 Approach to Learning and Teaching in the Course

The approach adopted in this course is highly interactive, requiring you to actively

participate and engage in learning process. It also requires you to prepare for each

lecture and seminar in advance.

In particular, efforts will be made to ensure you achieve your maximum learning

potential by focusing on:

application of concepts/theories to real-world settings;

provision of valuable insights into real-firm situations;

active individual initiatives to learning; and

collaborative teamwork.

3.2 Learning Activities and Teaching Strategies

The lectures provide a synthesis of both theoretical concepts and applied materials from

a range of sources including your own prior knowledge and experiences. In order to

make the most out of the lectures, you are expected to read assigned readings prior to

each lecture.

The weekly seminars are designed to extend your understanding of concepts, refine your

analytical skills, and apply the concepts presented in lectures to actual situations.

Because seminars rely heavily on student interaction through group presentation,

discussion, analysis of cases, and class exercises, it is essential that preparation for each

seminar be completed in advance. The seminars provide you with opportunities to

communicate ideas in a supportive environment and develop interpersonal skills

through working together in diverse groups.

4. ASSESSMENT 4.1 Formal Requirements

In order to pass this course you must

a) make a satisfactory attempt at all assessment tasks (see below) AND

b) attain an overall mark of at least 50 percent of the maximum possible total.

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4.2 Assessment Details

Assessment Task Type Weighting Learning

Outcomes

ASB Graduate

Attributes

Length Due Date

Mid-session exam Individual 15% 1, 2, 3, 4 1, 5, 6 1 hour Week 6

Final examination Individual 40% 1, 2, 3, 4, 5 1, 2, 5, 6 2 hours Exam period

Participation Individual 5% 2, 5 1, 2 N/A Ongoing

Case presentation Group 10% 2, 4, 5, 6 1, 2, 3 30-45 min

Weeks 4-10

Internationalisation project

- Presentation

- Report

Group

10%

20%

1-6

1-6

1-6

1-6

20-25 min

2000 words

Weeks 11-12

Week 11

Total 100%

4.3 Assessment Format

4.3.1 Mid-Session Exam (1-hour, weight 15%)

A one-hour mid-session exam will be held in Week 6 during the lecture time. Details

about the exam will be communicated in due course. The time and venue of the exam

are as follows:

4.3.2 Final Examination (2-hour, weight 40%)

This will take the form of a two-hour exam. The exam will be conducted externally and

supervised by the UNSW Examinations Section. Details will be communicated in due

course.

4.3.3 Case Presentation (weight 10%)

The key activity during the seminars is to assess and debate on the problems faced by

real-life international organisations. Weekly analysis of cases provides valuable insights

into real firm situations and allows you to apply theoretical and other insights in a

practical real world setting. As each case is usually fairly substantial in length it is

critical that you read the case carefully beforehand so that you are aware of both the

detail of the case and the issues involved. A detailed guide to case analysis will be

provided in Week 3.

Groups will be formed during the first seminar meeting in Week 2 and will each be

assigned a case (found in this Course Outline and Website) to lead the discussion in

subsequent seminars (Weeks 4-10). The presentations are designed to improve your

analytical and presentation skills and each assigned group will play the common role of

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a cross-functional management team presenting their assessment of a specific

problem(s). As these are formal presentations, presenters are expected to wear a dress

shirt and at least a tie for men. The time allocated for each presentation is 30-45

minutes including the class discussion time.

In order to effectively lead the seminar discussion, groups need to:

- provide their own case analysis

- stimulate a class discussion on the assigned case

- summarise the main points and issues raised in the class discussion.

Please hand in a copy of your slides in the handout form, i.e. six slides per page, along

with the Case Presentation Assessment Sheet included in this Outline, to your Seminar

leader at the end of your presentation. Students will be advised of their assessed marks

for the Case Presentations in a couple of weeks unless advised otherwise.

4.3.4 Internationalisation Project

This group project consists of two parts: i) Presentation and ii) Report. In groups,

students will analyse the internationalisation process of an Australian MNE.

Specifically, the task involved in this project entails:

the firm’s sequence of market entry/withdrawal, and explanations for its market

selection;

the ways in which the firm services its foreign markets (i.e. entry/operation

modes), and the reasons why these forms of foreign market servicing have been

chosen;

major changes in the firm’s internationalisation, and why these changes have

occurred e.g. switches in operation modes;

current industry and environmental conditions, and how these are

affecting/likely to affect the firm’s internationalisation; and

managerial implications, i.e. normative recommendations for management, both

of the firm under study and managers of MNEs generally

It is expected that groups will consult newspapers, trade/industry reports and

periodicals, and the popular press such as Business Review Weekly, The Economist, Financial Times, etc. (these publications can be accessed via Factiva and ABI/Inform).

Students should also use academic journals and commentary as sources for their

analysis. Groups should not just rely upon internet sources alone. Some variations on

the topic may be possible (e.g. focus on the selected firm’s record in one particular

market, or compare two different firms in the one industry), however these need to be

approved by the Seminar leader.

The assignment should represent an equal contribution by all group members, although

the allocation of tasks involved is the prerogative of individual groups. Group work can be rewarding but requires considerable cooperation and coordination between group members. It is important to clarify your roles early in the project, make regular meeting dates, and establish time lines for finishing work.

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It is also essential that you maintain a record of group discussions, email exchanges and

meetings – this record (Group Diary) is to be submitted as an appendix to the Report. In

addition, each group is required to attach a completed Study Team Agreement to their

Report. The agreement is designed to assist your study team to create structures and

norms for working together effectively and will be distributed in the first seminar in

Week 2.

A confidential peer assessment will be available for you to evaluate the contribution of

each group member (including yourself) to the project.

The peer assessment form is available in this Course Outline.

Completed forms are to be submitted via email or in person in Week 12.

All peer assessments will be treated as strictly confidential.

Groups are to submit a project proposal in seminars in Week 5, attached to the cover

sheet included in this Course Outline. The proposal should include:

A brief (no more than 300 words) proposal that specifies the firm that the group

has chosen, an overview of the firm’s internationalisation, and a list of ten

references they have found useful to their research.

A brief consensus of the responsibilities and duties of each of the group members

(including name and student ID), with the signatures of all members.

This proposal will mainly serve as a helping deadline for groups; however, five marks

will be deducted from their project report if a group fails to submit a project proposal on

time.

Project consultations are scheduled in Week 8, to which groups will be expected to bring

along the work completed to date and discuss interim findings. Whenever time permits,

at the end of each weekly seminar, 10-15 minutes will be set aside for group

consultations on their projects.

i) Project Presentation (weight 10%)

Project presentations are to be held in Weeks 11 & 12 seminars

The allotted time for the project presentation is 20-25 minutes, including the class

discussion time. There is no standardised presentation strategy, but I suggest you begin

what you are going to tell, what you have found, and the managerial implications of the

findings. Also, please refer to the suggested Report structure below and the Project presentation feedback sheet at the back of this Outline for further information. Given

the time constraints (25 minutes at the maximum), you need to exercise your

professional discretion to deliver the key thrust of your project findings effectively. Be

sure to work as a team and use transitions.

ii) Project Report (weight 20%)

The Project Report is to be submitted in Week 10 Lecture

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Your report should include in-text citations and a reference list and be no more than

2000 words in length (excluding the list of references, appendices and the group diary).

The format for the Project Report is double-spacing with 2.54 cm margins, and using

Times New Roman 11 or 12 point font. Please show the word count, along with all other

details on the cover sheet. It is essential that you consult and abide by university

regulations regarding plagiarism.

Report structure

Your report needs to contain:

the cover sheets included in this outline;

table of contents: list the main sections of the report as well as any subheadings;

executive summary: a short explanation summarising the report’s purpose, findings,

conclusions and managerial implications;

introduction: outline the purpose and scope of the report clearly. The introduction

should also define key terms and provide a brief background to the topic. The

introduction should provide a brief outline of the rest of the report;

methodology: a brief description of how you researched the topic, particularly sources

used;

findings and discussion: this should be split into sections, each headed by a

subheading. The precise breakdown of subheadings is a decision for your group and

will depend on your key arguments and findings. Your discussion should be based on

an understanding of key IB concepts and theories;

managerial implications and conclusion: highlight the main contribution and

implications of your findings;

reference list: it is essential that you provide in-text citations throughout the report

and a reference list in a separate section at the end of the report. The Faculty’s

Education Development Unit has a useful guide to referencing that groups are

encouraged to follow. The guide can be accessed via the course website;

appendices (if any); and

group diary: your group diary should briefly chronicle the dates of each group

meeting held, the division of work among group members, attendance at group

meetings and the minutes of meetings, as well summaries of email discussions. Each

member must sign off on the diary and the diary is to be submitted as an appendix to

your report.

study team agreement: submit your completed form(s) as an appendix to your report

with the signatures of all members.

Refer to the Report feedback sheet at the back of this Outline for further information

on the requirements.

The schedule for the Internationalisation Project is therefore as follows:

Project stage Due date

Group formation Week 2

Project proposal Week 5

Project consultations Week 8/Ongoing

Project report Week 10

Project presentations Weeks 11-12

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4.4 Assignment Submission Procedure

Students must keep a copy of all assignments submitted for assessment and their

returned marked assignments. Students must also attach the appended coversheets to

their assignments.

4.5 Late Submission

Extensions will only be granted on medical or compassionate grounds under extreme

circumstances, and will not be granted because of work and other commitments.

Requests for extensions must be made in writing to the course coordinator prior to the

due date. Medical certificates or other evidence of extreme misfortune must be attached

and must contain information that justifies the extension sought. Late assignments

which have not been granted an extension will incur a penalty of 10 per cent of the

assigned mark per day.

5. ACADEMIC HONESTY AND PLAGIARISM

The University regards plagiarism as a form of academic misconduct, and has very

strict rules regarding plagiarism. For UNSW’s policies, penalties, and information to

help you avoid plagiarism see: http://www.lc.unsw.edu.au/plagiarism/index.html as well

as the guidelines in the online ELISE tutorial for all new UNSW students:

http://info.library.unsw.edu.au/skills/tutorials/InfoSkills/index.htm.

Optional links:

To see if you understand plagiarism, do this short quiz: http://www.lc.unsw.edu.au/plagiarism/plagquiz.html

For information on how to acknowledge your sources and reference correctly, see:

http://www.lc.unsw.edu.au/onlib/ref.html

For the ASB Harvard Referencing Guide, see:

http://wwwdocs.fce.unsw.edu.au/fce/EDU/harvard_ref_guide.pdf

6. COURSE RESOURCES 6.1 Course Website

This course has a Blackboard page that can be accessed via the following URL address:

http://telt.unsw.edu.au . To enter the site you will be asked for your Blackboard ID (your

student ID, preceded by a ‘z’) and your password (your UniPass). Weekly lecture notes

and supporting materials will be posted to the course website.

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6.2 Textbook and Cases (Prescribed)

Hill, Charles, W.L. (2011, 8th edition), International Business: Competing in the Global

Marketplace, McGraw-Hill: New York.

The cases for seminars can be found in the Course website.

6.3 Additional Readings (Recommended)

In addition to book chapters and cases, students are recommended to read a series of

readings prior to specific lectures. These additional weekly readings required for

lectures and seminars are detailed on pp. 22-23 of this Course Outline and can be found

in the Course website. All students should come to the classes having completed the

readings. Further readings, which may be of interest, are also listed below.

6.4 Additional Reference Materials

Buckley, Peter J. and Ghauri, Pervez N. (eds), 1999. The Internationalisation of the

Firm: A Reader (2nd Edition), ITP.

Cavusgil, S. Tamer, Knight, G., and Riesenberger, John R., 2008. International

Business: Strategy, Management, and the New Realities, Pearson Prentice Hall.

Daniels, John D., Radebaugh, Lee H. and Sullivan, D.P., 2007. International Business:

Environments and Operations (11th Edition), Pearson Prentice Hall.

Dunning, John H., 1993. Multinational Enterprises and the Global Economy, Addison-

Wesley.

Moosa, Imad A., 2002. Foreign Direct Investment: Theory, Evidence and Practice,

Palgrave.

Root, Franklin, 1998. Entry Strategies for International Markets (2nd Edition), Jossey-

Bass.

Rugman, Alan M. and Brewer, Thomas L., 2001. The Oxford Handbook of International

Business, Oxford University Press.

Tayeb, Monir (ed.), 2000. International Business: Theories, Policies and Practices,

Pearson.

---- (ed.), 2001. International Business Partnership: Issues and Concerns, Palgrave.

6.5 Additional Course Resources

You should also acquaint yourself with the major academic journals in international

business and are expected to utilise these journals for assignments and projects. Key

journals include Journal of International Business Studies, Management International Review, Journal of International Management, Academy of Management Journal, Strategic Management Journal, Journal of World Business and International Business

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Review. These can be accessed via university library databases (e.g. ABI/Inform,

Emerald, ScienceDirect). In addition, you should keep abreast of current events in the global business

environment. Useful global media sources include The Economist, The Far Eastern Economic Review, The Financial Times, BusinessWeek, Fortune and The Wall Street Journal. These publications can be accessed via the university library’s database

Factiva.

7. COURSE EVALUATION AND DEVELOPMENT

Each year feedback is sought from students about this course and continual

improvements are made based on this feedback. UNSW's Course and Teaching

Evaluation and Improvement (CATEI) Process is one of the ways in which student

evaluative feedback is gathered. Significant changes to courses and programs within the

School are communicated to subsequent cohorts of students. For more information

please see:

(http://www.ltu.unsw.edu.au/content/course_prog_support/catei.cfm?ss+0)

8. STUDENT RESPONSIBILITIES AND CONDUCT

Students are expected to be familiar with and adhere to university policies in relation to

class attendance and general conduct and behaviour, including maintaining a safe,

respectful environment; and to understand their obligations in relation to workload,

assessment and keeping informed.

Information and policies on these topics can be found in the ‘A-Z Student Guide’:

https://my.unsw.edu.au/student/atoz/ABC.html. See, especially, information on

‘Attendance and Absence’, ‘Academic Misconduct’, ‘Assessment Information’,

‘Examinations’, ‘Special Consideration’, ‘Student Responsibilities’, ‘Workload’ and

policies such as ‘Occupational Health and Safety’. 8.1 Workload

It is expected that you will spend at least ten hours per week studying this course. This

time should be made up of reading, research, working on exercises and problems, and

attending classes. In periods where you need to complete assignments or prepare for

examinations, the workload may be greater.

Over-commitment has been a cause of failure for many students. You should take the

required workload into account when planning how to balance study with employment

and other activities.

8.2 Attendance

Your regular and punctual attendance at lectures and seminars is expected in this

course. University regulations indicate that if students attend less than eighty per cent

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of scheduled classes they may be refused final assessment. Failure to meet this

requirement will affect your mark.

8.3 Special Consideration and Supplementary Examinations

You must submit all assignments and attend all examinations scheduled for your course.

You should seek assistance early if your suffer illness or misadventure which affects

your course progress. For advice on UNSW policies and procedures for granting special

consideration and supplementary exams, see: ‘UNSW Policy and Process for Special

Consideration’ at https://my.unsw.edu.au/student/atoz/SpecialConsideration.html

Applications for special consideration (including supplementary examinations) must

go through UNSW Central administration (within 3 working days of the assessment

to which it refers) – applications will not be accepted by teaching staff;

Applying for special consideration does not automatically mean that you will be

granted additional assessment or that you will be awarded an amended result;

If you are making an application for special consideration (through UNSW Central

Administration) please notify your Lecturer in Charge;

Please note that a register of applications for Special Consideration is maintained.

History of previous applications for Special Consideration is taken into account when

considering each case.

8.4 General Conduct and Behaviour

You are expected to conduct yourself with consideration and respect for the needs of

your fellow students and teaching staff. Conduct which unduly disrupts or interferes

with a class, such as ringing or talking on mobile phones, is not acceptable and students

may be asked to leave the class. More information on student conduct is available at:

www.my.unsw.edu.au

8.5 Occupational Health and Safety

UNSW Policy requires each person to work safely and responsibly in order to avoid

personal injury and to protect the safety of others. For more information, see

https://my.unsw.edu.au/student/atoz/OccupationalHealth.html.

8.6 Keeping Informed

You should take note of all announcements made in lectures, tutorials or on the course

web site. From time to time, the University will send important announcements to your

university e-mail address without providing you with a paper copy. You will be deemed

to have received this information. It is also your responsibility to keep the University

informed of all changes to your contact details.

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9. ADDITIONAL STUDENT RESOURCES AND SUPPORT

The University and the ASB provide a range of support services for students, including:

ASB Education Development Unit

The Education Development Unit (EDU) provides learning support and assistance to all

students in the ASB, to enable them to enhance the quality of their learning. The EDU

services are free, and tailored to meet the academic needs of students in the Australian

School of Business.

The role of the EDU is to provide

A range of support initiatives for students from the Australian School of

Business in relation to their transition to university;

Learning skills development, resources and activities for Business students

Academic writing and skills workshops throughout the session;

Printed and online study skills resources, such as referencing guides, report

writing and exam preparation;

A drop-in EDU Office containing books and resources that can be borrowed;

A consultation service for students with individual or small group learning

needs.

EDU Contact Details

Location Room GO7 Ground Floor (opposite to Student Centre),

West Wing, Australian School of Business Building

Telephone: 02 9385 5584

Email: Edu@unsw.edu.au

Website www.business.unsw.edu.au/edu

UNSW Learning Centre (www.lc.unsw.edu.au):

Academic skills support services, including workshops and resources, for all UNSW

students. See website for details.

Blackboard eLearning support:

To access the Blackboard online support site for students, follow the links

from www.elearning.unsw.edu.au to UNSW Blackboard Support / Support for Students.

Additional technical support: Email: itservicecentre@unsw.edu.au; Ph: 9385 1333

Library training and search support services:

http://info.library.unsw.edu.au/web/services/services.html

UNSW IT Service Desk: Technical support for problems logging in to websites,

downloading documents etc. Library, Level 2; Ph: 9385 1333.

Website: www.its.unsw.edu.au/support/support_home.html

UNSW Counselling Service (http://www.counselling.unsw.edu.au)

Free, confidential service for problems of a personal or academic nature; and workshops

on study issues such as ‘Coping With Stress’ and ‘Procrastination’.

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Office: Level 2, Quadrangle East Wing ; Ph: 9385 5418

Student Equity & Disabilities Unit (http://www.studentequity.unsw.edu.au) Advice

regarding equity and diversity issues, and support for students who have a disability or

disadvantage that interferes with their learning. Office: Ground Floor, John Goodsell

Building; Ph: 9385 4734

10. COURSE SCHEDULE

A list of scheduled lecture and seminar topics, cases, readings and other activities for

each week is provided on Pages 21-23 of this Course Outline for your easy reference

throughout the session. Please note that all materials covered in lectures, prescribed

readings, and seminars are examinable.

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MGMT 5601 Global Business and Multinational Enterprise

PROJECT PROPOSAL COVER SHEET

Group Member 1 Name____________________________________________________ Student ID________________________________________________ Contact phone number(s)____________________________________ Email address_____________________________________________ Group Member 2 Name____________________________________________________ Student ID________________________________________________ Contact phone number(s)____________________________________ Email address_____________________________________________ Group Member 3 Name____________________________________________________ Student ID________________________________________________ Contact phone number(s)____________________________________ Email address_____________________________________________ Group Member 4 Name____________________________________________________ Student ID________________________________________________ Contact phone number(s)____________________________________ Email address_____________________________________________ Group Member 5 Name____________________________________________________ Student ID________________________________________________ Contact phone number(s)____________________________________ Email address_____________________________________________ Choice of company:____________________________________________

Signatures 1. ___________________ 2.______________________

3. ____________________ 4.______________________ 5.______________________ Your proposal is due in Week 5.

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School of Organisation and Management

INTERNATIONALISATION PROJECT REPORT COVER SHEET (GENERIC)

Student Numbers:

Student Names:

Course: MGMT 5601

Lecturer:

Day: Seminar Time:

Classroom:

Project title:

Word count:

Date Due:

Date Submitted:

We declare that this assessment item is our own work, except where acknowledged, and has not been submitted for academic credit elsewhere, and acknowledge that the assessor of this item may, for the purpose of assessing this item: a. Reproduce this assessment item and provide a copy to another member of the University;

and/or, b. Communicate a copy of this assessment item to a plagiarism checking service (which may then

retain a copy of the assessment item on its database for the purpose of future plagiarism checking).

c. We certify that we have read and understood the University Rules in respect of Student Academic Misconduct.

Signed: ....................................................

date:

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MGMT 5601 Global Business and Multinational Enterprise

INTERNATIONALISATION PROJECT: REPORT COVER SHEET

(SPECIFIC) Group Member 1 Family Name_________________________________ Given Name__________________________________ Student ID___________________________________ Group Member 2 Family Name_________________________________ Given Name__________________________________ Student ID___________________________________ Group Member 3 Family Name_________________________________ Given Name__________________________________ Student ID___________________________________ Group Member 4 Family Name_________________________________ Given Name__________________________________ Student ID___________________________________ Group Member 5 Family Name_________________________________ Given Name__________________________________ Student ID___________________________________

We certify that this project is our work based on our own study and/or research, and that we have acknowledged all material and sources used in the preparation of this project whether they be books, articles, reports, lecture notes or any other kind of document or personal communication. We also certify that this assignment has not previously been submitted for assessment in any other subject or at any other time in the same subject and that we have not copied in part or whole or otherwise plagiarised the work of other students and/or persons.

Signatures 1. ___________________ 2.______________________

3. ____________________ 4.______________________

5.______________________

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MGMT 5601 Global Business and Multinational Enterprise

Internationalisation Project: Report Feedback

Name of Students ……………………………………………………………………………..

……………………………………………………………………………..

Weak Satisfactory Good Very good

Outstanding

Analysis

Application of concepts

Content and relevance

Originality

Organisation

Literature support for arguments

Writing style

Grammar and spelling

References

Mark____________________/20_ Signed_______________________ Comments:

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MGMT 5601: Global Business and Multinational Enterprise

Internationalisation Project: Presentation Assessment

Surname Given Name Student number (1) (2) (3) (4) (5)

RATING Poor Satisfactory Good Very good

Outstanding

Analysis/Content

Application of core concepts

Comprehensiveness

Research effort

Delivery/Style

Organisation (including structure, coordination)

Use of visual aids

Style (clarity, projection, enthusiasm, maintenance of eye contact, etc.)

Creativity

Class discussion

Management of class discussion (responding to questions/issues raised; stimulating audience involvement)

Comments: Mark: /10

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MGMT 5601: Global Business and Multinational Enterprise

Case Presentation Assessment Sheet

Surname Given Name Student number (1) (2) (3) (4) (5)

RATING Poor Satisfactory Good Very good

Outstanding

Analysis/Content

Identification of problem(s), issues, and solutions

Application of core concepts

Comprehensiveness

Use of evidence/support

Research effort

Delivery/Style

Organisation (including structure, coordination)

Use of visual aids

Style (clarity, projection, enthusiasm, maintenance of eye contact, etc.)

Creativity

Class discussion

Management of class discussion (responding to questions/issues raised; stimulating audience involvement)

Comments: Mark: /10

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MGMT 5601: Global Business and Multinational Enterprise

INTERNATIONALISATION PROJECT PEER REVIEW FORM Name: ……………………………………………………… SID: ………………………… Signature……………………………..

Please rate yourself and your group members on the basis of contribution to the

group project. This evaluation is confidential so please reply honestly. Use the

following scale:

SCALE: A = Outstanding B = Good C = Average D = Poor E = Very poor

Group Members: Self:

Name: Name: Name: Name:

Contribution to project report

Contribution to project presentation

This peer review is due in Week 12.

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LECTURE AND SEMINAR SCHEDULES- MGMT 5601 S1 2011

WEEK BEGINNING

LECTURE TOPIC

SEMINAR CASE/ACTIVITY READINGs

1

Course Overview Introduction to International Business

No seminar No reading for this week

2

Globalisation and the Multinational Enterprise (MNE)

Class exercise Group formation Allocation of weekly cases

Hill, chapter 1 Readings

3

Country Analysis 1: Political and Legal Environment Case analysis method Sample case

Hill, chapters 2 & 4 Readings

Course ReadingsCourse Readings

4

Country Analysis 2 : Economic and Financial Environment

Case: Politics, Institutions and Project Finance: the Dabhol Power Project

Hill, chapters 2 & 10 Readings

5

Country Analysis 3: Socio-Cultural Environment

Case: Roustam Tariko (A): Russian Entrepreneur

(Project proposal is due in seminar)

Hill, chapter 3 Readings

6

MID-SESSION EXAM (in Lecture) NO LECTURE/SEMINAR THIS WEEK

7

World Trading System: Multilateralism and Regionalism Case: Matra-Ericsson Telecommunications

Class exercise

Hill, chapters 6 & 8 Readings

8

The Internationalisation of the Firm Project consultations Hill, chapter 12 Readings

MID-SESSION BREAK

9

Foreign Direct Investment: Theory and Trends Case: Resuming Internationalisation at Starbucks 2010

Hill, chapter 7 Readings

10

Exporting, Licensing and Franchising Case: Netcare’s Internationalisation

(Project report is due in lecture)

Hill, chapters 14 & 15 Readings

11

International Joint Ventures and Strategic Alliances Project presentations

Hill, chapter 14 Readings

12

Course revision Project presentations

(Peer review is due)

No reading for this week

13

No lecture Wrap-up No reading for this week

22

List of recommended readings

Week 2

Govindarajan, V. and Gupta, A. (2000), ‘Analysis of the Emerging Global

Arena’, European Management Journal, 18(3), pp. 274-284.

Ghemawat, P. (2001), ‘Distance Still Matters: The Hard Reality of Global

Expansion’, Harvard Business Review, September, pp. 137-147.

Week 3

Iankova, E. and Katz, J. (2003), ‘Strategies for Political Risk Mediation by

International Firms in Transition Economies: The Case of Bulgaria’,

Journal of World Business, 38, pp. 182-203.

Alon, I. and Herbert, T.T. (2009), ‘A Stranger in a Strange Land: Micro

Political Risk and the Multinational Firm’, Business Horizons, 52, pp. 127-

137.

Week 4

Buck, T. et al. (2000), ‘Different Paths to Economic Reform in Russia and

China’, Journal of World Business, 35(4), pp. 379-400.

Week 5

Fenwick, M. et al. (2003), ‘Is Cultural Similarity Misleading? The

Experience of Australian Manufacturers in Britain’, International Business Review, 12, pp. 297-309.

Ibarra, H. (1996), ‘National Cultures and Work-Related Values: The

Hofstede Study’, Harvard Business School (HBS) 9-496-044.

Week 7

Lawton, T.C. and McGuire, S.M. (2001), ‘Supranational Governance and

Corporate Strategy’, International Business Review, 10, pp. 217-233.

Week 8

Johanson, J. and Vahlne, J.E. (1977), ‘The Internationalisation of the Firm:

A Model of Knowledge Development and Increasing Foreign Market

Commitments’, Journal of International Business Studies, 8(1), pp. 23-32.

Forsgren, M. (2002), ‘The Concept of Learning in the Uppsala

Internationalisation Process Model: A Critical Review, International Business Review, 11, pp. 257-277.

Week 9

Dunning, J.H. (2000), ‘The Eclectic Paradigm as an Envelope for Economic

and Business Theories of MNE Activity’, International Business Review, 9,

pp. 163-190.

Hastings, D.F. (1999), ‘Lincoln Electric’s Harsh Lessons from International

Expansion’, Harvard Business Review, May-June, pp. 3-11.

Week 10

Wu, F., Sinkovics, R.R., Cavusgil, S.T., and Roath, A.S. (2007), ‘Overcoming

Export Manufacturers’ Dilemma in International Expansion’, Journal of International Business Studies, 38, pp. 283-302.

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Mottner, S. and Johnson, J.P. (2000), ‘Motivations and Risks in

International Licensing: A Review and Implications for Licensing to

Transitional and Emerging Economies’, Journal of World Business, 35(2),

pp. 171-188.

Week 11

Lyles, M.A. and Salk, J.E. (1996, 2007), ‘Knowledge Acquisition from

Foreign Parents in International Joint Ventures: An Empirical Examination

in the Hungarian Context’, Journal of International Business Studies, 38,

pp. 3-18.

Das, T.K. and Teng, B.S. (2002), ‘The Dynamics of Alliance Conditions in the

Alliance Development Process’, Journal of Management Studies, 39(5), pp.

725-746.