International Business Management
Content
BMA734
International Business Management
Semester 2, 2013
THIS UNIT IS OFFERED IN:
Hobart, Launceston & by distance
Teaching Team:
Marcus Bai
Lingling Gao
CRICOS Provider Code: 00586B
Contact Details
Unit Coordinator:
Marcus Bai
Campus:
Hobart
Room Number:
Commerce Annex room 104
Email:
[email protected]
Phone:
+61 3 6226 7686
Fax:
+61 3 6226 2170
Consultation Time:
By appointment
Section instructor:
Lingling Gao
Campus:
Hobart
Room Number:
Commerce Annex room 102
Email:
[email protected]
Phone:
+61 3 6226 7686
Fax:
+61 3 6226 2170
Consultation Time:
By appointment
Flexible Education Office Coordinator: Ms Latha Jeyaraj
Campus:
Launceston
Room Number:
Building D, Room D126
Email:
[email protected]
Phone:
1800 449 902 (toll free) or 61 3 6324 3186
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Contents
Contact Details ……………………………………………………………………………………………………………………… Page 2
Unit Description ……………………………………………………………………………………………………………………. Page 4
Intended Learning Outcomes and Generic Graduate Attributes.…………………………………………… Page 5
Learning Expectations and Teaching Strategies Approach …………………….………………………………. Page 6
Learning Resources ……………………………………………………………………………………………………………….. Page 6
Details of Teaching Arrangements ………………………………………………………………………………………… Page 8
Assessment …………………………………………………………………………………………………………………………… Page 9
Submission of Coursework …………………………………………………………………………………………………. Page 12
Academic Misconduct and Plagiarism ………………………………………………………………………………….. Page 14
Tutorial Program Hobart ……………………………………………………………………………………………………… Page 16
Workshop Program Launceston …………………………………………………………………………………………… Page 19
Study Schedule: Hobart ……………………………………………………………………………………………………… Page 22
Study Schedule: Launceston & Flexible……………………………………………………………………………… Page 23
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Unit Description
International business has expanded dramatically over the past three decades and drawn the
attention of business executives, government officials and academics. International business refers
to a wide range of activities involving business transactions across national borders. Although
international business has many similarities with domestic business, there are important differences.
At the international level, the globalisation of the world economy and differences between countries
present both opportunities and challenges to international businesses. Managers of international
businesses need to take account of the complex environment when making strategic decisions and
managing ongoing operations. The aim of this unit is to help students gain knowledge of three
generic themes of international business, including the environmental context of international
business, international business strategies, and operational management of international businesses.
Students are also expected to develop skills to critically analyse practical issues related to these
themes.
As some contents of this unit are based on the concepts and principles of economics and
management, students enrolling in this unit are required to have basic knowledge in economics and
management. Students will be required to understand not only theoretical knowledge, but also
develop skills and capabilities in applying the theoretical knowledge to real business practices.
Extensive reading before and after classes is expected of students. Case studies will be incorporated
in the teaching to expose students to the challenges facing international businesses and their
managers.
Pre-Requisite/Co-Requisite Unit(s)
Nil.
Enrolment in the Unit
Unless there are exceptional circumstances, students should not enrol in BMA units after the end of
week two of semester, as the School of Management cannot guarantee that:
any extra assistance will be provided by the teaching team in respect of work covered in the
period prior to enrolment; and
penalties will not be applied for late submission of any piece or pieces of assessment that
were due during this period.
Enrolment in Tutorials and Workshops
Students will be able to enrol in tutorials/workshops electronically through MyLO. Tutorial
enrolments will be open until the end of the first week of semester (Friday 19th July 2013). Students
who have not enrolled in a tutorial by this time will be allocated a tutorial by the unit coordinator.
Variations in tutorial enrolments will not be permitted after this time.
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Intended Learning Outcomes and Generic Graduate Attributes
Intended Learning Outcomes
In this unit you
will learn to:
In assessing this unit I will be looking at your
ability to:
Assessment
Methods
Apply key
international
business concepts,
principles and
theories to
practical issues
Classify the key features and issues in the global
environment in which international business takes
place
Online tests, Individual essay
and case study
Relate key concepts, principles and theories to
international business practices
Business environment report
Identify global
opportunities and
challenges faced by
businesses
Understand important international events
Online tests, essay and case
study
Identify global opportunities and challenges by
businesses
Business environment report.
Make practical
recommendations
for international
businesses
Analyse and evaluate the internal and external
conditions of international businesses
Online tests and essays
Make practical recommendations for international
businesses
Business environment report;
Case study
Locate, analyse and evaluate information from a
variety of sources
Business environment report;
Case study
Report research findings in a structured and formatted
way
Business environment report;
Case study
Use texts, figures, tables and graphs in writing
Business environment report;
Case study
Graduate Attribute Outcomes
The assessments and teaching activities in this unit have been designed to
develop the following graduate attributes in students:
Knowledge:
Extensive functional knowledge of theories and practices in
international business
Skills of acquiring and applying knowledge
Communication skills:
Writing skills to communicate logical and purposeful discussion
using different ways and formats
Problem-solving skills:
Demonstrate
professional writing
skills in the context
of international
business
Skills of critical thinking
Ability to apply knowledge to practical issues
Make practical recommendations for businesses
Global perspective:
Skills of working with people of diverse cultural backgrounds in a
professional context
Ability to analyse the effects of the global environment on
international business activities
Social responsibility:
Ability of decision-making under different ethical standards
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Learning Expectations and Teaching Strategies/Approach
Expectations
The University is committed to a high standard of professional conduct in all activities, and holds its
commitment and responsibilities to its students as being of paramount importance. Likewise, it
holds expectations about the responsibilities students have as they pursue their studies within the
special environment the University offers. The University’s Code of Conduct for Teaching and
Learning states:
Students are expected to participate actively and positively in the teaching/learning
environment. They must attend classes when and as required, strive to maintain steady
progress within the subject or unit framework, comply with workload expectations, and
submit required work on time.
Occupational Health and Safety (OH&S)
The University is committed to providing a safe and secure teaching and learning environment. In
addition to specific requirements of this unit you should refer to the University’s policy at:
http://www.admin.utas.edu.au/hr/ohs/pol_proc/ohs.pdf.
Learning Resources
Prescribed Text
Daniels, J, Radebaugh, L & Sullivan, D 2013, International business: Environment and Operations, 14th
edn, Pearson Education Australia, NSW.
Please note that although the above textbook is recommended the teaching will not be based solely
on it. Materials from other sources will also be used in teaching. Students may also use other similar
textbooks.
Recommended Texts
The publications listed below are highly recommended for further reading on the topics covered in
the unit:
Bartlett, CA, Ghoshal, S, & Birkinshaw, J 2004, Transnational management: text, cases, and readings
in cross-border management, 4th edn, Irwin-McGraw Hill, Boston.
Buckley, PJ & Casson, M 2002, The Future of the Multinational Enterprise, 25th edn, Palgrave
Macmillan: New York.
Browaeys, M-J & Price, R 2008, Understanding cross-cultural management, Prentice Hall-Financial
Times, Harlow, England.
Cavusgil, ST, Knight, G, Riesenberger, JR, Rammal, HG, & Freeman, S 2012, International business:
the new realities, Australian edn, Pearson, NSW.
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Czinkota, MR, Ronkainen, IA & Moffet, MH, 2005. “A Brief History”- International Business, 7th edn,
Thomson South Western: Mason, OH.
Dowling, PJ, Liesch, P, Gray, SJ & Hill, CWL 2009, International business: Asia-Pacific edition, McGraw
Hill, Sydney.
Hanson, D, Dowling, PJ, Hitt, MA, Ireland, RD & Hoskisson, RE 2008, Strategic management:
competitiveness and globalisation, 3rd edn, Thomson Learning, Victoria.
Hill, CWL 2013, International business: competing in the global marketplace, 9th edn, McGraw-Hill,
New York.
Hill, CWL Cronk, T & Wickramasekera, R 2011, Global business today: Asia-Pacific edition, 2nd edn,
McGraw-Hill Australia.
Dowling, P, Festing, M & Engle, AD 2008, International human resource management: managing
people in a multicultural context, 5th edn, Thomson, South Melbourne.
Peng, MW 2011, Global business, 2nd edn, South-Western Cengage Learning, Mason, USA.
Wild, J & Wild, KL 2012, International business: the challenges of globalisation, Pearson, Boston.
Journals and Periodicals
Apart from books, you will find it valuable to get into the practice of reading relevant articles from
journals and periodicals (including newspapers and magazines).
Australian Financial Review
Business Review Weekly
Far Eastern Economic Review
Harvard Business Review
International Business Review
International Journal of Human Resource Management
Journal of Comparative International Management
Journal of International Business Studies
Journal of International Marketing
Journal of World Business
Management International Review
Multinational Business Review
Thunderbird International Business
The Australian
The Economist
Useful Websites
Academy of International Business (http://aib.msu.edu/)
Australian Bureau of Statistics (http://www.abs.gov.au/)
The Australian Department of Foreign Affairs & Trade (http://www.dfat.gov.au/)
Australia-New Zealand International Business Academy (http://www.anziba.org/)
Asian Development Bank (http://www.adb.org/)
APEC (Asia-Pacific Economic Cooperation) (http://www.apec.org/)
AUSTRADE (Australian Trade Commission) (http://www.austrade.gov.au/)
ASEAN (The Association of Southeast Asian Nations) (http://www.aseansec.org/)
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European Union (http://europa.eu/)
IMF (International Monetary Fund) (http://www.imf.org/)
OECD (Organisation for Economic Cooperation and Development) (http://www.oecd.org)
UNCTD (United Nations Conference on Trade and Development) (http://www.unctad.org/)
World Bank (http://www.worldbank.org)
World Fact book (CIA) (https://www.cia.gov/library/publications/the-world-factbook/)
WTO (World Trade Organisation) (http://www.wto.org/)
My Learning Online (MyLO)
MyLO software has been incorporated into the delivery of this unit to enhance the learning
experience by providing access to up to date course materials and by allowing for online discussion
through this web based environment.
To access MyLO from your own computer you will need the appropriate software, and hardware to
run that software. To get started please refer to the University’s Learning and Teaching with MyLO
homepage - http://www.utas.edu.au/learning-teaching-online.
Note: Older computers may not have the hardware to run some of the required software
applications. Contact your local IT support person or the Service Desk on 6226 1818 if you
experience difficulties.
Details of Teaching Arrangements
For Hobart based students:
This is an on-campus unit. Students are expected to attend a 2 hour lecture each week for 13 weeks
and a 1 hour tutorial each week for 12 weeks. Tutorials commence in week 2. Lecture notes for each
week will be available via MyLO on the Monday prior to the scheduled lecture. All supporting
materials are available for downloading via MyLO under unit resources.
For Launceston based students:
This is an on-campus unit. Students are expected to attend a 3 hour workshop every second week
for 7 weeks. Workshops for this unit will be held in weeks 1, 3, 5, 7, 9, 11 and 13 of semester.
For the flexible learning students:
The teaching and learning activities of this unit are arranged into seven modules. Each of the
modules includes the following tasks that students are required to complete:
Reading materials (textbook chapters and articles)
Lectures
Videos
Students may enrol in this unit in either face-to-face or distance mode. Students enrol in the face-toface mode are required to attend the classes while distance students need to complete similar tasks
through MyLO. Assessment tasks will be arranged separately through MyLO for distance students
and in class for face-to-face students, and no alternative assessment will be arranged for students
across the two modes. Students are therefore required to decide the mode suitable for their time
availability before enrolling in this unit.
Students need to ensure they have completed all the required tasks and achieved the learning
outcomes for each module before they proceed to the next one. Past experience indicates that the
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time students spend on their study is positively correlated with their performance and results.
Students must ensure they are able to allocate sufficient amount of time before enrolling in this unit.
Communication, Consultation and Appointments
In addition to the unit outline, we will communicate important information to you through Lectures
and the Announcements section of MyLO. Therefore, it is important that you check the MyLO site
for this unit regularly.
If you would like to talk to the unit coordinator, Mr Marcus, Bai, then you can either send an email
or make an appointment during consultation times. To email, you should use the mail function in
MyLO. This will enable one source for all student queries. MyLO mail will be regularly checked and
you should receive a response within one working day. If you would like to see Mr Bai in person,
then you can come and see us in our consultation times or by appointment.
Finally, all requests for extension must be made in writing to the Unit Coordinator (Mr Marcus, Bai)
Assessment
Assessment Schedule
In order to pass this unit you must achieve an overall mark of at least 50 per cent of the total
available marks. Details of each assessment item are outlined below.
Assessment Item
Value
Due Date
Length
Assessment Item 1
End of module online tests
25 marks
Throughout semester
(Weeks 3, 5, 7, 9 & 12)
Assessment Item 2
Individual business environment report
25 marks
23 Aug at 2:00 pm
10 multiple-choice
questions (10 mins
per test)
1 short answer
question (5 mins
per test)
Maximum 2,500
words*
Assessment Item 3
Major Assignment:
Case analysis and TWO (2) short essays
50 marks
28 Oct at 2:00 pm
Case: maximum 10
pages, A4, 1.5
space, 12 point
Essay: maximum 3
pages plus
references, A4, 1.5
space, 12 point
* Word Limit: The word count includes such items as headings, in-text references, quotes and
executive summaries. It does not include the reference list at the end of the assignment.
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Assessment Item 1 – End of module online tests
Task Description:
You are required to complete five (5) online tests, which are designed to test
your understanding of the key concepts covered in each of the learning
modules. Each test will be randomly constructed for every student. The test can
be taken at a time of your choice during the designated week (see below).
Students will need to log on to MyLO using their University electronic mail
username and password. A time limit of 15 minutes will apply for each test.
Please note that each test will open at 9.00am on the Tuesday and close at
2.00pm on the following Monday of each designated week. It is advised that
you mark the following online test dates in your diaries for completion
Task Length:
Ten (10) questions per test. Questions will be a collection of multiple choice,
true or false, and short answer questions. You will need to complete the
required readings prior to starting each test.
Due Date:
Hobart face-to-face students:
Test 1: Week 3 (9.00am Tuesday 30 July – 2.00pm Monday 5 August)
Test 2: Week 5 (9.00am Tuesday 13 August – 2.00pm Monday 19 August)
Test 3: Week 7 (9.00am Tuesday 27 August – 2.00pm Monday 2 September)
Test 4: Week 9 (9.00am Tuesday 17 Sep. – 2.00pm Monday 23 Sep.)
Test 5: Week 12 (9.00am Tuesday 8 Oct. – 2.00pm Monday 14 Oct.)
Flexible learning and Launceston students:
Test 1: 9.00am Tuesday 6 August – 2.00pm Monday 12 August
Test 2: 9.00am Tuesday 20 August – 2.00pm Monday 26 August)
Test 3: 9.00am Tuesday 10 Sep. – 2.00pm Monday 16 September)
Test 4: 9.00am Tuesday 24 Sep. – 2.00pm Monday 30 Sep.)
Test 5: 9.00am Tuesday 8 Oct. – 2.00pm Monday 14 Oct
Value:
25 marks (5 marks per test)
Assessment Item 2 – Business Environment Report
Task Description:
A major challenge facing a company doing international business overseas is
caused by differences in economic development, economic systems, political
systems, cultural traditions and ethical standards between the home and host
countries. How well the company is able to cope with the challenge is critical to
the success of its international business activities.
This assignment requires you to identify and research a company which is
undertaking international business in a foreign country and facing challenges
caused by the difference in one of the abovementioned areas.
You may choose any companies doing international business in any foreign
countries. The data for your research can be obtained from your first‐hand
experience, second‐hand resources, or both, and you are expected to read a
broad range of materials when looking for a suitable topic. The decision of the
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topic will be considered to be an important part in the assessment.
You are required to present your research in report format to address the
following questions:
What was the particular challenge facing the company?
What has been done by the company to cope with the challenge?
How good or bad was the company in coping with the challenge?
What could the company do to improve its practices in coping with the
challenge?
What could we learn from this case?
In addition to common requirements for academic writing, the report
should include the following elements:
An executive summary of about half a page long prepared on a separate
page
A title, headings and page numbers
About ten (10) in‐text citations and end‐references using Harvard
referencing style
Assessment Criteria:
See page 15
Task Length:
Maximum 2,500 words
Due Date:
23 Aug at 2:00 pm
Value:
25 marks
Assessment Item 3 – Major Assignment
Task Description:
Analyse a case study and complete TWO (2) essays
Task Length:
Case: Maximum 10 pages A4, 1.5 space, 12 point font; no pages after page 10
will be read.
Essays: 3 pages plus references, A4, 1.5 space, 12 point font; no pages after
page 3 will be read.
Release Date &
Time:
Case: Friday 25 October at 2.00pm
Essays: Topics will be provided at the start of the course. TEN (10) topics will
be given, and of these Two (2) will be chosen for this assignment
Due Date & Time:
Students must submit a hard copy of their assignment by 2.00pm on Monday
28 October
Value:
50 marks - Essays count for 15 marks each- for a total of 30 marks
- Case analysis counts for 20 marks
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Your final examination for this unit will be held during the scheduled examination period as
indicated by Student Administration in correspondence to you.
Examinations will normally be scheduled Monday to Saturday inclusive. Examinations may be held
during the day or evening and students should consult the university information which will be made
available towards the end of semester.
You are advised to make any necessary arrangements with employers now for time off during the
examination period to sit this examination. Your participation at the scheduled time is not
negotiable unless there are exceptional circumstances. Note that you will be expected to sit the
examination at your recorded study centre.
Supplementary Exams: Except in special circumstances and on the recommendation of the unit
coordinator or the Head of School, a student who fails will not be granted a supplementary
examination.
Special Consideration and Student Difficulties
If a student is experiencing difficulties with their studies or assignments, have personal or life
planning issues, disability or illness which may affect their course of study, they are advised to raise
these with their lecturer in the first instance. Students may also contact the Student Adviser who will
be able to help in identifying the issues that need to be addressed, give general advice, assist by
liaising with academic staff, as well as referring students to any relevant University-wide support
services. The Student Adviser is located in room 318a in the Commerce Building in Hobart and is
contactable by phone on 6226 1916. In Launceston the Student Adviser is located in room A168 in
Building A and is contactable by phone on 6324 3312. There is also a range of University-wide
support services available including Student Services, International Services and Learning
Development. Please refer to the Current Students homepage at http://www.utas.edu.au/students.
Should a student require assistance in accessing the Library, visit their website for more information
at http://www.utas.edu.au/library/.
Students who have completed their examinations and who feel that they have been disadvantaged
due to illness or other circumstances affecting their study, may fill out a form to request that their
lecturer takes this into consideration when marking the examination. Forms should be submitted
directly to the relevant school, accompanied by appropriate supporting documentation, as soon as
possible after the completion of the examination. Granting of special consideration is at the
discretion of the lecturer and school. The relevant form can be found at the following website:
http://www.studentcentre.utas.edu.au/examinations_and_results/forms_files/index.htm#eits.
Students with a non-English speaking background may be permitted to take a bilingual dictionary
into an exam. This dictionary must not be annotated – that is, it must have no notes written in it.
Students must request permission from the Student Centre in order to use a bilingual dictionary.
Submission of Coursework
Lodging Coursework
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All Coursework must have the School of Management Assignment Cover Sheet, which is available as
a blank template from the School of Management website:
http://www.utas.edu.au/management/student-resources. All assignments must include the tutor’s
name on the assignment Cover Sheets when they are submitted. If this is not done the assignment
will not be accepted and therefore will not be marked.
Please remember that you are responsible for lodging your Coursework on or before the due date.
We suggest you keep a copy. Even in the most ‘perfect’ of systems, items sometimes go astray.
Assignments must be submitted electronically through the relevant assignment drop box in MyLO.
All coursework must be handed in by 2.00pm on the due date.
Requests for Extensions
Written Coursework:
Extensions will only be granted on medical or compassionate grounds and will not be granted
because of work or other commitments. Requests for extensions should be made in writing to the
unit coordinator prior to the due date. Medical certificates or other evidence must be attached and
must contain information which justifies the extension sought. Late assignments which have not
been granted an extension will, at the lecturer’s discretion, be penalised by deducting ten per cent
of total marks for each full day overdue.
Assignments submitted more than five days late will normally not be accepted by the unit
coordinator.
On-line Tests:
Students who are unable to sit a test on medical or compassionate grounds (work or other
commitments are not considered 'compassionate grounds') may request that they be permitted to
submit alternative Coursework. Please do not expect a special test to be held for you if you choose
to go on holidays or undertake other activities on the scheduled date. If you do need to request
alternative Coursework, you should do so in writing to the unit coordinator prior to the due date.
Medical certificates or other evidence must be attached and must contain information which
justifies the request. The telephone number of the doctor should also be included.
Faculty of Business Late Assessment Policy
A full copy of the Faculty of Business Assessment Submission policy is available from the Faculty
homepage at http://www.utas.edu.au/business/student-resources/policies,-forms-and-otherinformation2/faculty-policies-and-administration
Academic Referencing and Style Guide
Before starting their assignments, students are advised to familiarise themselves with the following
electronic resources. The first is the School of Management Writing Assignments: A Guide, which
can be accessed from the following site - : http://www.utas.edu.au/management/student-resources.
The guide provides students with useful information about the structure and style of assignments in
the School of Management.
The second is the Harvard Referencing System Style Guide, which can be accessed from the UTAS
library (http://utas.libguides.com/content.php?pid=27520&sid=199808). The Harvard Referencing
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System will be used in all School of Management units, and students are expected to use this system
in their assignments.
Academic Misconduct and Plagiarism
Academic misconduct includes cheating, plagiarism, allowing another student to copy work for an
assignment or an examination, and any other conduct by which a student:
(a) seeks to gain, for themselves or for any other person, any academic advantage or
advancement to which they or that other person are not entitled; or
(b) improperly disadvantages any other student.
Students engaging in any form of academic misconduct may be dealt with under the Ordinance of
Student Discipline. This can include imposition of penalties that range from a deduction/cancellation
of marks to exclusion from a unit or the University. Details of penalties that can be imposed are
available in the Ordinance of Student Discipline – Part 3 Academic Misconduct, see
http://www.utas.edu.au/universitycouncil/legislation/.
Plagiarism is a form of cheating. It is taking and using someone else’s thoughts, writings or
inventions and representing them as your own, for example:
using an author’s words without putting them in quotation marks and citing the source;
using an author’s ideas without proper acknowledgment and citation; or
copying another student’s work.
If you have any doubts about how to refer to the work of others in your assignments, please
consult your lecturer or tutor for relevant referencing guidelines, and the academic integrity
resources on the web at http://www.academicintegrity.utas.edu.au/ The intentional copying of
someone else’s work as one’s own is a serious offence punishable by penalties that may range from
a fine or deduction/cancellation of marks and, in the most serious of cases, to exclusion from a unit,
a course, or the University.
The University and any persons authorised by the University may submit your assessable works to
a plagiarism checking service, to obtain a report on possible instances of plagiarism. Assessable
works may also be included in a reference database. It is a condition of this arrangement that the
original author’s permission is required before a work within the database can be viewed.
For further information on this statement and general referencing guidelines, see ) or follow the link
under ‘Policy, Procedures and Feedback’ on the Current Students homepage.
14
Marking Criteria and Rubrics for Assessment Items 2- Business Environment Report
Criteria
HD (100%-80%)
DN (70%-79%)
CR (60%-69%)
PP (50%-59%)
NN (0%-49%)
Ability to write in a
professional context;
present information
in a variety of ways
(20%)
No or few errors in
language; focused and
purposeful discussion;
complete structure;
appropriate format;
presented information
in a variety of ways.
Few errors in language;
mostly focused
discussion; complete
structure; mostly
appropriate format;
presented information
in a variety of ways.
Some errors in language;
reasonably focused
discussion; complete
structure; reasonably
appropriate format;
presented information in
more than one way.
Mostly understandable but
with errors in language;
clear discussion; complete
structure; partly
appropriate format;
presented information in
more than one way.
Partly understandable;
some clear discussion;
most components
included; partly
structured; some
formatting; presented
information in limited
ways.
Ability to identify,
analyse and evaluate
information to make
arguments (20%)
Addressed a complete
set of key issues;
insightful, plausible and
evidenced arguments.
Addressed most key
issues; mostly
insightful, plausible and
evidenced arguments.
Addressed many key
issues; mostly insightful
and evidenced
arguments.
Addressed some key
issues; mostly evidenced
arguments.
Addressed limited key
issues; some evidenced
arguments.
Ability to apply
principles or theories
to the issues (20%)
Applied relevant
principles or theories to
all issues.
Applied relevant
principles or theories to
most issues.
Applied relevant
principles or theories to
some issues.
Applied mostly relevant
principles or theories to
some issues.
Applied some relevant
principles or theories to
some issues.
Ability to draw
conclusion and make
recommendations
based on prior
discussion (20%)
Conclusion and
recommendations were
feasible and logically
drawn from prior
discussion.
Conclusion and
recommendations were
mostly feasible and
logically drawn from
prior discussion.
Conclusion and
recommendations were
logically drawn from
prior discussion.
Conclusion and
recommendations were
mostly consistent with
prior discussion.
Conclusion and
recommendations were
partly consistent with
prior discussion.
Ability to
acknowledge sources
and comply with
Harvard citation style
(20%)
Acknowledged all
sources; complied with
HCS.
Acknowledged most
sources; complied with
HCS.
Reasonably
acknowledged sources;
mostly complied with
HCS.
Acknowledged more than
half of sources; mostly
complied with HCS.
Acknowledged limited
sources; partly complied
with HCS.
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Tutorial Program – Full-time (Hobart)
Note that the tutorial program does not commence until week two of semester.
Week 2 – Globalization and international business
Reading: Dainels et al (2013) - Chapter 1
1. What is international business? What are the primary reasons that companies engage in
international business?
2. What is globalization? What modes of international business are used by firms that want to
globalize? Briefly describe each method.
3. What are three factors that have led to the increased growth in international business in
recent decades? Which do you think has been most important and why?
4. What is foreign direct investment? What social factors in the external environment might
affect FDI?
Week 3 – The influence of cultural and economic environment on international business
Reading: Dainels et al (2013) - Chapter 2 & 4
1. What is the difference between a low-context culture and a high-context culture? How do
these differences affect communication in international business dealings?
2. What is the difference between a polycentric, ethnocentric, and geocentric approach to
international management? What key factors should a firm consider before adopting one of
these approaches?
3. What is inflation? How does inflation affect international business?
4. What is the difference between a developing country and a developed country? What
significant trends are occurring in each type of market that relate to international business
decisions?
5. What general characteristics of a country should managers consider when analyzing an
economic environment? What specific indicators help managers measure the economic
development, performance, and potential of a country?
Week 4 – The influence of legal and political environment on international business
Reading: Dainels et al (2013) - Chapter 3 & 5
1. How does a nation's legal environment affect an MNE's marketplace behavior, especially
when the rule of man prevails?
2. What are the differences between democratic and totalitarian political systems? What does
current research suggest about the spread of democracy and totalitarianism in the world?
3. Case study
Week 5 –International trade and investment theories
Reading: Dainels et al (2013) - Chapter 6
1. As an international business manager, how can you benefit from an understanding of
international trade theories?
2. What is the difference between the free trade theories of absolute advantage and
comparative advantage? How can free trade improve global efficiency?
3. Briefly discuss the theory of absolute advantage and the reasons a country's efficiency
improves based on this theory
16
Week 6 –Government influence on international trade
Reading: Dainels et al (2013) - Chapter 7 & 8
1. What are the rules of origin and regional content provisions of NAFTA?
2. Briefly explain the roles of the World Trade Organization and the United Nations in
international trade.
3. What has been the impact of NAFTA on trade and employment in NAFTA nations?
Week 7 –Global foreign-exchange markets
Reading: Dainels et al (2013) - Chapter 9
1. How is foreign exchange traded? What methods are available?
2. What are the two major segments of the foreign exchange market? What types of foreign
exchange instruments are traded within these markets?
3. What is currency speculation? Why is it risky?
4. What are the characteristics of the forward market? Why do companies participate in the
forward market? Provide an example to illustrate your answer
Week 8 –The determination of exchange rates
Reading: Dainels et al (2013) - Chapter 10
1. How do exchange rate changes affect a company’s marketing, production, and financial
decisions? What predictors should a manager monitor to forecast exchange rate changes?
2. What is the International Monetary Fund (IMF)? What are its objectives? What occurs when
a country joins IMF today?
3. What led to the Greek financial crisis of 2010? What have been the roles of the IMF and
European Central Bank in the crisis? What challenges with the euro facilitated the crisis?
4. What is a black market? Under what conditions might one exist?
Week 9 –International business strategy
Reading: Dainels et al (2013) - Chapter 11 & 12
1. What are core competencies? How do firms that adopt an international strategy utilize their
core competencies? How do firms that adopt a transnational strategy utilize their core
competencies?
2. Discuss the characteristics of international, multi-domestic, global and transnational
strategies. Include situations and a specific example in which each strategy would be most
appropriate.
3. Briefly discuss why simply examining a country’s per capita GDP and its population does not
necessarily lead to a good estimate for potential demand.
Week 10 –Entry mode
Reading: Dainels et al (2013) - Chapter 13 & 14
1. What is the difference between licensing and cross-licensing? What factors do firms need to
consider before entering into licensing agreements?
2. What are the various types of collaborative arrangement options available to international
businesses? How can firms most effectively manage international collaborative
arrangements?
17
3. There are two ways companies can invest in a foreign country. They can either acquire an
interest in an existing operation or construct new facilities. Briefly describe the advantages
and disadvantages of each alternative.
Week 11 –Marketing globally
Reading: Dainels et al (2013) - Chapter 16
1. What factors makes international pricing and distribution more complex than domestic
pricing and distribution?
2. What is the gray market? Why are companies concerned about it?
3. How do foreign government regulations affect pricing and promotion for international
businesses?
4. What challenges are created by selling internationally through the Internet? How does ecommerce affect pricing?
Week 12 –Managing international operations
Reading: Dainels et al (2013) - Chapter 17
1. What is a supply chain? How does a supply chain differ from materials management and
logistics?
2. How has technology altered supply chain management? Discuss some of the available tools.
3. What has been the influence of Japan on supply chain management? In your answer, discuss
the concepts of industrial clustering and quality
Week 13 –International human resource management
Reading: Dainels et al (2013) - Chapter 20
1. What are the current trends in expatriate allowances? What are the reasons for these
changes?
2. What individual characteristics and qualifications should a company consider when choosing
managerial candidates for foreign assignments? Which one do you think is most important?
Why?
3. What types of employees are increasingly being chosen for expatriate assignments? What
characteristics are firms seeking when selecting expatriates?
18
Workshop Program – Part-time (Launceston)
Workshop 1: Background for International Business (16 July)
Reading: Dainels et al (2013) – Chapter 1
This module provides an introduction to the discipline of international business. Topics in this
module include an introduction to the three generic themes of international business as a discipline;
globalisation and its implications; and major international business activities.
Learning outcomes
1.
2.
3.
4.
5.
6.
Understand what is meant by the term globalisation;
Be familiar with the main drivers of globalisation;
Understand major arguments in the debate over the impacts of globalisation;
Identify and describe major international business activities;
Understand major trend of international trade and investment;
Appreciate how the process of globalisation is creating opportunities and challenges for
businesses
Discussion questions: see Hobart tutorial program week 2
Workshop 2: International Business Environment (30 July)
Reading: Dainels et al (2013) – Chapter 2, 3, 4 & 5
Countries are different in many ways, which poses particular difficulties and challenges to
international businesses. This module discusses the different political, economic and legal systems,
economic development levels, cultural values, and ethical standards between countries. The method
of environment analyses is also discussed in this module.
Learning outcomes
1.
2.
3.
4.
5.
6.
7.
8.
Explain the different political systems of countries;
Explain the different economic systems of countries;
Explain the different legal systems of countries;
Identify the determinants of economic development levels;
Describe the political and economic changes happening in transition economies;
Discuss the role and implications of culture in business activities;
Discuss the ethical issues faced by international businesses;
Be able to analyse the environment faced by businesses.
Discussion questions: see Hobart tutorial program week 3 & 4
Workshop 3: Theories and institutions: Trade and Investment (13 August)
Reading: Dainels et al (2013) – Chapter 6, 7 & 8
This module discusses various international trade and investment theories including mercantilism,
absolute advantages theory, comparative advantages theory, factor endowment theory, country
19
similarity theory, product life cycle theory, new trade theory and national competitive advantages
theory. These theories explain how and why international trade and investment occur and therefore
provide an explanation for the pattern of international trade and investment. These theories are also
used to explain the strategic motivations of international business activities.
Learning outcomes
1.
2.
3.
4.
Describe and discuss each of the theories;
Explain international trade and investment patterns;
Use the theories to explain various trade and investment activities;
Provide theoretical explanation for government trade and investment policies
Discussion questions: see Hobart tutorial program week 5 & 6
Workshop 4: World Financial Environment (27 August)
Reading: Dainels et al (2013) – Chapter 9, 10
Topics covered in this module include foreign exchange markets and the determination of foreign
exchange rates, international monetary system, World Bank, International Monetary Fund and
balance-of-payment account. Their implications for international business are also discussed in this
module. The move of foreign exchange rates and international monetary system form an important
financial and monetary environment for international business. Managers need to understand how
foreign exchange rates are determined and how international monetary system is evolving.
Learning outcomes
1.
2.
3.
4.
5.
Know the foreign exchange market;
Use the different theories to explain how foreign exchange rates are determined;
Be familiar with the historical development of the modern global monetary system;
Assess the fixed and floating exchange rate systems;
Summarise the role of the World Bank and the International Monetary Fund in the
international monetary system;
6. Describe the function and structure of the balance-of-payment accounting system.
Discussion questions: see Hobart tutorial program week 7 & 8
Workshop 5: Global Strategy, Structure and Implementation (17 September)
Reading: Dainels et al (2013) – Chapter 11, 12, 13 & 14
In order to enhance their efficiencies and competitiveness, international businesses must maintain
consistency among their external environment, strategic decision-making and organisational
structure. This module starts with a discussion on the process of formulating and implementing
strategies for international businesses. The strategic alternatives available for international
businesses in face of pressures from external environment are considered. Based on the strategic
alternatives established, the consequent design of the organisational structures and control systems
adopted by international businesses is then discussed.
20
Learning outcomes
1. Understand how firms can profit from expanding internationally;
2. Discuss the process of international strategic management;
3. Assess foreign markets for international entry;
4. Assess the pressures of the external environment facing international businesses;
5. Describe the basic strategic alternatives available to international businesses
6. Define the various organisational structures available to international businesses;
7. Discuss how international businesses manage their control function;
Discussion questions: see Hobart tutorial program week 9 & 10
Workshop 6: Managing International Operations (1 October)
Reading: Dainels et al (2013) – Chapter 16, 17 & 20
The focus of this module is on the multinational enterprise and the management of cross-border
operations. Major topics include: international marketing, international supply-chain management
and international human resource management.
Learning outcomes
1. To understand a variety of international product policies and their appropriate circumstances;
2. To illustrate how supplier networks function;
3. To explain how inventory management is a key dimension of the global supply chain;
4. To discuss the importance of human resource management;
5. To profile the staffing frameworks used by MNEs;
Discussion questions: see Hobart tutorial program week 11, 12 & 13
Workshop 7: Unit Overview and Case Analysis (15 October)
21
Study Schedule – Full-time (Hobart)
Week
Start of
Week
Module
1
Topic
Due Dates
1
15 July
2
22 July
Module 1.2 The influence of Cultural 2 & 4
and economic environment on
international business
3
29 July
3&5
4
5 August
Module 1.3 The influence of
political and legal environment on
international business
Module 2.1 International trade and
investment theories
5
12 August
Module 2.2 Government influence
on international trade
7&8
Module 2
online test due
6
19 August
Module 3.1 Global foreignexchange markets
9
7
26 August
Module 3.2 The determination of
exchange rates
10
Individual
business
environment
report due on
23 Aug at 2:00
pm
Module 3
online test due
2
3
Module 1.1 Globalisation and
international business
Text
Chapter
1
Module 1
online test due
6
Mid-semester break: 2 – 6 September 2013
8
9 September 4
Module 4.1 International business
strategy
Module 4.2 Entry mode
11 & 12
9
16
September
10
23
September
Module 5.1 Marketing globally
16
11
30
September
Module 5.2 Managing international
operations
17
12
7 October
20
13
14 October
Module 5.3 International human
resource management
Unit Overview, case study and
assignment workshop
5
13 & 14
Module 4
online test due
Module 5
online test due
Take home exam due on 28 Oct at 2:00 pm
22
Study Schedule – Part-time (Launceston)
Workshop
1
Workshop
Dates
16 July
Topic
Background for International Business
2
30 July
International Business Environment
Text Chapter
3
13 August
Theories and Institutions: Trade and
Investment
4
27 August
World Financial Environment
5
6
17 September Global Strategy, Structure, and
Implementation
Managing International Operations
1 October
7
15 October
Due Dates
Individual
business
environment
report due
on 23 Aug at
2:00 pm
Unit Overview and Case Analysis
Major Assignment due on 28 Oct at 2:00 pm
23
International Business Management
Semester 2, 2013
THIS UNIT IS OFFERED IN:
Hobart, Launceston & by distance
Teaching Team:
Marcus Bai
Lingling Gao
CRICOS Provider Code: 00586B
Contact Details
Unit Coordinator:
Marcus Bai
Campus:
Hobart
Room Number:
Commerce Annex room 104
Email:
[email protected]
Phone:
+61 3 6226 7686
Fax:
+61 3 6226 2170
Consultation Time:
By appointment
Section instructor:
Lingling Gao
Campus:
Hobart
Room Number:
Commerce Annex room 102
Email:
[email protected]
Phone:
+61 3 6226 7686
Fax:
+61 3 6226 2170
Consultation Time:
By appointment
Flexible Education Office Coordinator: Ms Latha Jeyaraj
Campus:
Launceston
Room Number:
Building D, Room D126
Email:
[email protected]
Phone:
1800 449 902 (toll free) or 61 3 6324 3186
2
Contents
Contact Details ……………………………………………………………………………………………………………………… Page 2
Unit Description ……………………………………………………………………………………………………………………. Page 4
Intended Learning Outcomes and Generic Graduate Attributes.…………………………………………… Page 5
Learning Expectations and Teaching Strategies Approach …………………….………………………………. Page 6
Learning Resources ……………………………………………………………………………………………………………….. Page 6
Details of Teaching Arrangements ………………………………………………………………………………………… Page 8
Assessment …………………………………………………………………………………………………………………………… Page 9
Submission of Coursework …………………………………………………………………………………………………. Page 12
Academic Misconduct and Plagiarism ………………………………………………………………………………….. Page 14
Tutorial Program Hobart ……………………………………………………………………………………………………… Page 16
Workshop Program Launceston …………………………………………………………………………………………… Page 19
Study Schedule: Hobart ……………………………………………………………………………………………………… Page 22
Study Schedule: Launceston & Flexible……………………………………………………………………………… Page 23
3
Unit Description
International business has expanded dramatically over the past three decades and drawn the
attention of business executives, government officials and academics. International business refers
to a wide range of activities involving business transactions across national borders. Although
international business has many similarities with domestic business, there are important differences.
At the international level, the globalisation of the world economy and differences between countries
present both opportunities and challenges to international businesses. Managers of international
businesses need to take account of the complex environment when making strategic decisions and
managing ongoing operations. The aim of this unit is to help students gain knowledge of three
generic themes of international business, including the environmental context of international
business, international business strategies, and operational management of international businesses.
Students are also expected to develop skills to critically analyse practical issues related to these
themes.
As some contents of this unit are based on the concepts and principles of economics and
management, students enrolling in this unit are required to have basic knowledge in economics and
management. Students will be required to understand not only theoretical knowledge, but also
develop skills and capabilities in applying the theoretical knowledge to real business practices.
Extensive reading before and after classes is expected of students. Case studies will be incorporated
in the teaching to expose students to the challenges facing international businesses and their
managers.
Pre-Requisite/Co-Requisite Unit(s)
Nil.
Enrolment in the Unit
Unless there are exceptional circumstances, students should not enrol in BMA units after the end of
week two of semester, as the School of Management cannot guarantee that:
any extra assistance will be provided by the teaching team in respect of work covered in the
period prior to enrolment; and
penalties will not be applied for late submission of any piece or pieces of assessment that
were due during this period.
Enrolment in Tutorials and Workshops
Students will be able to enrol in tutorials/workshops electronically through MyLO. Tutorial
enrolments will be open until the end of the first week of semester (Friday 19th July 2013). Students
who have not enrolled in a tutorial by this time will be allocated a tutorial by the unit coordinator.
Variations in tutorial enrolments will not be permitted after this time.
4
Intended Learning Outcomes and Generic Graduate Attributes
Intended Learning Outcomes
In this unit you
will learn to:
In assessing this unit I will be looking at your
ability to:
Assessment
Methods
Apply key
international
business concepts,
principles and
theories to
practical issues
Classify the key features and issues in the global
environment in which international business takes
place
Online tests, Individual essay
and case study
Relate key concepts, principles and theories to
international business practices
Business environment report
Identify global
opportunities and
challenges faced by
businesses
Understand important international events
Online tests, essay and case
study
Identify global opportunities and challenges by
businesses
Business environment report.
Make practical
recommendations
for international
businesses
Analyse and evaluate the internal and external
conditions of international businesses
Online tests and essays
Make practical recommendations for international
businesses
Business environment report;
Case study
Locate, analyse and evaluate information from a
variety of sources
Business environment report;
Case study
Report research findings in a structured and formatted
way
Business environment report;
Case study
Use texts, figures, tables and graphs in writing
Business environment report;
Case study
Graduate Attribute Outcomes
The assessments and teaching activities in this unit have been designed to
develop the following graduate attributes in students:
Knowledge:
Extensive functional knowledge of theories and practices in
international business
Skills of acquiring and applying knowledge
Communication skills:
Writing skills to communicate logical and purposeful discussion
using different ways and formats
Problem-solving skills:
Demonstrate
professional writing
skills in the context
of international
business
Skills of critical thinking
Ability to apply knowledge to practical issues
Make practical recommendations for businesses
Global perspective:
Skills of working with people of diverse cultural backgrounds in a
professional context
Ability to analyse the effects of the global environment on
international business activities
Social responsibility:
Ability of decision-making under different ethical standards
5
Learning Expectations and Teaching Strategies/Approach
Expectations
The University is committed to a high standard of professional conduct in all activities, and holds its
commitment and responsibilities to its students as being of paramount importance. Likewise, it
holds expectations about the responsibilities students have as they pursue their studies within the
special environment the University offers. The University’s Code of Conduct for Teaching and
Learning states:
Students are expected to participate actively and positively in the teaching/learning
environment. They must attend classes when and as required, strive to maintain steady
progress within the subject or unit framework, comply with workload expectations, and
submit required work on time.
Occupational Health and Safety (OH&S)
The University is committed to providing a safe and secure teaching and learning environment. In
addition to specific requirements of this unit you should refer to the University’s policy at:
http://www.admin.utas.edu.au/hr/ohs/pol_proc/ohs.pdf.
Learning Resources
Prescribed Text
Daniels, J, Radebaugh, L & Sullivan, D 2013, International business: Environment and Operations, 14th
edn, Pearson Education Australia, NSW.
Please note that although the above textbook is recommended the teaching will not be based solely
on it. Materials from other sources will also be used in teaching. Students may also use other similar
textbooks.
Recommended Texts
The publications listed below are highly recommended for further reading on the topics covered in
the unit:
Bartlett, CA, Ghoshal, S, & Birkinshaw, J 2004, Transnational management: text, cases, and readings
in cross-border management, 4th edn, Irwin-McGraw Hill, Boston.
Buckley, PJ & Casson, M 2002, The Future of the Multinational Enterprise, 25th edn, Palgrave
Macmillan: New York.
Browaeys, M-J & Price, R 2008, Understanding cross-cultural management, Prentice Hall-Financial
Times, Harlow, England.
Cavusgil, ST, Knight, G, Riesenberger, JR, Rammal, HG, & Freeman, S 2012, International business:
the new realities, Australian edn, Pearson, NSW.
6
Czinkota, MR, Ronkainen, IA & Moffet, MH, 2005. “A Brief History”- International Business, 7th edn,
Thomson South Western: Mason, OH.
Dowling, PJ, Liesch, P, Gray, SJ & Hill, CWL 2009, International business: Asia-Pacific edition, McGraw
Hill, Sydney.
Hanson, D, Dowling, PJ, Hitt, MA, Ireland, RD & Hoskisson, RE 2008, Strategic management:
competitiveness and globalisation, 3rd edn, Thomson Learning, Victoria.
Hill, CWL 2013, International business: competing in the global marketplace, 9th edn, McGraw-Hill,
New York.
Hill, CWL Cronk, T & Wickramasekera, R 2011, Global business today: Asia-Pacific edition, 2nd edn,
McGraw-Hill Australia.
Dowling, P, Festing, M & Engle, AD 2008, International human resource management: managing
people in a multicultural context, 5th edn, Thomson, South Melbourne.
Peng, MW 2011, Global business, 2nd edn, South-Western Cengage Learning, Mason, USA.
Wild, J & Wild, KL 2012, International business: the challenges of globalisation, Pearson, Boston.
Journals and Periodicals
Apart from books, you will find it valuable to get into the practice of reading relevant articles from
journals and periodicals (including newspapers and magazines).
Australian Financial Review
Business Review Weekly
Far Eastern Economic Review
Harvard Business Review
International Business Review
International Journal of Human Resource Management
Journal of Comparative International Management
Journal of International Business Studies
Journal of International Marketing
Journal of World Business
Management International Review
Multinational Business Review
Thunderbird International Business
The Australian
The Economist
Useful Websites
Academy of International Business (http://aib.msu.edu/)
Australian Bureau of Statistics (http://www.abs.gov.au/)
The Australian Department of Foreign Affairs & Trade (http://www.dfat.gov.au/)
Australia-New Zealand International Business Academy (http://www.anziba.org/)
Asian Development Bank (http://www.adb.org/)
APEC (Asia-Pacific Economic Cooperation) (http://www.apec.org/)
AUSTRADE (Australian Trade Commission) (http://www.austrade.gov.au/)
ASEAN (The Association of Southeast Asian Nations) (http://www.aseansec.org/)
7
European Union (http://europa.eu/)
IMF (International Monetary Fund) (http://www.imf.org/)
OECD (Organisation for Economic Cooperation and Development) (http://www.oecd.org)
UNCTD (United Nations Conference on Trade and Development) (http://www.unctad.org/)
World Bank (http://www.worldbank.org)
World Fact book (CIA) (https://www.cia.gov/library/publications/the-world-factbook/)
WTO (World Trade Organisation) (http://www.wto.org/)
My Learning Online (MyLO)
MyLO software has been incorporated into the delivery of this unit to enhance the learning
experience by providing access to up to date course materials and by allowing for online discussion
through this web based environment.
To access MyLO from your own computer you will need the appropriate software, and hardware to
run that software. To get started please refer to the University’s Learning and Teaching with MyLO
homepage - http://www.utas.edu.au/learning-teaching-online.
Note: Older computers may not have the hardware to run some of the required software
applications. Contact your local IT support person or the Service Desk on 6226 1818 if you
experience difficulties.
Details of Teaching Arrangements
For Hobart based students:
This is an on-campus unit. Students are expected to attend a 2 hour lecture each week for 13 weeks
and a 1 hour tutorial each week for 12 weeks. Tutorials commence in week 2. Lecture notes for each
week will be available via MyLO on the Monday prior to the scheduled lecture. All supporting
materials are available for downloading via MyLO under unit resources.
For Launceston based students:
This is an on-campus unit. Students are expected to attend a 3 hour workshop every second week
for 7 weeks. Workshops for this unit will be held in weeks 1, 3, 5, 7, 9, 11 and 13 of semester.
For the flexible learning students:
The teaching and learning activities of this unit are arranged into seven modules. Each of the
modules includes the following tasks that students are required to complete:
Reading materials (textbook chapters and articles)
Lectures
Videos
Students may enrol in this unit in either face-to-face or distance mode. Students enrol in the face-toface mode are required to attend the classes while distance students need to complete similar tasks
through MyLO. Assessment tasks will be arranged separately through MyLO for distance students
and in class for face-to-face students, and no alternative assessment will be arranged for students
across the two modes. Students are therefore required to decide the mode suitable for their time
availability before enrolling in this unit.
Students need to ensure they have completed all the required tasks and achieved the learning
outcomes for each module before they proceed to the next one. Past experience indicates that the
8
time students spend on their study is positively correlated with their performance and results.
Students must ensure they are able to allocate sufficient amount of time before enrolling in this unit.
Communication, Consultation and Appointments
In addition to the unit outline, we will communicate important information to you through Lectures
and the Announcements section of MyLO. Therefore, it is important that you check the MyLO site
for this unit regularly.
If you would like to talk to the unit coordinator, Mr Marcus, Bai, then you can either send an email
or make an appointment during consultation times. To email, you should use the mail function in
MyLO. This will enable one source for all student queries. MyLO mail will be regularly checked and
you should receive a response within one working day. If you would like to see Mr Bai in person,
then you can come and see us in our consultation times or by appointment.
Finally, all requests for extension must be made in writing to the Unit Coordinator (Mr Marcus, Bai)
Assessment
Assessment Schedule
In order to pass this unit you must achieve an overall mark of at least 50 per cent of the total
available marks. Details of each assessment item are outlined below.
Assessment Item
Value
Due Date
Length
Assessment Item 1
End of module online tests
25 marks
Throughout semester
(Weeks 3, 5, 7, 9 & 12)
Assessment Item 2
Individual business environment report
25 marks
23 Aug at 2:00 pm
10 multiple-choice
questions (10 mins
per test)
1 short answer
question (5 mins
per test)
Maximum 2,500
words*
Assessment Item 3
Major Assignment:
Case analysis and TWO (2) short essays
50 marks
28 Oct at 2:00 pm
Case: maximum 10
pages, A4, 1.5
space, 12 point
Essay: maximum 3
pages plus
references, A4, 1.5
space, 12 point
* Word Limit: The word count includes such items as headings, in-text references, quotes and
executive summaries. It does not include the reference list at the end of the assignment.
9
Assessment Item 1 – End of module online tests
Task Description:
You are required to complete five (5) online tests, which are designed to test
your understanding of the key concepts covered in each of the learning
modules. Each test will be randomly constructed for every student. The test can
be taken at a time of your choice during the designated week (see below).
Students will need to log on to MyLO using their University electronic mail
username and password. A time limit of 15 minutes will apply for each test.
Please note that each test will open at 9.00am on the Tuesday and close at
2.00pm on the following Monday of each designated week. It is advised that
you mark the following online test dates in your diaries for completion
Task Length:
Ten (10) questions per test. Questions will be a collection of multiple choice,
true or false, and short answer questions. You will need to complete the
required readings prior to starting each test.
Due Date:
Hobart face-to-face students:
Test 1: Week 3 (9.00am Tuesday 30 July – 2.00pm Monday 5 August)
Test 2: Week 5 (9.00am Tuesday 13 August – 2.00pm Monday 19 August)
Test 3: Week 7 (9.00am Tuesday 27 August – 2.00pm Monday 2 September)
Test 4: Week 9 (9.00am Tuesday 17 Sep. – 2.00pm Monday 23 Sep.)
Test 5: Week 12 (9.00am Tuesday 8 Oct. – 2.00pm Monday 14 Oct.)
Flexible learning and Launceston students:
Test 1: 9.00am Tuesday 6 August – 2.00pm Monday 12 August
Test 2: 9.00am Tuesday 20 August – 2.00pm Monday 26 August)
Test 3: 9.00am Tuesday 10 Sep. – 2.00pm Monday 16 September)
Test 4: 9.00am Tuesday 24 Sep. – 2.00pm Monday 30 Sep.)
Test 5: 9.00am Tuesday 8 Oct. – 2.00pm Monday 14 Oct
Value:
25 marks (5 marks per test)
Assessment Item 2 – Business Environment Report
Task Description:
A major challenge facing a company doing international business overseas is
caused by differences in economic development, economic systems, political
systems, cultural traditions and ethical standards between the home and host
countries. How well the company is able to cope with the challenge is critical to
the success of its international business activities.
This assignment requires you to identify and research a company which is
undertaking international business in a foreign country and facing challenges
caused by the difference in one of the abovementioned areas.
You may choose any companies doing international business in any foreign
countries. The data for your research can be obtained from your first‐hand
experience, second‐hand resources, or both, and you are expected to read a
broad range of materials when looking for a suitable topic. The decision of the
10
topic will be considered to be an important part in the assessment.
You are required to present your research in report format to address the
following questions:
What was the particular challenge facing the company?
What has been done by the company to cope with the challenge?
How good or bad was the company in coping with the challenge?
What could the company do to improve its practices in coping with the
challenge?
What could we learn from this case?
In addition to common requirements for academic writing, the report
should include the following elements:
An executive summary of about half a page long prepared on a separate
page
A title, headings and page numbers
About ten (10) in‐text citations and end‐references using Harvard
referencing style
Assessment Criteria:
See page 15
Task Length:
Maximum 2,500 words
Due Date:
23 Aug at 2:00 pm
Value:
25 marks
Assessment Item 3 – Major Assignment
Task Description:
Analyse a case study and complete TWO (2) essays
Task Length:
Case: Maximum 10 pages A4, 1.5 space, 12 point font; no pages after page 10
will be read.
Essays: 3 pages plus references, A4, 1.5 space, 12 point font; no pages after
page 3 will be read.
Release Date &
Time:
Case: Friday 25 October at 2.00pm
Essays: Topics will be provided at the start of the course. TEN (10) topics will
be given, and of these Two (2) will be chosen for this assignment
Due Date & Time:
Students must submit a hard copy of their assignment by 2.00pm on Monday
28 October
Value:
50 marks - Essays count for 15 marks each- for a total of 30 marks
- Case analysis counts for 20 marks
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Your final examination for this unit will be held during the scheduled examination period as
indicated by Student Administration in correspondence to you.
Examinations will normally be scheduled Monday to Saturday inclusive. Examinations may be held
during the day or evening and students should consult the university information which will be made
available towards the end of semester.
You are advised to make any necessary arrangements with employers now for time off during the
examination period to sit this examination. Your participation at the scheduled time is not
negotiable unless there are exceptional circumstances. Note that you will be expected to sit the
examination at your recorded study centre.
Supplementary Exams: Except in special circumstances and on the recommendation of the unit
coordinator or the Head of School, a student who fails will not be granted a supplementary
examination.
Special Consideration and Student Difficulties
If a student is experiencing difficulties with their studies or assignments, have personal or life
planning issues, disability or illness which may affect their course of study, they are advised to raise
these with their lecturer in the first instance. Students may also contact the Student Adviser who will
be able to help in identifying the issues that need to be addressed, give general advice, assist by
liaising with academic staff, as well as referring students to any relevant University-wide support
services. The Student Adviser is located in room 318a in the Commerce Building in Hobart and is
contactable by phone on 6226 1916. In Launceston the Student Adviser is located in room A168 in
Building A and is contactable by phone on 6324 3312. There is also a range of University-wide
support services available including Student Services, International Services and Learning
Development. Please refer to the Current Students homepage at http://www.utas.edu.au/students.
Should a student require assistance in accessing the Library, visit their website for more information
at http://www.utas.edu.au/library/.
Students who have completed their examinations and who feel that they have been disadvantaged
due to illness or other circumstances affecting their study, may fill out a form to request that their
lecturer takes this into consideration when marking the examination. Forms should be submitted
directly to the relevant school, accompanied by appropriate supporting documentation, as soon as
possible after the completion of the examination. Granting of special consideration is at the
discretion of the lecturer and school. The relevant form can be found at the following website:
http://www.studentcentre.utas.edu.au/examinations_and_results/forms_files/index.htm#eits.
Students with a non-English speaking background may be permitted to take a bilingual dictionary
into an exam. This dictionary must not be annotated – that is, it must have no notes written in it.
Students must request permission from the Student Centre in order to use a bilingual dictionary.
Submission of Coursework
Lodging Coursework
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All Coursework must have the School of Management Assignment Cover Sheet, which is available as
a blank template from the School of Management website:
http://www.utas.edu.au/management/student-resources. All assignments must include the tutor’s
name on the assignment Cover Sheets when they are submitted. If this is not done the assignment
will not be accepted and therefore will not be marked.
Please remember that you are responsible for lodging your Coursework on or before the due date.
We suggest you keep a copy. Even in the most ‘perfect’ of systems, items sometimes go astray.
Assignments must be submitted electronically through the relevant assignment drop box in MyLO.
All coursework must be handed in by 2.00pm on the due date.
Requests for Extensions
Written Coursework:
Extensions will only be granted on medical or compassionate grounds and will not be granted
because of work or other commitments. Requests for extensions should be made in writing to the
unit coordinator prior to the due date. Medical certificates or other evidence must be attached and
must contain information which justifies the extension sought. Late assignments which have not
been granted an extension will, at the lecturer’s discretion, be penalised by deducting ten per cent
of total marks for each full day overdue.
Assignments submitted more than five days late will normally not be accepted by the unit
coordinator.
On-line Tests:
Students who are unable to sit a test on medical or compassionate grounds (work or other
commitments are not considered 'compassionate grounds') may request that they be permitted to
submit alternative Coursework. Please do not expect a special test to be held for you if you choose
to go on holidays or undertake other activities on the scheduled date. If you do need to request
alternative Coursework, you should do so in writing to the unit coordinator prior to the due date.
Medical certificates or other evidence must be attached and must contain information which
justifies the request. The telephone number of the doctor should also be included.
Faculty of Business Late Assessment Policy
A full copy of the Faculty of Business Assessment Submission policy is available from the Faculty
homepage at http://www.utas.edu.au/business/student-resources/policies,-forms-and-otherinformation2/faculty-policies-and-administration
Academic Referencing and Style Guide
Before starting their assignments, students are advised to familiarise themselves with the following
electronic resources. The first is the School of Management Writing Assignments: A Guide, which
can be accessed from the following site - : http://www.utas.edu.au/management/student-resources.
The guide provides students with useful information about the structure and style of assignments in
the School of Management.
The second is the Harvard Referencing System Style Guide, which can be accessed from the UTAS
library (http://utas.libguides.com/content.php?pid=27520&sid=199808). The Harvard Referencing
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System will be used in all School of Management units, and students are expected to use this system
in their assignments.
Academic Misconduct and Plagiarism
Academic misconduct includes cheating, plagiarism, allowing another student to copy work for an
assignment or an examination, and any other conduct by which a student:
(a) seeks to gain, for themselves or for any other person, any academic advantage or
advancement to which they or that other person are not entitled; or
(b) improperly disadvantages any other student.
Students engaging in any form of academic misconduct may be dealt with under the Ordinance of
Student Discipline. This can include imposition of penalties that range from a deduction/cancellation
of marks to exclusion from a unit or the University. Details of penalties that can be imposed are
available in the Ordinance of Student Discipline – Part 3 Academic Misconduct, see
http://www.utas.edu.au/universitycouncil/legislation/.
Plagiarism is a form of cheating. It is taking and using someone else’s thoughts, writings or
inventions and representing them as your own, for example:
using an author’s words without putting them in quotation marks and citing the source;
using an author’s ideas without proper acknowledgment and citation; or
copying another student’s work.
If you have any doubts about how to refer to the work of others in your assignments, please
consult your lecturer or tutor for relevant referencing guidelines, and the academic integrity
resources on the web at http://www.academicintegrity.utas.edu.au/ The intentional copying of
someone else’s work as one’s own is a serious offence punishable by penalties that may range from
a fine or deduction/cancellation of marks and, in the most serious of cases, to exclusion from a unit,
a course, or the University.
The University and any persons authorised by the University may submit your assessable works to
a plagiarism checking service, to obtain a report on possible instances of plagiarism. Assessable
works may also be included in a reference database. It is a condition of this arrangement that the
original author’s permission is required before a work within the database can be viewed.
For further information on this statement and general referencing guidelines, see ) or follow the link
under ‘Policy, Procedures and Feedback’ on the Current Students homepage.
14
Marking Criteria and Rubrics for Assessment Items 2- Business Environment Report
Criteria
HD (100%-80%)
DN (70%-79%)
CR (60%-69%)
PP (50%-59%)
NN (0%-49%)
Ability to write in a
professional context;
present information
in a variety of ways
(20%)
No or few errors in
language; focused and
purposeful discussion;
complete structure;
appropriate format;
presented information
in a variety of ways.
Few errors in language;
mostly focused
discussion; complete
structure; mostly
appropriate format;
presented information
in a variety of ways.
Some errors in language;
reasonably focused
discussion; complete
structure; reasonably
appropriate format;
presented information in
more than one way.
Mostly understandable but
with errors in language;
clear discussion; complete
structure; partly
appropriate format;
presented information in
more than one way.
Partly understandable;
some clear discussion;
most components
included; partly
structured; some
formatting; presented
information in limited
ways.
Ability to identify,
analyse and evaluate
information to make
arguments (20%)
Addressed a complete
set of key issues;
insightful, plausible and
evidenced arguments.
Addressed most key
issues; mostly
insightful, plausible and
evidenced arguments.
Addressed many key
issues; mostly insightful
and evidenced
arguments.
Addressed some key
issues; mostly evidenced
arguments.
Addressed limited key
issues; some evidenced
arguments.
Ability to apply
principles or theories
to the issues (20%)
Applied relevant
principles or theories to
all issues.
Applied relevant
principles or theories to
most issues.
Applied relevant
principles or theories to
some issues.
Applied mostly relevant
principles or theories to
some issues.
Applied some relevant
principles or theories to
some issues.
Ability to draw
conclusion and make
recommendations
based on prior
discussion (20%)
Conclusion and
recommendations were
feasible and logically
drawn from prior
discussion.
Conclusion and
recommendations were
mostly feasible and
logically drawn from
prior discussion.
Conclusion and
recommendations were
logically drawn from
prior discussion.
Conclusion and
recommendations were
mostly consistent with
prior discussion.
Conclusion and
recommendations were
partly consistent with
prior discussion.
Ability to
acknowledge sources
and comply with
Harvard citation style
(20%)
Acknowledged all
sources; complied with
HCS.
Acknowledged most
sources; complied with
HCS.
Reasonably
acknowledged sources;
mostly complied with
HCS.
Acknowledged more than
half of sources; mostly
complied with HCS.
Acknowledged limited
sources; partly complied
with HCS.
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Tutorial Program – Full-time (Hobart)
Note that the tutorial program does not commence until week two of semester.
Week 2 – Globalization and international business
Reading: Dainels et al (2013) - Chapter 1
1. What is international business? What are the primary reasons that companies engage in
international business?
2. What is globalization? What modes of international business are used by firms that want to
globalize? Briefly describe each method.
3. What are three factors that have led to the increased growth in international business in
recent decades? Which do you think has been most important and why?
4. What is foreign direct investment? What social factors in the external environment might
affect FDI?
Week 3 – The influence of cultural and economic environment on international business
Reading: Dainels et al (2013) - Chapter 2 & 4
1. What is the difference between a low-context culture and a high-context culture? How do
these differences affect communication in international business dealings?
2. What is the difference between a polycentric, ethnocentric, and geocentric approach to
international management? What key factors should a firm consider before adopting one of
these approaches?
3. What is inflation? How does inflation affect international business?
4. What is the difference between a developing country and a developed country? What
significant trends are occurring in each type of market that relate to international business
decisions?
5. What general characteristics of a country should managers consider when analyzing an
economic environment? What specific indicators help managers measure the economic
development, performance, and potential of a country?
Week 4 – The influence of legal and political environment on international business
Reading: Dainels et al (2013) - Chapter 3 & 5
1. How does a nation's legal environment affect an MNE's marketplace behavior, especially
when the rule of man prevails?
2. What are the differences between democratic and totalitarian political systems? What does
current research suggest about the spread of democracy and totalitarianism in the world?
3. Case study
Week 5 –International trade and investment theories
Reading: Dainels et al (2013) - Chapter 6
1. As an international business manager, how can you benefit from an understanding of
international trade theories?
2. What is the difference between the free trade theories of absolute advantage and
comparative advantage? How can free trade improve global efficiency?
3. Briefly discuss the theory of absolute advantage and the reasons a country's efficiency
improves based on this theory
16
Week 6 –Government influence on international trade
Reading: Dainels et al (2013) - Chapter 7 & 8
1. What are the rules of origin and regional content provisions of NAFTA?
2. Briefly explain the roles of the World Trade Organization and the United Nations in
international trade.
3. What has been the impact of NAFTA on trade and employment in NAFTA nations?
Week 7 –Global foreign-exchange markets
Reading: Dainels et al (2013) - Chapter 9
1. How is foreign exchange traded? What methods are available?
2. What are the two major segments of the foreign exchange market? What types of foreign
exchange instruments are traded within these markets?
3. What is currency speculation? Why is it risky?
4. What are the characteristics of the forward market? Why do companies participate in the
forward market? Provide an example to illustrate your answer
Week 8 –The determination of exchange rates
Reading: Dainels et al (2013) - Chapter 10
1. How do exchange rate changes affect a company’s marketing, production, and financial
decisions? What predictors should a manager monitor to forecast exchange rate changes?
2. What is the International Monetary Fund (IMF)? What are its objectives? What occurs when
a country joins IMF today?
3. What led to the Greek financial crisis of 2010? What have been the roles of the IMF and
European Central Bank in the crisis? What challenges with the euro facilitated the crisis?
4. What is a black market? Under what conditions might one exist?
Week 9 –International business strategy
Reading: Dainels et al (2013) - Chapter 11 & 12
1. What are core competencies? How do firms that adopt an international strategy utilize their
core competencies? How do firms that adopt a transnational strategy utilize their core
competencies?
2. Discuss the characteristics of international, multi-domestic, global and transnational
strategies. Include situations and a specific example in which each strategy would be most
appropriate.
3. Briefly discuss why simply examining a country’s per capita GDP and its population does not
necessarily lead to a good estimate for potential demand.
Week 10 –Entry mode
Reading: Dainels et al (2013) - Chapter 13 & 14
1. What is the difference between licensing and cross-licensing? What factors do firms need to
consider before entering into licensing agreements?
2. What are the various types of collaborative arrangement options available to international
businesses? How can firms most effectively manage international collaborative
arrangements?
17
3. There are two ways companies can invest in a foreign country. They can either acquire an
interest in an existing operation or construct new facilities. Briefly describe the advantages
and disadvantages of each alternative.
Week 11 –Marketing globally
Reading: Dainels et al (2013) - Chapter 16
1. What factors makes international pricing and distribution more complex than domestic
pricing and distribution?
2. What is the gray market? Why are companies concerned about it?
3. How do foreign government regulations affect pricing and promotion for international
businesses?
4. What challenges are created by selling internationally through the Internet? How does ecommerce affect pricing?
Week 12 –Managing international operations
Reading: Dainels et al (2013) - Chapter 17
1. What is a supply chain? How does a supply chain differ from materials management and
logistics?
2. How has technology altered supply chain management? Discuss some of the available tools.
3. What has been the influence of Japan on supply chain management? In your answer, discuss
the concepts of industrial clustering and quality
Week 13 –International human resource management
Reading: Dainels et al (2013) - Chapter 20
1. What are the current trends in expatriate allowances? What are the reasons for these
changes?
2. What individual characteristics and qualifications should a company consider when choosing
managerial candidates for foreign assignments? Which one do you think is most important?
Why?
3. What types of employees are increasingly being chosen for expatriate assignments? What
characteristics are firms seeking when selecting expatriates?
18
Workshop Program – Part-time (Launceston)
Workshop 1: Background for International Business (16 July)
Reading: Dainels et al (2013) – Chapter 1
This module provides an introduction to the discipline of international business. Topics in this
module include an introduction to the three generic themes of international business as a discipline;
globalisation and its implications; and major international business activities.
Learning outcomes
1.
2.
3.
4.
5.
6.
Understand what is meant by the term globalisation;
Be familiar with the main drivers of globalisation;
Understand major arguments in the debate over the impacts of globalisation;
Identify and describe major international business activities;
Understand major trend of international trade and investment;
Appreciate how the process of globalisation is creating opportunities and challenges for
businesses
Discussion questions: see Hobart tutorial program week 2
Workshop 2: International Business Environment (30 July)
Reading: Dainels et al (2013) – Chapter 2, 3, 4 & 5
Countries are different in many ways, which poses particular difficulties and challenges to
international businesses. This module discusses the different political, economic and legal systems,
economic development levels, cultural values, and ethical standards between countries. The method
of environment analyses is also discussed in this module.
Learning outcomes
1.
2.
3.
4.
5.
6.
7.
8.
Explain the different political systems of countries;
Explain the different economic systems of countries;
Explain the different legal systems of countries;
Identify the determinants of economic development levels;
Describe the political and economic changes happening in transition economies;
Discuss the role and implications of culture in business activities;
Discuss the ethical issues faced by international businesses;
Be able to analyse the environment faced by businesses.
Discussion questions: see Hobart tutorial program week 3 & 4
Workshop 3: Theories and institutions: Trade and Investment (13 August)
Reading: Dainels et al (2013) – Chapter 6, 7 & 8
This module discusses various international trade and investment theories including mercantilism,
absolute advantages theory, comparative advantages theory, factor endowment theory, country
19
similarity theory, product life cycle theory, new trade theory and national competitive advantages
theory. These theories explain how and why international trade and investment occur and therefore
provide an explanation for the pattern of international trade and investment. These theories are also
used to explain the strategic motivations of international business activities.
Learning outcomes
1.
2.
3.
4.
Describe and discuss each of the theories;
Explain international trade and investment patterns;
Use the theories to explain various trade and investment activities;
Provide theoretical explanation for government trade and investment policies
Discussion questions: see Hobart tutorial program week 5 & 6
Workshop 4: World Financial Environment (27 August)
Reading: Dainels et al (2013) – Chapter 9, 10
Topics covered in this module include foreign exchange markets and the determination of foreign
exchange rates, international monetary system, World Bank, International Monetary Fund and
balance-of-payment account. Their implications for international business are also discussed in this
module. The move of foreign exchange rates and international monetary system form an important
financial and monetary environment for international business. Managers need to understand how
foreign exchange rates are determined and how international monetary system is evolving.
Learning outcomes
1.
2.
3.
4.
5.
Know the foreign exchange market;
Use the different theories to explain how foreign exchange rates are determined;
Be familiar with the historical development of the modern global monetary system;
Assess the fixed and floating exchange rate systems;
Summarise the role of the World Bank and the International Monetary Fund in the
international monetary system;
6. Describe the function and structure of the balance-of-payment accounting system.
Discussion questions: see Hobart tutorial program week 7 & 8
Workshop 5: Global Strategy, Structure and Implementation (17 September)
Reading: Dainels et al (2013) – Chapter 11, 12, 13 & 14
In order to enhance their efficiencies and competitiveness, international businesses must maintain
consistency among their external environment, strategic decision-making and organisational
structure. This module starts with a discussion on the process of formulating and implementing
strategies for international businesses. The strategic alternatives available for international
businesses in face of pressures from external environment are considered. Based on the strategic
alternatives established, the consequent design of the organisational structures and control systems
adopted by international businesses is then discussed.
20
Learning outcomes
1. Understand how firms can profit from expanding internationally;
2. Discuss the process of international strategic management;
3. Assess foreign markets for international entry;
4. Assess the pressures of the external environment facing international businesses;
5. Describe the basic strategic alternatives available to international businesses
6. Define the various organisational structures available to international businesses;
7. Discuss how international businesses manage their control function;
Discussion questions: see Hobart tutorial program week 9 & 10
Workshop 6: Managing International Operations (1 October)
Reading: Dainels et al (2013) – Chapter 16, 17 & 20
The focus of this module is on the multinational enterprise and the management of cross-border
operations. Major topics include: international marketing, international supply-chain management
and international human resource management.
Learning outcomes
1. To understand a variety of international product policies and their appropriate circumstances;
2. To illustrate how supplier networks function;
3. To explain how inventory management is a key dimension of the global supply chain;
4. To discuss the importance of human resource management;
5. To profile the staffing frameworks used by MNEs;
Discussion questions: see Hobart tutorial program week 11, 12 & 13
Workshop 7: Unit Overview and Case Analysis (15 October)
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Study Schedule – Full-time (Hobart)
Week
Start of
Week
Module
1
Topic
Due Dates
1
15 July
2
22 July
Module 1.2 The influence of Cultural 2 & 4
and economic environment on
international business
3
29 July
3&5
4
5 August
Module 1.3 The influence of
political and legal environment on
international business
Module 2.1 International trade and
investment theories
5
12 August
Module 2.2 Government influence
on international trade
7&8
Module 2
online test due
6
19 August
Module 3.1 Global foreignexchange markets
9
7
26 August
Module 3.2 The determination of
exchange rates
10
Individual
business
environment
report due on
23 Aug at 2:00
pm
Module 3
online test due
2
3
Module 1.1 Globalisation and
international business
Text
Chapter
1
Module 1
online test due
6
Mid-semester break: 2 – 6 September 2013
8
9 September 4
Module 4.1 International business
strategy
Module 4.2 Entry mode
11 & 12
9
16
September
10
23
September
Module 5.1 Marketing globally
16
11
30
September
Module 5.2 Managing international
operations
17
12
7 October
20
13
14 October
Module 5.3 International human
resource management
Unit Overview, case study and
assignment workshop
5
13 & 14
Module 4
online test due
Module 5
online test due
Take home exam due on 28 Oct at 2:00 pm
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Study Schedule – Part-time (Launceston)
Workshop
1
Workshop
Dates
16 July
Topic
Background for International Business
2
30 July
International Business Environment
Text Chapter
3
13 August
Theories and Institutions: Trade and
Investment
4
27 August
World Financial Environment
5
6
17 September Global Strategy, Structure, and
Implementation
Managing International Operations
1 October
7
15 October
Due Dates
Individual
business
environment
report due
on 23 Aug at
2:00 pm
Unit Overview and Case Analysis
Major Assignment due on 28 Oct at 2:00 pm
23
