INTBUS 7016 - Managing Multinational Corporations

North Terrace Campus - Trimester 2 - 2021

This course addresses specific practical managerial challenges faced by large and small multinational corporations, such as managing organizational complexity, international strategic alliances, mergers and acquisitions, international human resource assignments, political risk, corporate diplomacy and government relationships, innovation in multinational corporations, multinational operations and financial management, among others. The emphasis of this course varies on an annual basis mirroring contemporary trends and events in the global economy. This course is delivered by experts of international standing in their particular field who employ proven and highly effective teaching methods at their discretion, such as simulations, case studies and experiential learning projects.

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Course Details

Course Code	INTBUS 7016
Course	Managing Multinational Corporations
Coordinating Unit	Management
Term	Trimester 2
Level	Postgraduate Coursework
Location/s	North Terrace Campus
Units	3
Contact	Up to 36 hours per Trimester
Available for Study Abroad and Exchange	Y
Assumed Knowledge	INTBUS 7500, COMMGMT 7006, MARKETNG 7104, ECON 7200, ACCTNG 7025
Assessment	Exam/assignments/tests/group projects as prescribed at first lecture

Course Staff

Course Coordinator: Daniel Rottig

Instructor:
Dr. Daniel Rottig
Professor of International Business and Global Strategic Management
E-Mail: daniel.rottig@adelaide.edu.au

Course Timetable

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

Course Learning Outcomes

The principal objective of this course is to familiarize students with the complexity of entering foreign markets through equity-based entry modes in form of mergers and acquisitions (M&As) by shedding light on the crucial issues that determine the success of M&As and thus, influence the effective management of multinational corporations (MNCs) undertaking these transactions.

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

Understand the global strategic factors that determine the success of international mergers and acquisitions, and thus the effective management of multinational corporations undertaking these transactions.
Demonstrate the ability to apply fundamental international business concepts and analyze the implications of the key global environmental forces for the effective management of MNCs entering foreign markets through mergers and acquisitions.
Demonstrate the ability to effectively work in teams and successfully complete team-related tasks and assignments.
Demonstrate oral presentation and report writing abilities in a business context.
Identify and describe the complexities of managing international mergers and acquisitions and understand the challenges and opportunities of global economic, political, legal, and cultural differences for the management of multinational corporations conducting international mergers and acquisitions.

University Graduate Attributes

This course will provide students with an opportunity to develop the Graduate Attribute(s) specified below:

University Graduate Attribute	Course Learning Outcome(s)
Deep discipline knowledge informed and infused by cutting edge research, scaffolded throughout their program of studies acquired from personal interaction with research active educators, from year 1 accredited or validated against national or international standards (for relevant programs)	1
Critical thinking and problem solving steeped in research methods and rigor based on empirical evidence and the scientific approach to knowledge development demonstrated through appropriate and relevant assessment	2
Teamwork and communication skills developed from, with, and via the SGDE honed through assessment and practice throughout the program of studies encouraged and valued in all aspects of learning	3
Career and leadership readiness technology savvy professional and, where relevant, fully accredited forward thinking and well informed tested and validated by work based experiences	4
Intercultural and ethical competency adept at operating in other cultures comfortable with different nationalities and social contexts able to determine and contribute to desirable social outcomes demonstrated by study abroad or with an understanding of indigenous knowledges	3, 5
Self-awareness and emotional intelligence a capacity for self-reflection and a willingness to engage in self-appraisal open to objective and constructive feedback from supervisors and peers able to negotiate difficult social situations, defuse conflict and engage positively in purposeful debate	3

Learning Resources

Required Resources

Reading package (articles, notes and cases) will be discussed in the first class session of the term.

Readings lists and case studies will be provided in the first class session and uploaded to myuni several weeks before the beginning of the course.

Learning & Teaching Modes

Interactive learning environment based on lectures, class discussions, team presentations and case analyses and discussions.

Workload

The information below is provided as a guide to assist students in engaging appropriately with the course requirements.

INTBUS 7016 is a three-unit course offered in truncated (intensive) mode. In addition to attending class, students are expected to prepare readings and case assignments prior to class and review discussed class materials to gain an optimal learning outcome. Workload and time commitment are equivalent to similar courses at this level in the program.

Learning Activities Summary

Lectures, class discussions, individual case analyses, team case analyses and presentations, and quizzes to provide students with an opportunity to review the class material and to demonstrate familiarity with crucial concepts, knowledge and facts related to managing multinational corporations undertaking international mergers and acquisitions.

Learning Activities Schedule (subject to change)

Date	Topic	Readings	Learning Activities
Thursday, Session 1	Course Overview, Relevance and Importance of Multinational Corporations (MNCs)	- Overview of the Multinational Corporation (MNC) - Opportunities and Challenges when Managing MNCs - Introduction to International Mergers and Acquisitions (M&As)	Team Formation
Thursday, Session 2	Foundations of International Mergers and Acquisitions (M&As)	- Strategic Alternatives to M&As - Global Environment of M&As - Takeover Tactics and Antitakeover Measures - Corporate Governance and the Market for Corporate Control READ: Leavy 2013	Exercise I: HHI Calculation
Thursday, Session 3	Private Equity M&As	- Leveraged Buyouts (Buy to Sell Transations) READ: Chaplinsky 2015, Gehring 2015	Case Discussion: Tad O’Malley: The Investment Conundrum Team 1: Readings on Private Equity M&As Team 2: Tad O’Malley Case
Thursday, Session 4	Strategic M&As	- Business and Corporate M&As (Buy to Hold Transactions) READ: Martin 2016, Galpin 2018	Case Discussion: InBev and Anheuser-Busch Acquisition Team 3: Readings on Strategic M&As Team 4: InBev-Anheuser Busch Case
Thursday, Session 5	Pre-M&A Planning	- Developing an M&A Plan, Target Search and Selection, Due Diligence Process	Quiz 1
Thursday, Session 6	M&A Closing and Post-M&A Integration	- M&A Valuation Methods and Modelling - Negotiation, Deal Structuring, Setting the Right Price, Financing Plan/Structure - Post-M&A Implementation READ: Schill & Loutskina 2013, Chaplinsky & Schill 2018	Exercise II: Video Exercise on Negotiation Case Discussion: Mars and Wrigley Acquisition Team 5: Readings on Setting the Right Price Team 6: Mars-Wrigley Acquisition Team 7: Readings on M&A Integration
Thursday, Session 7	Cross-cultural M&As and Emerging Market M&As	- The Importance of Culture in M&A Integration - Emerging Markets M&As READ: Rottig et al. 2017, Rottig & Torres de Oliveira 2019	Case Discussions: QJ-Benelli Acquisition & Geely-Volvo Acquisition Team 8: QJ-Benelli Acqusition Team 9: Readings on M&As in EMs Team 10: Geely-Volvo Acquisition
Thursday,Session 8	Course Recap and De-brief of Assignments	Course Recap and De-brief of Assignments	Quiz 2

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

Assessment Task	Weighting	Learning Outcome
Exercises	10%	1,2,4
Case Analyses	15%	1,2,4,5
Quiz 1	25%	1,2,5
Quiz 2	25%	1,2,5
Team Article/Case Analysis and Presentation	25%	1,2,3,4,5
Total	100%

For specific due dates please see the MyUni page.

Assessment Detail

5.3 ASSESSMENT DETAIL

Case Analyses and Exercises
Students will be responsible for completing and submitting several exercises as well as written case analyses based on case guide questions for the cases we will discuss over the course of the term. Exercises and case analyses consist of individual work and each class member is expected to write his/her own case analyses and exercises. Further details regarding the exercises and case analyses including specific guidelines and submission details will be discussed in the first class session. Please also refer to information posted on the MyUni course website.

Quizzes
There will be two quizzes over the course of the term. Students will be provided with a review guide to facilitate a focused preparation. These quizzes are an opportunity to revisit the material discussed in class and to demonstrate familiarity with crucial concepts, knowledge and facts related to managing multinational corporations and international mergers and acquisitions.

Team Formation & Composition
The class will be divided into student teams. I will leave it up to you to find team members and form a student team, yet each team should have about the same number of members. Each team should select a team leader upon team formation who will be responsible for submitting assigned team tasks by the deadline in the required format. As the success of multinational corporations often depends on the synergy effects of cross-functional and cross-national teams, I strongly encourage you to make your team as diverse as possible. Furthermore, as it will be necessary for teams to work outside of class, I encourage you to assess whether team members are ‘compatible’ in terms of scheduling team meetings and working together efficiently. It is each team’s responsibility to collaboratively complete the assignments and work out possible conflicts team-internally. In other words, for the team projects, the professor will assign an overall team grade; no individual grades for team members will be assigned.

Team Case/Article Analysis and Presentation
Each team will be assigned to analyze (based on a written report) as well as discuss and present (based on power point slides) a case or to analyze (based on a written report) as well as discuss and present (based on power point slides) a set of articles. In the first class session, further details will be discussed and presentation dates will be announced once student teams have formed. Please also refer to information posted on the MyUni course website.

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 .

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.
Student Support
Policies & Guidelines
This section contains links to relevant assessment-related policies and guidelines - all university policies.
Fraud Awareness

Students are reminded that in order to maintain the academic integrity of all programs and courses, the university has a zero-tolerance approach to students offering money or significant value goods or services to any staff member who is involved in their teaching or assessment. Students offering lecturers or tutors or professional staff anything more than a small token of appreciation is totally unacceptable, in any circumstances. Staff members are obliged to report all such incidents to their supervisor/manager, who will refer them for action under the university's student鈥檚 disciplinary procedures.

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Authorised by:	Deputy Vice-Chancellor and Vice-President (Academic)
Maintained by:	Course Outlines Administrator

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