BUSINESS FACULTY
Course Handbook
2017–18
BUSI1602 – Global Business and
Sustainability
Level 7: 30 Credits
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Contents
1. WELCOME …………………………………………………………………………………………………………………………………. 3
2. INTRODUCTION TO THE COURSE ………………………………………………………………………………………….. 4
2.1 AIMS…………………………………………………………………………………………………………………………………………. 4
2.2 LEARNING OUTCOMES…………………………………………………………………………………………………………………. 4
2.3 EMBEDDING EMPLOYABILITY IN THE CURRICULUM …………………………………………………………………………. 4
2.4 LEARNING AND TEACHING ACTIVITIES …………………………………………………………………………………………… 5
2.5 EXPECTED STUDY TIME ……………………………………………………………………………………………………………….. 5
2.6 ADDITIONAL REQUIREMENTS……………………………………………………… ERROR! BOOKMARK NOT DEFINED.
3. CONTACT DETAILS…………………………………………………………………………………………………………………… 6
3.1 EXTERNAL EXAMINING OF YOUR COURSE AND PROGRAMMES OF STUDY …………………………………………… 6
4. COURSE CONTENT AND DESIGN…………………………………………………………………………………………….. 8
4.1 PLANNED TERM DATES: ………………………………………………………………………………………………………………. 8
4.2 SESSION PLAN ……………………………………………………………………………………………………………………………. 8
4.3 SESSION REQUIRED READING……………………………………………………………………………………………………… 13
5. ASSESSMENT DETAILS …………………………………………………………………………………………………………… 21
5.1 SUMMARY OF ASSESSMENT ………………………………………………………………………………………………………… 21
5.2 RULES FOR ANONYMOUS SUBMISSION AND MARKING: ……………………………………………………………………. 21
5.3 DETAILED DESCRIPTION OF ASSESSMENT ……………………………………………………………………………………… 22
6. OTHER DETAILS ……………………………………………………………………………………………………………………… 25
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1. Welcome
Welcome to study at the University of Greenwich Business School and a particular welcome to the
course Global Business and Sustainability (BUSI1602).
This course is designed to provide a general foundation and understanding of the managerial challenges
of global businesses. The focal point of the course is the diverse international environment in which
multinational businesses have to operate in, and by examining the key distinction between international
trade and direct investment, the complex organisational and managerial challenges this poses. The
course also highlight the increasingly challnaging issues related to the resources and sustainability on a
global scale and discuss how global businesses can forge a way to strike a balance between profitmaximation and corporate social responsibility.
Needless to say, it is crucial that you attend both lectures and seminar sessions. There is a direct
correlation between failure to attend and failing the course. Students are expected to prepare for the
seminars by completing the key reading task each week before the scheduled seminars. The readings
will be made available on the Moodle site. Students are encouraged to read as much as possible to
satisfy their specific interests. Various reading in the forms of journal articles, book chapters and reports
have been selected for this course to give students the fullest learning experience. The materials and
class lectures should provide you with tools for critical thinking and analysis for understanding the
complexities of global business today.
Finally, I hope you enjoy our lectures and workshops and find them interesting, challenging, and
rewarding. I look forward to meeting you all on September 2016.
Team of Global Business and Sustainability
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2. Introduction to the Course
The growth of trade and investments across borders has meant that international business activities have
become increasingly important in the 21st century. The combined global sales of multinational
enterprises (MNEs) were about $26 trillion in 2012. Exports of goods and services exceeded $22 trillion
in 2011. The course examines the implications of globalisation on business. It focuses on factors that
affect business decisions and operations of multinationals and businesses engaged in international trade.
The course also addresses the implications of this ‘global economy’ for the organization and operation
of multinational firms. We also consider the ethical and environmental dilemmas and place the issues of
sustainability at the centre of scrutiny of global business operation, highlight the politics of the
relationship among multinationals, governments and broader society.
2.1 Aims
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Provide an appreciation of key factors on which international business decisions are based; Develop an understanding and appreciation of similarities and differences in the international business environment; Distinguish the imperatives underpinning international trade and foreign direct investment; Provide an understanding of the principles of the internationalisation process and draw implications for business management; |
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2.2 Learning Outcomes
On completing this course successfully you will be able to:
1. Distinguish between different political, social and economic systems and make accurate
predictions of the nature of political and economic risk involved in business organisations
operating within different nations
2. Critically evaluate the alternative theories of international trade and trace their implications
for government trade policy
3. Analyse the process of globalisation in terms of its scope, form and geographical range,
drawing out the implications for business organisation
4. Critically evaluate the roles of the Governments, IMF, the World Bank, and WTO in the
process of internationalisation
5. Show how market economies operate and the implications that such operations have for
business organisations
6. Understand structure and organisation of the BRIC countries’ political and administrative
systems
7. Identify sustainability issues arising in business activity
8. Appreciate the impact and institutional dynamics of environmental and social risk.
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2.3 Learning and teaching activities
Knowledge and understanding of:
| | The course will use formal lectures to introduce students to the basic areas of theoretical knowledge and to demonstrate application of theories into practice. |
Intellectual Skills:
| | Seminars will be mainly used for students to discuss the papers and reports based on the content of lectures and also conduct in-depth case study |
Subject Practical Skills:
| | Lab tutorials will be used to train students to use simulation game software to develop their skills of applying theoretical knowledge and data analysis in a real world setting. |
Transferable Skills:
| | Seminars will focus on developing discussions and will also include sessions for student presentations. |
2.4 Expected study time
| Activity | Hours | Overall percentage of total |
| Scheduled teaching | 140 | 47% |
| Guided Independent Study | 160 | 53% |
| Placement / Year Abroad | 0 | % |
| Total | 300 | 100% |
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3. Contact Details
| Room | Email address | Phone number | |
| Course Leader: Dr Young-Chan Kim |
QM166 | [email protected] | 0208 3319076 |
| Course Tutors: | |||
| Dr Jane Lethbridge | QM113 | [email protected] | 0208 331 7781 |
| Dr Edna Maeyen Solomon | QA044 | [email protected] | 0208 331 9129 |
| Dr Aaron C. van Klyton | QA359 | [email protected] | 0208 331 9195 |
| Dr Popov Vladimir | QA044 | [email protected] | 0208 331 8466 |
| Programme Coordinator: Ms Alex Kubit-hope |
QA359 | [email protected] | 0208 331 9840 |
3.1 External Examining of Your Course and Programmes of Study
External examining at the University of Greenwich provides one of the principal means whereby the
University verifies, maintains, and enhances the academic standards of the courses and the programme
on which you are studying. They also help the University to ensure that your assessment processes are
sound, fairly operated and in line with the policies and regulations of the University of Greenwich.
External examiners – academic staff from other Higher Education Institutions or from the professions –
are appointed as reviewers of your courses and your programme of study for a period of 4 years. They
provide the University with a number of important services. For example external examiners will
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Review and comment on the standard of key elements of assessment that you have been set. Review samples of student work and confirm whether the standard is at the level expected for the award you are studying and whether it is comparable with other Institutions that they know. Provide the University with an independent view of how well we conduct our processes for marking and internal moderation of assessments. Attend Progress and Awards Boards (PABs) and contribute to deliberations for conferring your degree classifications and awards, assisting the University in treating all students fairly and |
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consistently with regard to our regulations. External examiners will endorse the outcomes of
PABs based on their scrutiny of the assessments and the deliberations of the PAB. No degree
award can be made without the assent of an external examiner.
| | Report formally their findings to the University at the end of each year and identify our good practice as well as making recommendations for improvements in the future. |
External Examiner reports for your programme of study, or questions about the reports, can be
retrieved by you contacting your local Academic Quality Unit Quality Manager, who is: Nikki
Makinwa, [email protected]
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Is there anything an external examiner won’t be asked to do?
External examiners will not mark your work personally and nor will they comment upon individual
student performance or individual works in their reports or engage in correspondence with individuals in
respect of grades, marking, feedback, degree class and other personal academic matters. For these you
will need to speak to your tutors and programme leader.
The external examiner for your programme of study is:
| Name: University/College |
Dr. Andrew Wild University of Nottingham |
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4. Course Content and Design
4.1 Planned Term Dates:
| Term One | |
| First Week (induction for new students) | 18.09.17 – 22.09.17 |
| Term One Teaching block (university weeks 2 – 13) | 25.09.17 – 15.12.17 |
| Course Evaluation Form collection for Term 1 | 27.11.17 – 25.12.17 |
| Bank Holidays: | 25.12.17, 26.12.17, 01.01.18 |
| University closed: | from 12.30 pm 22.12.17, reopens 02.01.18 |
| Term Two | |
| First Week (induction for new students) | 08.01.18 – 12.01.18 |
| Term Two Teaching block (university weeks 18-29) | 15.01.18 – 06.04.18 |
| Course Evaluation Form collection for Term 2 | 26.03.18 – 26.04.18 |
| Bank Holidays: | 30.03.18, 02.04.18, 07.05.18, 28.05.18 |
| University closed: | from 5:00 pm 29.03.18, reopens 03.04.18 |
| Term Three | |
| First Week (induction for new students) | 30.04.18 – 04.05.18 |
| Term Three Teaching block (university weeks 34-45) | 07.05.18 – 27.07.18 |
| Exam weeks | |
| Winter Exam Period (if relevant) (university week 17) | 08.01.18 – 12.01.18 |
| Spring Exam Period (if relevant) (university weeks 33- 35) |
30.04.18 – 18.05.18 |
| Resit Exam Period (if relevant) (university weeks 44) | 16.07.18 – 20.07.18 |
| Summer Exam Period (if relevant) (university week 47) | 06.08.18 – 10.08.18 |
Please note these dates are correct at time of publication – please check for updates at:
http://www2.gre.ac.uk/current-students/term_dates?result_899512_result_page=1
4.2 Session Plan
| TOPIC 1: Globalization and New Business Order |
| LEARNING OUTCOME for this module: After the class, student will be able to: Understand the aims of the course Understand how the course relates to other courses at this stage of the programme and other stages Understand the assessment requirements Understand global businesses within a new business order facilitated by the globalization Understand the main participants that make International business happen Role of MNEs and its governance and control Limit and prospectus of regional economic integrations Understand Different cultural factors affect how business is conducted in different locations |
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| EVIDENCE: Students should demonstrate reflective thinking, be able to build arguments and present hypotheses. They should also be participating in debates and discussions and applying conceptual and theoretical models. |
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ACTIVITY:
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RESOURCES: Course Handbook – available on the Moodle site |
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| DISCOURSE: Participation in class debates and group activities and or contribution to an online discussion on the Moodle discussion board. |
| TOPIC 2: Global Business Environment and Operations |
| LEARNING OUTCOME for this module: Student will be able to: Understand how to research and assess the international business opportunities Identify and assess factors that affect global business environments Understand how companies deal with the major risks associated with internationalization Understand the key issues and challenges of International accounting and finance Understand the role of MNEs and their supply chain management model Understand the concept of emerging market and the impact of multinational companies from emerging market |
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| EVIDENCE: Students should demonstrate reflective thinking, be able to build arguments and present hypotheses through the summative presentation. They should also be participating in debates and discussions and applying conceptual and theoretical models. |
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ACTIVITY:
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| RESOURCES: Course Handbook – available on the Moodle site Lecture slides, available in advance on the Moodle site Chapter 10, 11, 13, 14,15&20, of Gavusigl et al. (2017) Suggested readings on the Moodle site |
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| DISCOURSE: Participation in class debates and group activities and or contribution to an online discussion on the Moodle discussion board. |
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| TOPIC 3: Corporate Social Responsibility and Sustainability | |||||||||||||||
| LEARNING OUTCOME for this module: After the class, student will be able to: Understand the concepts of sustainability from environmental, social, economic perspectives Assesses the role of business, governments, consumers and civil society Analyze multinational corporation’s impact on environment of home/host countries Understand the sustainable production and efficient use of materials and energy Analyze business risks and opportunities arising from environmental factors Understand the international agreements on reductions of greenhouse gas emissions and regulations of environment: command and control vs. market mechanisms Distinguish the difference between a depletable and a non-depletable (renewable resources) Understand ecological challenges and how international business respond the challenges |
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| EVIDENCE: Students should demonstrate reflective thinking, be able to build arguments and present hypotheses. They should also be participating in debates and discussions and applying conceptual and theoretical models. |
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ACTIVITY:
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RESOURCES: Course Handbook – available on the Moodle site |
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| DISCOURSE: Participation in class debates and group activities and or contribution to an online discussion on the Moodle discussion board. |
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| TOPIC 4: Global Human Resource Management & Revision | ||||||||||||||||||||||
| LEARNING OUTCOME for this module: After the class, student will be able to: Summarize the strategic role of human resources in international business Identify the pros and cons of different approaches of International staffing policy Understand the importance of preparation and training of international employees Explain how International performance appraisal might vary in different nations Explain how and why compensation might vary across nations Understand how International labour relations can affect MNEs’ operation Recognize the diversity in the international workforce and its value Conclude and revise the whole course |
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| EVIDENCE: Students should demonstrate reflective thinking, be able to build arguments and present hypotheses. They should also be participating in debates and discussions and applying conceptual and theoretical models. |
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ACTIVITY:
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| RESOURCES: Course Handbook – available on the Moodle site Lecture slides, available in advance on the Moodle site Chapter 5 of Gavusigl et al. (2017) Suggested readings on the Moodle site |
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| DISCOURSE: Participation in class debates and group activities and or contribution to an online discussion on the Moodle discussion board. |
4.3 Session Required Reading
Main Textbook Readings:
| Author | Date | Title | Publisher |
| S. Cavusgil, G. Knight & J. Riesenberger |
2017 | International Business: Strategy, Management and the New Realities (Core textbook) |
Pearson |
| Hill, Charles W. L. & Hernandez Requejo, William |
2016 | Global Business Today (Core textbook) | McGraw Hill |
| C. Bartlett, S. Ghoshal & P. Beamish |
2008 | Transnational Management: Texts, Cases and Readings in Cross-Border Management 5th ed. |
McGraw Hill |
| Major References | |||
| P. Dicken | 2007 | Global Shift | SAGE |
| J. H. Dunning & S. Lundan |
2008 | Multinational Enterprises and the Global Economy | Edward Elgar |
| P. Enderwick | 2007 | Understanding Emerging Markets | Routledge |
| I. Worthington & C. Britton. |
2009 | The Business Environment 6th ed. | Prentice Hall |
| T. L. Friedman | 2006 | The World is Flat | Penguin |
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| J. Stiglitz | 2006 | Making Globalisation work | Norton |
| P. Held & A. McGrew |
2007 | Globalisation Theory | Polity |
| C. L. Koen | 2006 | Comparative International Management | McGraw Hill |
| P. Lasserre | 2007 | Global Strategic Management | Palgrave |
| B. Parker | 2005 | Introduction to Globalisation and Business | SAGE |
| K. Sekkat | 2006 | Vertical Relationships and the Firm in the Global Economy | Edward Elgar |
Readings for seminar
| Weeks required for completion: |
Reference |
| W1 | kolk, A., 2010. Social and Sustainability Dimensions of Regionalization and (Semi)Globalization. SSRN eLibrary. Available at: http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1532814 [Accessed July 28, 2012]. Lundan, S.M., 2003. MULTINATIONALS, ENVIRONMENT AND GLOBAL COMPETITION: A CONCEPTUAL FRAMEWORK. , Research in Global Strategic Management(9), pp.1–22. Ramamurti, R., 2012. Competing with emerging market multinationals. Business Horizons, 55(3), pp.241–249. Scholte, J.A., 2010. Governing a more global world. Corporate Governance, 10(4), pp.459–474. Agudelo, D., Benítez, G.J. & Davidson, L.S., 2006. Chapter 6 A South American Perspective: Regional Versus Global Trade Patterns. , Research in Global Strategic Management(12), pp.105–130. Pomfret, R., 2006. Chapter 3 Regional Trade Agreements. , Research in Global Strategic Management(12), pp.39–54. Rugman, A.M. & Sukpanich, N., 2006. Chapter 7 Intra-Regional Sales and Performance of Multinational Enterprises. , Research in Global Strategic Management(12), pp.131–150. |
| W2 | Hill, Richard. 2014 The Internet, its governance, and the multi-stakeholder model. Info 16.2 (2014): 16-46. Weerawardena, J., Mort, G. S., Liesch, P. W., & Knight, G. 2007 Conceptualizing accelerated internationalization in the born global firm: A dynamic capabilities perspective. Journal of World Business, 42(3), 294-306. DeNardis, Laura. The global war for internet governance. Yale University Press, |
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| 2014. Mueller, Milton L. Networks and states: The global politics of Internet governance. Mit Press, 2010. Madsen, Tage Koed, and Per Servais. “The internationalization of born globals: an evolutionary process?.” International business review 6.6 (1997): 561-583. Gabrielsson, Mika, and VH Manek Kirpalani. “Born globals: how to reach new business space rapidly.” International Business Review 13.5 (2004): 555- 571. Bell, Jim, Rod McNaughton, and Stephen Young. “‘Born-again global’firms: An extension to the ‘born global’ phenomenon.” Journal of International Management 7.3 (2001): 173-189. |
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| W3 | Barhem, B., Younies, H. & Smith, P.C., 2011. Ranking the future global manager characteristics and knowledge requirements according to UAE business managers’ opinions. Education, Business and Society: Contemporary Middle Eastern Issues, 4(3), pp.229–247. Bücker, J. & Poutsma, E., 2010. Global management competencies: a theoretical foundation. Journal of Managerial Psychology, 25(8), pp.829–844. Gregory, R., Prifling, M. & Beck, R., 2009. The role of cultural intelligence for the emergence of negotiated culture in IT offshore outsourcing projects. Information Technology & People, 22(3), pp.223–241. Gulbro, R.D. & Herbig, P., 1999. Cultural differences encountered by firms when negotiating internationally. Industrial Management & Data Systems, 99(2), pp.47–53. Li, X. & Putterill, M., 2007. Strategy implications of business culture differences between Japan and China. Business Strategy Series, 8(2), pp.148–154. Rehg, M.T., Gundlach, M.J. & Grigorian, R.A., 2012. Examining the influence of cross-cultural training on cultural intelligence and specific self-efficacy. Cross Cultural Management: An International Journal, 19(2), pp.215–232. Cotei, C., Farhat, J. & Abugri, B.A., 2011. Testing trade-off and pecking order models of capital structure: does legal system matter? Managerial Finance, 37(8), pp.715–735. Formica, S., 1996. Political risk analysis in relation to foreign direct investment: A view from the hospitality industry. Tourism Review, 51(4), pp.15–23. Yaprak, A. & Sheldon, K.T., 1984. Political Risk Management in Multinational Firms: An Integrative Approach. Management Decision, 22(6), pp.53–67. Polenakovik, R. & Pinto, R., 2010. The national innovation system and its relation |
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| to small enterprises: The case of The Republic of Macedonia. World Journal of Science, Technology and Sustainable Development, 7(1), pp.91– 107. Zuoping, X., 2011. Ownership-control rights divergence, government intervention and choice of capital structure: Empirical evidence from listed companies in China. Nankai Business Review International, 2(3), pp.303–324 |
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| W4 | Cuervo-Cazurra, A., 2011. Selecting the country in which to start internationalization: The non-sequential internationalization model. Journal of World Business, 46(4), pp.426–437. Douglas, S.P. & Craig, C.S., 2011. The role of context in assessing international marketing opportunities. International Marketing Review, 28(2), pp.150–162. Fletcher, M. & Harris, S., 2012. Knowledge acquisition for the internationalization of the smaller firm: Content and sources. International Business Review, 21(4), pp.631–647. Sakarya, S., Eckman, M. & Hyllegard, K.H., 2007. Market selection for international expansion: Assessing opportunities in emerging markets. International Marketing Review, 24(2), pp.208–238. Schwens, C. & Kabst, R., 2011. Internationalization of young technology firms: A complementary perspective on antecedents of foreign market familiarity. International Business Review, 20(1), pp.60–74. |
| W5 | Sakarya, S., Eckman, M., & Hyllegard, K. H. (2007). Market selection for international expansion: Assessing opportunities in emerging markets.International Marketing Review, 24(2), 208-238. Douglas, S. P., & Samuel Craig, C. (2011). The role of context in assessing international marketing opportunities. International Marketing Review, 28(2), 150- 162. Jha, K.N. (2008) “Modelling The Risks Faced by Indian Construction Companies Assessing International Projects”, Construction Management and Economics, vol 26, pp.337-348. Malhotra, S., Sivakumar, K. Zhu, P. (2009), “Distance Factors and Target Market Selection: The Moderating Effect of Market Potential”, vol. 26 (6), pp. 651-673 Muhlbacher, J., Nettekoven, M. and Putnova, A. (2011), “Market Selection and Competence Management in the Czech Republic.”, International Journal of Management Cases, vol. 13(4), pp.267-278. Raff, H., Ryan, M. and Stahler, F. (2012), “Firm Productivity and the Foreign Market Entry Decision”, Journal of Economics and Management Strategy, vol. 21(3), pp. 849-871. Ripolles, M. and Blesa, A. (2012), “International new ventures as ‘small multinationals’: The importance of marketing capabilities”, Journal of World |
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| Business, vol. 47, pp. 277-287. Sashi, C.M. and Karuppur, D.P. (2002), “Franchising in Global Markets: Towards a Conceptual Framework”, International Marketing Review, vol. 19(5), pp.499- 524. De Beule, F., Elia S. And Piscitello, L. (2013), “Entry and access to competencies abroad: Emerging market firms versus advanced market firms”, Journal of International Management. Stoian, C. (2013), “Extending Dunning’s Investment Development Path: The role of home country institutional determinants in explaining outward foreign direct investment”, vol. 22, pp. 615-637. |
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| W6 | Presbitero, A. F., & Zazzaro, A. (2012). IMF lending in times of crisis: Political influences and crisis prevention. World Development, 40(10), 1944-1969. Srivastava, S. (2012). The Emerging Economies and Changing Prospects of the Multicurrency Global Order: Avenues and Challenges in Times Ahead.Procedia Social and Behavioral Sciences, 37, 46-56. Aggarwal, R., 1991. Management of Accounting Exposure to Currency Changes: Role and Evidence of Agency Costs. Managerial Finance, 17(4), pp.10–22. Ahmed, A., 2010. Global financial crisis: an Islamic finance perspective. International Journal of Islamic and Middle Eastern Finance and Management, 3(4), pp.306–320. Bartram, S.M. & Bodnar, G.M., 2007. The exchange rate exposure puzzle. Managerial Finance, 33(9), pp.642–666. Collier, P.A. et al., 1992. Policies Employed in the Management of Currency Risk: A Case Study Analysis of US and UK. Managerial Finance, 18(3), pp.41– 52. Hofmann, E., 2011. Natural hedging as a risk prophylaxis and supplier financing instrument in automotive supply chains. Supply Chain Management: An International Journal, 16(2), pp.128–141. Kamil, K.H. et al., 2010. The subprime mortgages crisis and Islamic securitization. International Journal of Islamic and Middle Eastern Finance and Management, 3(4), pp.386–401. Menyah, K., 2005. International Cash Management in the 21st century: Theory and Practice. Managerial Finance, 31(10), pp.3–17. Salifu, Z., Osei, K.A. & Adjasi, C.K.D., 2007. Foreign exchange risk exposure of listed companies in Ghana. Journal of Risk Finance, The, 8(4), pp.380– 393. Stanek, M.B., 2002. A review of exchange rate policies and their effect upon nations and firms. Management Research News, 25(4), pp.19–34. Tsamenyi, M. & Skliarova, D., 2005. International Cash Management Practices in a |
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| Russian Multinational. Managerial Finance, 31(10), pp.48–64. | |
| W7 | Griffith, D. A., Cavusgil, S. T., & Xu, S. (2008). Emerging themes in international business research. Journal of International Business Studies,39(7), 1220- 1235. Luo, Y., & Tung, R. L. (2007). International expansion of emerging market enterprises: A springboard perspective. Journal of international business studies, 38(4), 481-498. Peng, M. W., Wang, D. Y., & Jiang, Y. (2008). An institution-based view of international business strategy: A focus on emerging economies. Journal of international business studies, 39(5), 920-936. Aguiar, M., Boutenko, V., Michael, D., Rastogi, V., Subramanian, A., & Zhou, Y. (2010). The Internet’s New Billion: Digital Consumers in Brazil, Russia, India, China, and Indonesia. Boston Consulting Group. Available online: http://www. bcg. com/documents/file58645. pdf Wilson, D., Trivedi, K., Carlson, S., & Ursua, J. (2011). The BRICS 10 years on: halfway through the great transformation. Goldman Sachs Global Economics Paper, 208. Nayyar, D. (2008). China, India, Brazil and South Africa in the world economy: Engines of growth? (No. 2008/05). WIDER Discussion Papers, World Institute for Development Economics (UNU-WIDER). Young, M. N., Tsai, T., Wang, X., Liu, S., & Ahlstrom, D. (2014). Strategy in emerging economies and the theory of the firm. Asia Pacific Journal of Management, 31(2), 331-354. Chen, R. R. (2008). The cost of doing business abroad in emerging markets and the role of MNC parent companies. Multinational Business Review, 16(3), 23- 40. |
| W8 | Maloni, M. J., & Brown, M. E. (2006). Corporate social responsibility in the supply chain: an application in the food industry. Journal of business ethics,68(1), 35-52. Pagell, M., & Wu, Z. (2009). Building a more complete theory of sustainable supply chain management using case studies of 10 exemplars. Journal of supply chain management, 45(2), 37-56. Reed, D. (2009). What do corporations have to do with fair trade? Positive and normative analysis from a value chain perspective. Journal of Business Ethics,86(1), 3-26. Pietrobelli, C., & Rabellotti, R. (2011). Global value chains meet innovation systems: are there learning opportunities for developing countries?. World Development, 39(7), 1261-1269. |
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| Gereffi, G., Humphrey, J., & Sturgeon, T. (2005). The governance of global value chains. Review of international political economy, 12(1), 78-104. Ivarsson, I., & Alvstam, C. G. (2010). Supplier upgrading in the home-furnishing value chain: an empirical study of IKEA’s sourcing in China and South East Asia. World Development, 38(11), 1575-1587. Lambert, D. M., & Cooper, M. C. (2000). Issues in supply chain management. Industrial marketing management, 29(1), 65-83. |
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| W9 | Aras G. and Crowther D. (2009) Corporate Sustainability Reporting: A Study in Disingenuity? Journal of Business Ethics Volume 87, Supplement 1 (2009), 279- 288 Chen, D., Newburry, W., & Park, S. H. (2009). Improving sustainability: An international evolutionary framework. Journal of International Management,15(3), 317-327. Eccles R.G. Ioannou I. Serafeim G. (2012) The Impact of a Corporate Culture of Sustainability on Corporate Behavior and Performance. NBER Working Paper No. 17950 March 2012 http://www.nber.org/papers/w17950 IISD 2004 National Strategies for Sustainable Devt www.iisd.org/measure/gov/sd_strategies/national.asp (Accessed 27 July 2014) Banerjee S.B. Bonnefous A-M (2011) Stakeholder management and sustainability strategies in the French nuclear industry Business Strategy and the Environment 20(2): 124–140 |
| W10 | Epstein, M. J., & Roy, M. J. (2001). Sustainability in action: Identifying and measuring the key performance drivers. Long range planning, 34(5), 585-604. Goodwin, N. (2007) ‘What is an economy for?’ Opinionsur http://ase.tufts.edu/gdae/Pubs/te/OpinionSur_NevaGoodwin_Aug07eng.pdf http://ase.tufts.edu/gdae/Pubs/te/OpinionSur_NevaGoodwin_July07eng.pdf Daly, Herman E. (2005), ‘Economics in a full world’ Scientific American, 293:3. http://www.scientificamerican.com/article/economics-in-a-full-world/ Wolf, M, (2014) ‘A climate fix would ruin investors’ Financial Times 17.6.2014 Vitousek et al (1986) “Human Appropriation of the Products of Photosynthesis” BioScience 36, 6: 368-373. http://www.biology.duke.edu/wilson/EcoSysServices/papers/VitousekEtal1986.pdf Wackernagel, M. (2002) “Tracking the Ecological Overshoot of the Human Economy” Proceedings of the National Academy of Sciences 99(14) pp.9266-9271 http://www.pnas.org/content/99/14/9266.full.pdf UNEP (2012) Keeping Track of our changing environment http://www.unep.org/geo/pdfs/Keeping_Track.pdf Perera, A. et al (2013) ‘Aligning Profit and Environmental Sustainability: stories from industry’ Working Paper. Washington, DC: World Resources Institute http://www.wri.org/sites/default/files/pdf/aligning_profit_and_environmental_susta inability_stories_from_industry.pdf |
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| Circular economy http://www.ellenmacarthurfoundation.org/circular-economy CSR: an example from the cement industry – Holcim http://www.holcim.com/fileadmin/templates/CORP/doc/SD12/holcim_csd_2011_ WEB.pdf CSR: Brazilian rainforest and meat producers: http://www.corpwatch.org/article.php?id=15456 Union of Concerned Scientists (2013) A Climate of Corporate Control. http://www.ucsusa.org/assets/documents/scientific_integrity/a-climate-of corporate-control-report.pdf |
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| W11 | Ostrom, E. (2010). Beyond markets and states: polycentric governance of complex economic systems. Transnational Corporations Review, 2(2), 1-12. Porter, M. E., & Reinhardt, F. L. (2007). A strategic approach to climate.Harvard business review, 85(10), 22-+. Harris, J. and Roach, B. (2014) Environmental and Natural Resource Economics NY: M.E.Sharpe Schmidt, C. (2003) ‘Globalisation, industry structure, market power and impact on fish trade’ Paris: OECD http://www.fao.org/docrep/007/y5767e/y5767e0i.htm Greenpeace http://www.greenpeace.org/usa/Global/usa/planet3/publications/oceans/CATO_V_ FINAL.pdf Leiman, Anthony and Timothy Harris (2006) “Market Analysis Of Major Fish Product Markets In The Benguela Current Large Marine Ecosystem. BCLME Project LMR/SE/03/02 ” http://www.efdinitiative.org/publications/market-analysis-major-fish-product markets-benguela-current-large-marine-ecosystem |
| W12 | Taylor, S., Beechler, S., & Napier, N. (1996). Toward an integrative model of strategic international human resource management. Academy of Management Review, 21(4), 959-985. Collins, C. J., & Clark, K. D. (2003). Strategic human resource practices, top management team social networks, and firm performance: The role of human resource practices in creating organizational competitive advantage. Academy of management Journal, 46(6), 740-751. Banai, M., & Sama, L. M. (2000). Ethical dilemmas in MNCs’ international staffing policies a conceptual framework. Journal of Business Ethics, 25(3), 221- 235. Harvey, M. G. (1983). The multinational corporation’s expatriate problem: An application of Murphy’s Law. Business Horizons, 26(1), 71-78. Collings, D. G., Scullion, H., & Morley, M. J. (2007). Changing patterns of global staffing in the multinational enterprise: challenges to the conventional |
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| expatriate assignment and emerging alternatives. Journal of World Business, 42(2), 198-213. |
5. Assessment Details
5.1 Summary of assessment
| Assessment Title | Weight towards final grade |
Length | Due Date | Anonymous Submission Required? |
Anticipated Return Date |
Header Sheet number |
| A: Essay on your chosen topic |
50% | 3000 words |
16/11/2017 | Yes | 13/12/2017 | |
| B1: Group Presentation based on progress of Simulation Game (Group Based) |
20% | 20 Minutes |
Week 11 & Week 12 (27/11/2017- 04/12/2017) |
No | 11/01/2018 | |
| B2: The result of Simulation Game (Group Based) |
10% | N/a | 11/12/2017 at 1500 |
No | 11/01/2018 | |
| B3: Reflection Report (Individual based) |
20% | 1500 words |
21/12/2017 | Yes | 11/01/2018 |
5.2 Rules for anonymous submission and marking:
The University has adopted anonymous marking on most courses, as research shows that this is the
fairest and most equitable approach for all students.
Therefore, unless instructed by the course leader to use a non-anonymous approach for a particular
reason, you are required to ensure you do not include your name anywhere on your work, i.e. it must
not appear on the front of the document, in the text, in headers and footers etc. In addition, you must
ensure that the file that you upload is only identified by ID number and does not have a name that can
identify you.
When you upload in TurnItIn you will be asked to give your submission a title – again DO NOT use
your own name in this title.
The Business Faculty has made allowances that some assignment topics will not be submitted
anonymously; this includes some portfolios and all final year dissertations/projects. If you are in doubt,
please talk to your course leader.
There is more guidance in your Programme Handbook
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5.3 Detailed description of assessment
5.3.1 Essay
Each student is required to write a final essay that demonstrates his or her ability to synthesize the
concepts and theories explored in the course.
Length: 3,000 words (worth 50% of the overall mark)
Choose one of the following 4 topics from below:
1. The world’s major internationally connected metropolitan areas (‘global cities’) are preferred
locations for multinational firms’ global and regional headquarters. The multinational firms’ location
choice of headquarter is critical to the success of their internationalisation endeavour.
1) Using the institutional theory to analyse why multinational firms prefer global cities as their regional
headquarters (RHQ) and what are the benefits associated with locating in the global cities.
2) Choose a foreign multinational firm with a global or regional headquarter in London and assess
whether this company’s sustainability initiatives are aligned with their own global CSR agendas or
tailored to local idiosyncrasies.
2. The last decade has witnessed a rapid growth in cross border acquisitions from firms in emerging
markets.
(1) Assess the effectiveness of traditional theories of acquisitions in explaining the occurrence of crossborder acquisitions from EMEs. Support your answer by critically examining the key drivers of cross
border acquisitions from a particular country of your choice.
(2) What have been the implications of foreign investment from Emerging markets on sustainable
development in a country/region of your choice?
3. The human capital investment in emerging economies is one of the most important tools for growth.
(1) Explain the Chinese human capital investment plan and technological development and its
contribution towards Chinese economic growth.
(2) Will business sustainability hinder or enhance technological developments in China? Use a case
study of Chinese manufacturing business to support your argument.
4. The currently open Internet is at risk of fragmentation as some governments and organisations are
pushing towards regional governance. This will ultimately result in a highly restricted Internet based on
user location. The Internet will then be even more influenced by certain geopolitical objections
(Greenwich 2014, p. 13).
1) Discuss the implications of the elimination of the multi-stakeholder model of Internet
governance for a born-global firm in a region of your choosing (or on SME competitiveness).
2) Should an open Internet play a role in the UN Sustainable Development Goals? Support your
answer with theories/concepts developed on the course and real-life examples.
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| Marking Criteria | Marks allocated to criteria: |
| Focus Does the essay set up a clear essay question to address? Does the essay stay within and fulfil the topic parameters? |
20 |
| Synthesis Does the essay bring together the literature in a significant manner that addresses an essay question? |
30 |
| Soundness Does the essay indicate a comprehensive understanding of the topic area and literature discussed? |
30 |
| Clarity of structure Is the essay well organized and logically constructed to achieve synthesis while being mindful of the needs of the reader? |
10 |
| Mechanical Soundness Is the essay clearly written, spell checked and grammatically sound and referenced appropriately? |
10 |
5.3.2 Web-based international management simulation: PhoneVentures
Part A. of the assessment is an innovative form of assessment. The online management simulation –
PhoneVentures was developed by the digital publisher Edumundo.co.uk.
In this simulation, each group of students (consisting of approx. 4 students per team) manage their own
globally operating Smart Phone company. In a highly competitive setting, actually playing against the
other student teams within this module, the companies have to determine their international strategic
business plan and conducting internal and external analysis (such as the overseas markets, trends, news
items, Hofstede’s culture differences, financials, stock & demand, HRM performances, etc.). Based on
this strategic plan and analysis each team has to take operational decisions on country and global level
such as: (online) global marketing, local country marketing, HRM investments and projects, R&D
investments, warehouse contracts, loans, logistic service provider analysis, etc. etc.
The simulation starts in the 3rd week of the term one and will last for 7 weeks. Each week, one round is
being played, which indicates one year of operations within the management simulation.
In weeks 11 and 12, you will have to give group presentations based on the progress of your simulation
project. Our expectations of the contents of each presentation are detailed below.
B1: Group Presentation 1 (20-30 minutes)
The presentation will have four critical parts:
1. Strategic plan
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Present a detailed strategic plan including your competitive strategy of Porter, SWOT analysis, Vision,
Targets and Growth strategy of Ansoff. Explain the relations between these strategic choices and the
external global market analysis.
2. Operational decisions
Present which operational decisions you’ve taken each round, in line with your strategic plan.
| | Explain why you have chosen to enter certain countries (based on which analysis’ conclusions?) and why you haven’t entered others. |
| | Explain how you managed your local inventory levels and what influence this has at your costs, customer service and Logistic Service Provider decision. |
| | Explain how the strategy behind the chosen organization structure, hired management team and HR decisions. |
3. Results
Finance: Present a brief overview of your company’s financial position. Are you making
profits? Did you owners capital grow? What’s the company’s current cash position? What
would be the total value of your company at the moment?
| | HRM: Present the Staff numbers over the past years and include their Motivation and Education levels. |
4. Conclusion: This section should discuss the lessons that your team has learnt from the simulation and
what (hypothetically) would be the subsequent strategy/plan for the remaining periods in the simulation.
Documentation
As soon as possible after your presentation, you must submit your group’s PPT slides to the course’s
Moodle page. Please list the full name and student number of at the first page of your slides.
Assessment criteria: Your presentation will be marked on:
| Marks allocated to criteria: |
Criteria |
| 40% | Content and research. Please see section 5.3.1 for guidance on what should be contained in your presentation. |
| 15% | Quality of the PowerPoint presentation (eg design, legibility, organisation (use of bullet points), grammatically and accurately spelt contents.) |
| 25% | Delivery (e.g. timing, confidence, posture, eye contact with the audience, use of voice, minimum use of notes, professionalism, group coordination) |
| 20% | Answers to audience and tutor’s questions |
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B2: The Result of Simulation Game:
The result of this part of assessment will be automatically generated after your group complete the
simulation game. No submission needed here.
B3: Individual Reflection Report
You need to individually write a reflection report about your experience in participating in the
simulation game. The report needs to contain the following elements:
1) A reflective evaluation of your team’s initial strategy and how the strategy evolved during your
team’s play of the simulation game (indicatively 400 words)
2) A reflective evaluation of your team’s performance against the key performance measures
used in the simulation game (indicatively 500 words)
3) What have you learnt through playing the simulation game? In which areas you think you
group did well? In which areas you think your group need to improve? (indicatively 600 words)
| Marking Criteria | Marks allocated to criteria: |
| Completeness The presence of all the elements required by the task, include attaching the presentation slides in the end of document |
20 |
| Analysis Does the report analyze your team’s own performance against the key measures used to evaluate the performance in the simulation game? |
30 |
| Soundness Does the reflection report indicate a comprehensive understanding of the simulation process and the key indicators with your own assessment of team performance? Does the reflection dig deeper on your own role in the team and make meaningful suggestions on how the team should work together in the future to improve the performance? |
30 |
| Clarity of structure Is the report well organized and logically constructed to achieve a coherent narratives while being mindful of the needs of the reader? |
10 |
| Mechanical Soundness Is the report clearly written, spell checked and grammatically sound and referenced appropriately? |
10 |
6. Other Details
The majority of information relevant to you while you study at the University has been brought together
into your programme handbook. Please refer to your programme handbook for any further information
you might require including:
How to submit assignments,
Deadlines and extenuating circumstances,
Plagiarism and referencing,
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Who to go to for advice or if you are concerned,
How to provide us with feedback,
Key administrative procedures.