INTBUS 7506 - International Business Strategy (M)
North Terrace Campus - Trimester 2 - 2016
The course information on this page is being finalised for 2016. Please check again before classes commence.
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General Course Information
Course Details
Course Code INTBUS 7506 Course International Business Strategy (M) Coordinating Unit Adelaide Business School Term Trimester 2 Level Postgraduate Coursework Location/s North Terrace Campus Units 3 Contact Up to 3 hours per week Available for Study Abroad and Exchange Y Prerequisites INTBUS 7500 Corequisites COMMERCE 7103 Assessment Exam/assignments/tests/tutorial work as prescribed at first lecture Course Staff
Course Coordinator: Dr Dirk Boehe
Dr. Dirk Boehe is senior lecturer at the 成人大片 Business School, in the International Business Discipline. His research interests focus on multinational corporations, export and interna¬tionalization strategies as well as CSR in international business. His scholarly articles have appeared in Business and Society, The International Journal of Human Resource Management, Journal of Business Ethics, Journal of International Management, Journal of Small Business Management, Management International Review, Journal of World Business, World Development, among others. Before joining the 成人大片 in 2013, he held a full-time position at Insper Institute of Education and Research, a prestigious Financial Times ranked São Paulo based business school, and at the University of Fortaleza (Brazil), where he also held administrative positions as program director for undergraduate and master courses. Before joining academia, Dirk gained professional experience in related areas such as market research, foreign trade and international consulting projects in Colombia, England, Germany and Venezuela.
Staff profile:Course Timetable
The full timetable of all activities for this course can be accessed from .
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Learning Outcomes
Course Learning Outcomes
On successful completion of this course, students will be able to …
(1) Apply their understanding of what determines the success of firms with regard to competitive, corporate and organizational strategies in the global business environment.
(2) Use their understanding of theories and conceptual frameworks that explain why and how firms internationalize.
(3) Develop well-reasoned arguments about current debates and dilemmas in international business, such as ethical dilemmas, CSR in international business, multinationals from and in emerging economies, among others.
(4) Critically evaluate and discuss academic research in international business.
(5) Apply the conceptual frameworks learned in this course in a real-life experiential learning project that comprises an analyses of international economic, institutional and market environments, an assessment of the internal resources and capabilities of the chosen firm, the formulation of a foreign market entry and an international marketing strategy, and an evaluation of staffing needs.
(6) Develop problem-solving skills by addressing relevant managerial problems in international business strategy.
(7) Apply intercultural communications skills.
(8) Collaborate in and lead international teams management and solve team-level dispute.University Graduate Attributes
No information currently available.
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Learning Resources
Required Resources
Textbook with Case Studies
Peng, M. 2013. Global Strategy, South-Western/Cengage Learning: Mason, OH. (ISBN: 978-1-133-96461-2)
Several copies are available at the university library and at unibooks.com.au
If you do not want to buy the print edition ($134.95), you can buy the eBook for $85.95 and the price for each of the eChapters is $4.95. Please check out the website here: http://www.cengagebrain.com.au/shop/en/AU/storefront/australia?cmd=CLHeaderSearch&fieldValue=9781133964612Recommended Resources
Baker Ted, Gedajlovic Eric, Lubatkin Michael. A Framework for Comparing Entrepreneurship Processes across Nations. Journal of International Business Studies 2005; 36 (5): 492-504.
Contractor Farok J., Kumar Vikas, Kundu Sumit K. Nature of the relationship between international expansion and performance: The case of emerging market firms. Journal of World Business 2007; 42 (4): 401-417.
Duckworth Holly. How TRW Automotive helps global virtual teams perform at the top of their game. Global Business and Organizational Excellence 2008; 28 (1): 6-16.
Estrin Saul, Prevezer Martha. The role of informal institutions in corporate governance: Brazil, Russia, India, and China compared. Asia Pacific Journal of Management 2011; 28 (1): 41-67.
Ghemawat Pankaj. Distance still matters. The hard reality of global expansion. Harvard Business Review 2001; 79 (8): 137-147.
Gifford Blair, Kestler Andrew, Anand Sharmila. Building local legitimacy into corporate social responsibility: Gold mining firms in developing nations. Journal of World Business 2010; 45 (3): 304-311.
Husted Bryan W., Allen David B. Corporate Social Responsibility in the Multinational Enterprise: Strategic and Institutional Approaches. Journal of International Business Studies 2006; 37 (6): 838-849.
Li Ji, Lam Kevin, Qian Gongming. Does Culture Affect Behavior and Performance of Firms? The Case of Joint Ventures in China. Journal of International Business Studies 2001; 32 (1): 115-131.
Mathews John. Dragon multinationals: New players in 21st century globalization. Asia Pacific Journal of Management 2006; 23 (1): 5-27.
Peng Mike W., Jiang Yi. Institutions behind family ownership and control in large firms. Journal of Management Studies 2010; 47 (2): 253-273.
Porter Michael E. Towards a dynamic theory of strategy. Strategic Management Journal 1991; 12 (S2): 95-117.
Rugman AlanM. Internalization as a general theory of foreign direct investment: A re-appraisal of the literature. Weltwirtschaftliches Archiv 1980; 116 (2): 365-379.
Wu Jie, Pangarkar Nitin. Rising to the Global Challenge: Strategies for Firms in Emerging Markets. Long Range Planning 2006; 39 (3): 295-313.
Xu Dean, Shenkar Oded. INSTITUTIONAL DISTANCE AND THE MULTINATIONAL ENTERPRISE. Academy of Management Review 2002; 27 (4): 608-618.
Zakaria Norhayati, Amelinckx Andrea, Wilemon David. Working Together Apart? Building a Knowledge-Sharing Culture for Global Virtual Teams. Creativity and Innovation Management 2004; 13 (1): 15-29.
How can you obtain these articles? The easiest way is to copy and paste the reference into Google Scholar: http://scholar.google.com.au/ If you access the article within the University network, you can easily download it by clicking on the respective links. Please note that these articles will not be made available through myuni because of potential copyright issues. -
Learning & Teaching Activities
Learning & Teaching Modes
No information currently available.
Workload
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Learning Activities Summary
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Assessment
The University's policy on Assessment for Coursework Programs is based on the following four principles:
- Assessment must encourage and reinforce learning.
- Assessment must enable robust and fair judgements about student performance.
- Assessment practices must be fair and equitable to students and give them the opportunity to demonstrate what they have learned.
- Assessment must maintain academic standards.
Assessment Summary
No information currently available.
Assessment Detail
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Submission
No information currently available.
Course Grading
Grades for your performance in this course will be awarded in accordance with the following scheme:
M10 (Coursework Mark Scheme) Grade Mark Description FNS Fail No Submission F 1-49 Fail P 50-64 Pass C 65-74 Credit D 75-84 Distinction HD 85-100 High Distinction CN Continuing NFE No Formal Examination RP Result Pending Further details of the grades/results can be obtained from Examinations.
Grade Descriptors are available which provide a general guide to the standard of work that is expected at each grade level. More information at Assessment for Coursework Programs.
Final results for this course will be made available through .
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Student Feedback
The University places a high priority on approaches to learning and teaching that enhance the student experience. Feedback is sought from students in a variety of ways including on-going engagement with staff, the use of online discussion boards and the use of Student Experience of Learning and Teaching (SELT) surveys as well as GOS surveys and Program reviews.
SELTs are an important source of information to inform individual teaching practice, decisions about teaching duties, and course and program curriculum design. They enable the University to assess how effectively its learning environments and teaching practices facilitate student engagement and learning outcomes. Under the current SELT Policy (http://www.adelaide.edu.au/policies/101/) course SELTs are mandated and must be conducted at the conclusion of each term/semester/trimester for every course offering. Feedback on issues raised through course SELT surveys is made available to enrolled students through various resources (e.g. MyUni). In addition aggregated course SELT data is available.
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Student Support
- Academic Integrity for Students
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Policies & Guidelines
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- Academic Credit Arrangements Policy
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- Modified Arrangements for Coursework Assessment Policy
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- Student Experience of Learning and Teaching Policy
- Student Grievance Resolution Process
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