成人大片

Course Coordinator and Academic in Charge:

Jim Redden
Senior Lecturer and Visiting Fellow
International Business School, Institute for International Trade
成人大片

Email: james.redden@adelaide.edu.au

The full timetable of all activities for this course can be accessed from Course Planner.

This course focuses predominantly on the skill development of critical analysis.

On successful completion of this course, students will be able to …

(1) Apply their understanding of corporate governance and corporate social responsibility issues and variation across firms and countries in the global business environment.
(2) Apply their critical and analytical thinking skills to problems and dilemmas in corporate responsibility and governance.
(3) Develop well-reasoned arguments about current debates and dilemmas in international corporate governance and corporate social responsibility, such as with ethical dilemmas, corporate governance practices, how corporations deal with sustainability and poverty, stakeholder vs shareholder interest debates, among others.
(4) Develop applied research skills to deal with practical problems in global corporate governance and social responsibility, specifically, problem framing, literature research, data collection, analysis and interpretation, formulation of managerial recommendations.
(5) Understand the interaction between corporate goverance, sustainable profits and the international trade architecture.
(6) Develop problem-solving skills by addressing relevant managerial problems in international corporate governance and corporate responsibility issues through team-work and intercultural collaboration.

References: 
[This list and necessary reading will be updated by the beginning of the course]

Main text book

Anne T. Lawrence and James Weber, "Business and Society: Stakeholders, Ethics, Public Policy", 15th or 16th Edition, McGraw-Hill Irwin, (2015). (Available from the 成人大片's Coop Bookshop.)

Secondary textbook:
Corporate Governance Matters: A Closer Look at Organizational Choices and Their Consequences. Pearson Education Ltd, Upper Saddle River: New Jersey. David Larcker and Brian Tayan, 2nd Edition (2016).


Complementary Research Reading and Articles:

Claessens, S., Yurtoglu, B. Corporate governance in emerging markets. Emerging Markets Review, v.15, pp. 1-33, 2013.
Collier, J., Roberts, J. Introduction: An Ethic for Corporate Governance? Business Ethics Quarterly, v. 11, n. 1, pp. 67-71, 2001.
Crane, A., Palazzo, G., Spence, L. J. and Matten, D. (2014), "Contesting the value of “creating shared value”", California Management Review, Vol. 56 No. 2, pp. 130-153.
Driscoll, D. Ethics and corporate governance: lessons learned from a financial services model. Business Ethics Quarterly, v. 11, n. 1, pp. 145-158, 2001.
Friedman, M. (1970), "The social responsibility of business is to increase its profits", The New York Times Magazine No. September 13, pp. 122-124.
Edwards, Michael, (1999) "Future Positive - International Cooperation into the 21st Century" London, Earthscan. Chapter one and the final chapter.
Garriga, E. and Melé, D. (2004), "Corporate social responsibility theories: Mapping the territory", Journal of Business Ethics, Vol. 53 No. 1-2, pp. 51-71.
Hill, Cronk and Wickramasekera, (2010), "Global Business Today: An Asia-Pacific Perspecitve" McGraw-Hill, Australia.
Hopt, K. Comparative Corporate Governance: The State of the Art and International Regulation. The American Journal of Comparative Law, 59(1): 1–73, 2011.
Lencioni, P. M. (2002), The five dysfunctions of a team: A leadership fable, John Wiley & Sons.
Litvin, Daniel (2003), Empires of Profit: Commerce, Conquest and Corporate Responsibility", New York, Texere Publication.
Mitchell, R. K., Agle, B. R. and Wood, D. J. (1997), "Toward a theory of stakeholder identification and salience: defining the principle of who and what really counts", Academy of Management Review, Vol. 22 No. 4, pp. 853–886.
Mulligan, T. (1986), "A critique of Milton Friedman's essay ‘the social responsibility of business is to increase its profits’", Journal of Business Ethics, Vol. 5 No. 4, pp. 265-269.
Paine, L., Deshpande, R., Margolis, J. D. and Bettcher, K. E. (2005), "Up to code - Does your company’s conduct meet world-class standards? ", Harvard Business Review, Vol. 83 No. 12, pp. 122-133.
Palacios, J. J. (2004), "Corporate citizenship and social responsibility in a globalized world", Citizenship Studies, Vol. 8 No. 4, pp. 383-402.
Porter, M. E. and Kramer, M. (2006), "Strategy and Society: The link between Competitive Advantage and Corporate Social Responsibility", Harvard Business Review, Vol. 84 No. 12, pp. 78–92.
Porter, M. E. and Kramer, M. R. (2011), "Creating shared value", Harvard Business Review, Vol. 89 No. 1/2, pp. 62-77.
Stiglitz, J., (2002) "Globalisation and its Discontents", New York, WW Norton and Co. (short book worth reading)
Stoler, A, Redden J.,(2009) "Trade and Poverty Reduction in the Asia Pacific Region", Cambridge Uni Press, WTO, chapters one and three.
Valente, M. and Crane, A. (2010), "Public responsibility and private enterprise in developing countries", California Management Review, Vol. 52 No. 3, pp. 52-78.
Wijen, F. and Van Tulder, R. (2011), "Integrating environmental and international strategies in a world of regulatory turbulence", California Management Review, Vol. 53 No. 4, pp. 23-46.
Wilson, F. and Post, J. E. (2013), "Business models for people, planet (& profits): exploring the phenomena of social business, a market-based approach to social value creation", Small Business Economics, Vol. 40 No. 3, pp. 715-737.
Wood, D. J. (1991), "Corporate social performance revisited", Academy of Management Review, Vol. 16 No. 4, pp. 691-718.
Yu, J., Coulson, K. R., Zhou, J. X., Wen, H. J. and Zhao, Q. (2011), "Communicating corporate environmental citizenship: an examination of Fortune 500 web sites", Journal of Internet Commerce, Vol. 10 No. 3, pp. 193-207.
Yunus, M., Moingeon, B. and Lehmann-Ortega, L. (2010), "Building social business models: Lessons from the Grameen experience", Long range planning, Vol. 43 No. 2, pp. 308-325.

1.5.2 Case Studies

Berte, E. and Vujovich, C. (2014). Balancing Stakeholder Interests and Corporate Values: A Cummins Strategic Decision, North American Case Research Association, Inc. (NA0308).
Delios, A., Jimenez, D. and Turner, C. (2012). Australian miners and the resource super profit tax. NUS & Ivey Publishing Case (W12001).
Lee, S.H., Mol, M. and Mellahi, K. (2016). Apple and its suppliers. Ivey Publishing Case (W16146).
Porter, M.E., Kramer, M. and Sud, P. (2015). Walmart: segmenting social impact, Harvard Business School (HBS 9-715-435).
Price, G. (2010). Stakeholder Management and the endangered Wildlife trust, Gordon Institute of Business Science & Ivey Business School (910M66).
Valente, M. (2015). TATA Chemicals Magadi: Confronting poverty in rural Africa, Ivey Publishing (W15034).


1.5.3 Notes

Paine, L. and Bruner, C. (2006). Bribery in Business - A Legal Perspective, Harvard Business School (HBS 306012-PDF-ENG).
Ramanna, K., Sucher, S., McKown Cornell, I. (2015). Business & Government, Harvard Business School (HBS 113037-PDF-ENG).
Sucher, S. (2011). A framework for ethical reasoning, Harvard Business School (HBS 9-610-050)

Online learning resources include: course material (slides, access to Harvard Case Studies), six standardized online tests.

The following information is provided as a guide to assist students with engaging appropriately with the course requirements. The University expects full-time students (i.e., those taking 12 units per semester) to devote a total of 48 hours per week to their studies. This means that you are expected to commit approximately 9 hours per week on average for a three-unit course of private study outside of your regular classes. Each student can expect to dedicate approximately 150 hours to undertaking this Course. Students in this course are expected to attend all weekly sessions throughout the semester.

Assessment Task	Task Type	Weighting	Learning Outcome
Applied research project	Business Teams and Individual	35%	1,2,3,5
Case-Studies, Quizzes and Presentations	Individual	20%	1,2,3
Oral and active class participation	Individual	5%	6
Online Exam	Individual	40%	1,2,3,4,5,6
Total		100%

For specific due dates please see the MyUni website and class lecture notes/power-points

5.1 APPLIED RESEARCH PROJECT

The aim of the applied research project, worth 35% of your final grade, is to train in international business consulting and more general applied and critical research capabilities. All projects will take a quantitative as well as a qualitative approach and derive managerial recommendations from empirical evidence. Why is this important? Read this article from The Economist (July 19th, 2014 edition) and you will see:  

5.2 EXERCISES

In (almost) every class, you will participate in either an individual task or a small group exercise such as work on  a case-study, undertaking a quiz test or presenting the findings of some of your own research work to the class. These marks will add up to a total of 20% of your final grade.


5.3 ORAL PARTICIPATION

Your oral participation in class is essential to the course as we will construct knowledge through student-centred in-class discussions. Basically, your participation will be assessed using three levels: (i) (almost) never participates; (ii) participates occasionally; (iii) makes significant contributions to the development of knowledge. Significant contributions are characterized by critical, analytical thinking and well-argued thoughts. Asking relevant questions is considered a form of oral participation. Oral participation will count 5% of your final grade.

5.4 EXAM

There will be a 2.5/3 hour exam with plenty of time for reading and then answering questions based on the material, research and case-studies we have worked on and using your knowledge and understanding of key course concepts and material. The exam will count for 40% of your final grade.

All submissions of written work through turnitin.