成人大片

Lecturer-in-charge:
Dr Henry Shi
Adelaide Business School
The 成人大片
Office: 10.25, Level 10, Nexus 10
Email: henry.shi@adelaide.edu.au

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

1	Use their understanding of theories and conceptual frameworks to explain what determines the success of firms regarding competitive, corporate and organizational strategies in the global business environment.
2	Develop and enhance argumentation skills by participating in current debates in international business.
3	Critically evaluate academic research in international business.
4	Develop and enhance problem-solving skills by addressing relevant managerial problems in international business strategy.
5	Apply the skills and content learned in this course in a real-life experiential learning project.
6	Collaborate in and lead teams and solve team-level problems.

Textbook will be advised via MyUni

Anderson Erin, Gatignon Hubert. Modes of Foreign Entry: A Transaction Cost Analysis and Propositions. Journal of International Business Studies 1986; 17 (3): 1-26.
Barroso Carmen, Villegas Ma Mar, Pérez-Calero Leticia. Board Influence on a Firm's Internationalization. Corporate Governance: An International Review 2011; 19 (4): 351-367.
Beim Gina, Lévesque Moren. Country Selection for New Business Venturing: A Multiple Criteria Decision Analysis. Long Range Planning 2006; 39 (3): 265-293.
Bonaglia Federico, Goldstein Andrea, Mathews John A. Accelerated internationalization by emerging markets’ multinationals: The case of the white goods sector. Journal of World Business 2007; 42 (4): 369-383.
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.
Ghemawat P. Managing Differences - the central challenge of global strategy. Harvard Business Review 2007; 85 (3): 59–68.
Holmberg Stevan R, Cummings Jeffrey L. Building successful strategic alliances: strategic process and analytical tool for selecting partner industries and firms. Long Range Planning 2009; 42 (2): 164-193.
Vallaster Christine, Lindgreen Adam, Maon François. Strategically Leveraging Corporate Social Responsibility: A CORPORATE BRANDING PERSPECTIVE. California Management Review 2012; 54 (3): 34-60.
Wu Jie, Pangarkar Nitin. Rising to the Global Challenge: Strategies for Firms in Emerging Markets. Long Range Planning 2006; 39 (3): 295-313.
Zott Christoph, Amit Raphael. Business model design: an activity system perspective. Long range planning 2010; 43 (2): 216-226.

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.

The course is structured in seminars of 3 hours (weekly delivery) or intensives teaching (all day seminars). No online teaching mode. Presence in the classroom is absolutely essential. Student-centred, discussion-based teaching mode requires solid preparation (readings, case study analyses) before students come to the classroom.

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 for a three-unit course of private study outside of your regular classes. Each student can expect to dedicate approximately 156 hours to undertaking this Course. Students in this course are expected to attend all weekly sessions throughout the semester.
Please see our University policy for details: http://www.adelaide.edu.au/policies/669/

As per Course Timetable - see syllabus on myuni.

For a successful learning outcome, we strongly recommend that students have passed Fundamentals of International Business (INTBUS 7500) and Business Research Methods (COMMERCE 7039) and Economic Principles (ECON 7200) before they enrol in International Business Strategy (INTBUS 7506).

An integral part of this course is an applied research project developed in small groups of up to two members each. The goal of this project is to enhance and apply your problem solving skills, deepen and apply conceptual frameworks studied and discussed during this course and to train your critical thinking, presentation and debating skills. Please find details and supporting material in the Research Project myuni folder.
• Deliverables and basis for assessment: written report, presentation and performance during in-class debate.
• It is paramount that you present concrete strategy recommendations (e.g., which markets to enter, how to enter, how to change corporate diversification, how to react against competitive threats, depending on the case).
• Importantly, you need to convincingly explain why you chose a strategy alternative in your report, during your presentation and during the debate in class.
• Your arguments must be based on empirical evidence, generated through your own empirical inquiry and / or obtained from published research.
• To produce your own empirical evidence, you must use up-to-date quantitative and / or qualitative data. All data needs to go into the appendix (copy & paste) or provide in form of a commented electronic data file.
Details on topics change every trimester and will be made available at the beginning of the course.

Assessment Task	Weighting	Learning Outcome
Applied research project	25%
Online tests	10%
Participation	10%
Exercises	15%
Final exam	40%
Total	100%

Notice that some assessment items can be modified in accordance with the delivery mode of the course (weekly, semi-intensive, intensive). For specific due dates please see MyUni.

5.1 APPLIED RESEARCH PROJECT
An integral part of this course is an applied research project developed in small groups of up to two members each. The goal of this project is to enhance and apply your problem solving skills, deepen and apply conceptual frameworks studied and discussed during this course and to train your critical thinking, presentation and debating skills. Please find details and supporting material in the Research Project myuni folder.
• Deliverables and basis for assessment: written report, presentation and performance during in-class debate.
• It is paramount that you present concrete strategy recommendations (e.g., which markets to enter, how to enter, how to change corporate diversification, how to react against competitive threats, depending on the case).
• Importantly, you need to convincingly explain why you chose a strategy alternative in your report, during your presentation and during the debate in class.
• Your arguments must be based on empirical evidence, generated through your own empirical inquiry and / or obtained from published research.
• To produce your own empirical evidence, you must use up-to-date quantitative and / or qualitative data. All data needs to go into the appendix (copy & paste) or provide in form of a commented electronic data file.

5.2 SHORT INDIVIDUAL TESTS

Over the duration of the course, there will be administered 10 short individual tests so you can check your understanding of key concepts discussed in the textbook (Peng, 2013), see “Required Readings” column of the table in section 1.3. The aim of this assessment are to help you verify whether or not you have adequately prepared for your class, whether or not you are up-to-date with your readings and whether or not you have a correct understanding of the concepts covered by the course. The tests will be administered online and are due the day before our classes (Sundays, 23:59). Please notice that I released tests one and two so you can practice (they will not be marked and you can take them as often as you want). All 10 marked tests add up to 10% of your overall course grade. 

5.3 PARTICIPATION

Your 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. Participation scores will be registered in each class and add up to 10% of your overall course grade.

5.4 EXERCISES

The role of the exercises within this course is threefold: first, to apply and deepen the content learned in the last classroom session and the last book chapter; second, to connect the content from two classes and third, to train problem-solving skills using a problem solving method (see myuni for details).
Your submissions of short case solutions by e-mail will earn credits if you write at least 500 words (about ½ a page). Each class, I might ask some students to briefly present their solutions (3 minutes). Hence, writing up your solution or problem solving approach will help you to prepare yourself for your short presentation. These short case solutions are a developmental, formative assessments and will therefore not be marked; with one exception: I will choose one of your submissions by random at the end of the course and mark it.
I will provide you with a general feedback at the beginning of each classroom session.
Please notice that these exercises and the feedback you receive in each class are an important preparation for your exam preparation.
The ten submissions will count 10% (1% per successful submission) plus 5% for the marked submission. Hence, your exercise grade will add up to 15% of your overall course grade.

5.5 FINAL EXAM

The final examination consists of problem-based exercises. To get a ‘feel’ for it, several problem based exercises will be discussed in the classroom during the course (see 5.4).
The final exam is closed book, because research in education has shown that open book exams do not increase student performance neither do they increase retention of course content .
Students undertaking this course should be aware it is a language intensive course that requires competent skills in English comprehension and interpretation, synthesis and extrapolation of the concepts and material presented. Rote learning material will NOT be sufficient to demonstrate an understanding of the material in this course in assessment. Instead, you are expected to have acquired critical thinking, analytical thinking and problem solving skills.
Legible handwriting and the quality of English expression are considered to be integral parts of the assessment process. Marks may be deducted in the final examination because of poor hand-writing.
The final exam counts 40% of the overall course grade.

All project reports and exercises have to be submitted through turnitin. No paper submissions or e-mail submission will be accepted. Late submissions result in a penalty of 5% of the assignment grade per day.