MANAGEMENT IN A GLOBAL BUSINESS ENVIRONMENT

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Course Description (Higher Education)

Title: MANAGEMENT IN A GLOBAL BUSINESS ENVIRONMENT
Code: BUMGT5920
School / Faculty:
Teaching Period:
Author:
Program Level:
Federation Business School
2019/17
Craig Hurley

 

AQF Level of Program
5 6 7 8 9 10
Level
Introductory
Intermediate
Advanced

 

Pre-requisites: Nil
Co-requisites: Nil
Exclusions:
Credit Points:
ASCED Code:
Nil
15.00
080311

Description of the course for handbook entry:
This course is concerned with the nature of managing in global business. Specifically,
the course considers unique or unpredicted demands placed on managers by new and
challenging business environments, and hence, implications for management
development needs.
The world of business is constantly being shaped and reshaped by social, economic,
environmental and technological forces. As a result of the interdependent nature of
these influences, the conduct of business in one part of the globe can have profound
consequences for individuals, managers, businesses and communities in other locations
worldwide.
This course develops an evolving account of international business practices in the
context of the environment in which they occur. Using a critical approach, the course
examines theory and practice of management and organisations when operating across
national and cultural borders. The implications of these practices for responsible
management development are identified and discussed.

Grade Scheme:
Placement Component:
Graded (HD, D, C, etc.)
No

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Course Description (Higher Education)
BUMGT5920 MANAGEMENT IN A GLOBAL BUSINESS ENVIRONMENT
Supplementary Assessment: Yes
Where supplementary assessment is available a student must have failed overall in the course but gained a
final mark of 45 per cent or above and submitted all major assessment tasks.
Organisation:
Delivery Mode:
Regular semester
Staff:

Type Name Room Telephone Email
Lecturer Devlin Tay 08 82039001 [email protected]

Timetable:

Type Day Time Room Staff / Comment
Lecture Wednesday 9:30-12:30 601

Additional consultation time can be booked by contacting the staff member concerned directly.
Learning Outcomes:
Knowledge:
K1.
Identify the range of definitions, concepts and issues pertaining to the management process of
global business
K2. Recognise major trends in the global business environment, in particular the effects of
globalisation, information technology and global/international priorities (social, economic and
environmental)
K3. Appraise the importance of cultural sensitivity and adaptability in the global business environment
K4. Recognise the interdependence of society, natural environment and the economy and the
challenges/opportunities this presents to business
Skills:
S1.
Identify relevant knowledge, skills and abilities, together with appropriate management
development techniques, in order to plan an approach for effective, sustainable and responsible
international management
S2. Formulate choices and justify decisions in international business strategy and operations
S3. Critically evaluate the importance of sustainability, cultural sensitivity and adaptability in the
global business environment and how this understanding may help managers achieve
organizational goals
S4. Provide leadership within a global context by taking responsibility for organization, planning,
influencing and negotiating
S5. Contextualize the changing roles and responsibilities of business towards stakeholders, and the
sustainability of production systems and economic paradigms and synthesize change
management processes.

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Course Description (Higher Education)
BUMGT5920 MANAGEMENT IN A GLOBAL BUSINESS ENVIRONMENT
S6. Demonstrate capacity to operate as an informed and competent employee in a global
environment.
Application of knowledge and skills:
A1.
Apply suitable analytical techniques and models to identify global business impacts and to develop
strategic business options and management recommendations in different cultures.
A2. Integrate social, environmental and economic perspectives into global business practice
Values and Graduate Attributes:
Values:
V1.
Preparing management for a global environment
V2. The significance of current global trends impacting on international business practice.
V3. The role of leadership and decision making in a global and cross-cultural context.
V4. The value of appropriate management training for effective global management.
Graduate Attributes:
FedUni graduate attributes statement. To have graduates with knowledge, skills and competence that
enable them to stand out as critical, creative and enquiring learners who are capable, flexible and work
ready, and responsible, ethical and engaged citizens.

Attribute Brief Description Focus
Knowledge, skills and competence This course will equip students with the knowledge
and skills to improve cross-cultural engagement
and knowledge of approaches to responsible
business.
High
Critical, creative and enquiring
learners
Students will critically engage with business
approaches and skill development to respond to
diverse global management challenges.
Medium
Capable, flexible and work ready Students will be exposed to a range of
management situations, issues and contexts found
across the globe.
Medium
Responsible, ethical and engaged
citizens
Appreciation for the roles of diversity,
sustainability and ethical conduct of businesses
operating across cultures and nations.
High

Content:
Scope:
Topics may include:
Understanding Global Business Context
The Nature of Global Management and Responding to Conflicting Environmental Forces
Going Global: Motivations, Means and Mentalities
Developing Transnational Strategy
The Organizational Challenges (internal and external) & Strategy Implementation
Leadership in a Global Environment
Building Future Management Development in Global Business Context
Corporate Social Responsibility and corporate strategy
Sustainability on business management and strategic development

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Course Description (Higher Education)
BUMGT5920 MANAGEMENT IN A GLOBAL BUSINESS ENVIRONMENT
Sequence:
The following is an approximate guide to the sequence of topics in this course.

Week(s) Topic(s)
1
Understanding Global
Business Context
Luthans &
Doh (2015)
Chapter 1
A speed race: Benelli and QJ
Compete in the International
Motorbike Area
Bartlett & Beamish (2014) p.
154
2 The Nature of Global
Management and
Responding to Conflicting
Environmental Forces
Luthans &
Doh (2015)
Chapter 2, 3,
10
Eli Lilly in India: Rethinking the
JV Strategy
Bartlett & Beamish (2014) p.
519
3 Going global: Motivations,
Means and Mentalities
Bartlett &
Beamish
(2014)
Chapter 1
Luthans &
Doh (2015)
Chapter 12, 9
(Entry
Stragegy)
Lundbeck Korea: Managing an
International Growth Engine
Bartlett & Beamish (2014) p.
346
4 Developing Transnational
Strategy
Strategic Management
Development Approaches
Bartlett &
Beamish
(2014)
Chapter 3
Luthans &
Doh (2015)
Chapter 8
The Global Branding of Stella
Artois
Bartlett & Beamish (2014) p.
224
5 Developing a Transnational
Organization
The Organization of
International Management
Bartlett &
Beamish
(2014)
Chapter 4
Luthans &
Doh (2015)
Chapter 9
United Cereal: Lora Brill’s
Eurobrand Challenge
Bartlett & Beamish (2014) p.
239
6 Decision Making and
Control in a Global
Environment
Luthans &
Doh (2015)
Chapter 11
Levendary Café: The China
Challenge
Bartlett & Beamish (2014) p.
572
7 HRM, Human Resource
Selection and
Development Across
Cultures
Luthans &
Doh (2015)
Chapter 14
Chiquita’s Global Turnaround
Luthans & Doh (2015) P.560
8 Cross-cultural Negotiation
and Communication
Luthans &
Doh (2015)
Chapter 7
Clayton Industries: Peter Arnell,
Country Manager for Italy
Bartlett & Beamish (2014) p.
582

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Course Description (Higher Education)
BUMGT5920 MANAGEMENT IN A GLOBAL BUSINESS ENVIRONMENT

Week(s) Topic(s)
9
Leadership in a Global
Environment
Luthans &
Doh (2015)
Chapter 6, 13
Managing a Global Team: Greg
James at Sun Microsystems, Inc.
Bartlett & Beamish (2014) p.
608
10 Improving Global
Management
Competencies
Luthans &
Doh (2015)
Chapter 5, 7,
8
Coca-Cola in India
Luthans & Doh (2015) p. 238
11 Course Revision & Exam Preparation
12

Preparing Management for
a Global Environment
Luthans &
Doh (2015)
Chapter 3
Bartlett &
Beamish
(2014)
Chapter 8
Genzyme’s CSR Dilemma: How
to Play its HAND
Bartlett & Beamish (2014)
p. 680
Learning Tasks and Assessment:

Learning Outcomes
Assessed
Assessment Task Assessment Type
K1,K2,K3 S1, S2, S3, A2 Demonstrate a critical understanding of international
management challenges and practices
Individual task
K3,K4 S1,S2, S4, S5, S6
A1, A2
Analyse and apply international management processes
and strategies in the global business context
Group project
K4, S1,S3, A1, A2 Demonstrate knowledge and understanding of key
concepts of management in a global environment
Exam

The following tasks will be graded.

Task Released Due Weighting
Individual research essay Week 1 Thu, Aug 15, 2019 – 16:00 (Week 5) 25.0%
Group Project Week 1 Thu, Sep 26, 2019 – 16:00 (Week 11) 35.0%
Exam Exam period End of exam 40.0%

Assessment Task 1: Individual Research Essay
Assessment Details
The international manager
Purpose:
Describe, using academic references, the international challenges and possible opportunities
for managers operating in a global environment.
Provide a recent practical example of an Australian organisation which has faced the challenges
of international competition and expansion. You can use companies which have been in recent news,

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Course Description (Higher Education)
BUMGT5920 MANAGEMENT IN A GLOBAL BUSINESS ENVIRONMENT
such as Qantas, or Ford, for sources.
Give your personal view of how some of the conflict generating and solutions could have been handled in
a more effective process.
You will find chapters 1, 2, 3, and 9, 11, 14 from Luthans & Doh (2017) particularly relevant, along with
other readings.
Criteria used to grade this task:
1. Style – Essay
2. Due Date – Week 5
3. Contribution to assessment: 25%
4. Word limit: 2000 words (please include a word count)
Content:
Good understanding of international environment, challenges facing managers operating in a
global business environment.
Demonstrate insightful interpretation of the conflicting context and apply relevant frameworks
and management principles to analyse and critique the management solutions.
A clear logical flow between paragraphs. Comprehensiveness of argument, given word limit.
For more information on the assessment criteria for this task, please refer to the Task 1
Marking Guide on the course Moodle page.
Task Assessor – Lecturer
Suggested time to devote to this task – A suggested minimum of fifteen hours
Submission details – An electronic copy is required to be submitted online via Turnitin submission links,
in the Assessment section of the course Moodle page
Feedback and return of work – Marked assignments shall be returned to students within two weeks.
If more time required, the lecturer shall inform students in advance.
Assessment Task 2: Group Assignment
Assessment Details
Purpose:
To further develop the knowledge from Assignment 1, and to analyse developmental aspects of the
international management process with an understanding of the options relevant to the challenges.
Specifically, this assignment is designed to assist you in developing skills in analysing strategic challenges
and opportunities in the global context and competencies to anticipate the potential strategies of global
and local competitors in specific industries; in implementing strategies for mastering interpersonal
encounters, including conflict resolution, in multicultural environments; managing your own and the
personal growth of others in the global context.
Task:
Imagine you work in an international consulting firm. You have 3 office colleagues working with
you. There is also an office manager. Your lecturer is the director of the firm. There will be
4 tasks/activities for this assignment during this course.
Activity 5 will be part of the final exam.
For activities 1, 2 and 3, your lecturer will appoint one of you as the office manager to lead an office
discussion about how you should respond to the challenges/opportunities facing your firm.
Everyone must contribute to the office discussion. Activity 4 is an alternative for activity 3 but needs
approval from your lecturer to choose this topic.

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Course Description (Higher Education)
BUMGT5920 MANAGEMENT IN A GLOBAL BUSINESS ENVIRONMENT
The office manager must ‘report’ to the Firm Director by the deadline set by the office manager. The
office manager will change for each activity. The Firm Director will give the office manager
feedback about each task/activity and the office manager will in turn give this feedback to their
office colleagues.
Activity 1. A small manufacturing firm approaches your office and believes there is a market
for handheld tools that are carefully crafted for local markets. After spending two months in Europe, the
president of this firm believes that his company can create a popular line of these tools.
1. What type of organization structure would be of most value to this firm in its initial efforts to go
international?
2. If the company in activity 1 finds a major market for its products in Europe and decides to expand
into Asia, would you recommend any change in its organization structure? If yes, what would you
suggest? If no, why?
3. If this same company finds after three years of international efforts that it is selling 50 percent of
its output overseas, what type of organizational structure would you suggest for the future?
Activity 2. Your team has been asked to assist a local clothing chain/store to identify a suitable
international textiles manufacturer to produce a range of men’s fashion shirts. This company has a strong
reputation for high quality, fashionable shirts, but the closure of their local textile supplier has prompted
them to explore international options for the production of their designs.
Your team has quickly shortlisted several factories (located in China, Bangladesh, Vietnam and India) with
capability to produce the shirts and your client appears to be encouraged by the competitive quotes
received. However, with the emergence of customer concerns relating to ‘ethical clothing’ and the social
and environmental impacts of textile production, your team recommends more research into these shortlisted prospective suppliers.
You and your team have scheduled a progress meeting with your client. To prepare for this meeting, you
need to draft a document for discussion – this document must:
explain your rationale for why this additional research is required;
discuss the risks associated with not undertaking this work;
Present a plan of how you intend to research these issues.
Activity 3. Read the following articles:
1. ‘Three skills CEOs need most’ by H. Sazena, Ivey Business Journal, May/June, 2015
2. ‘Managing Oneself’ by P.F. Drucker, Harvard Business Review, January, 2005
3. ‘What only the CEO can do’ by A.G. Lafley, Harvard Business Review, May, 2009
Reflect upon and assess your past experiences, current skills level and motivation, discuss with your
office manager:
What do you think are the skills need to lead effectively in a global environment?
Why do you think you don’t have those skills yet?
How do your office colleagues from different cultures view your identified skill shortages?
In a table, identify and categorize the required skills sets/factors and provide a report outlining the
constraints of the international capacity of your office, to be presented to your director to inform
next year’s professional development plan for your office.
Activity 4. Reflect back on the cases we have discussed over the past few BUMGT5920 workshops,
Assessment Task 1 and group activities. Based on these experiences, what would you say are the
key characteristics of an effective business leader in the global environment? Note: Be mindful of the fact

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Course Description (Higher Education)
BUMGT5920 MANAGEMENT IN A GLOBAL BUSINESS ENVIRONMENT
that leadership happens at all levels of an organization – not just in the CEO suite.
(Tentative alternative for Activity 3)
Activity 5. This activity must be completed and submitted prior to your exam, and will contribute to your
exam grade.
“Knowing where one belongs can transform an ordinary person – hardworking and competent
but otherwise mediocre – into an outstanding performer.” Peter Drucker, “Managing Oneself’,
HBR, Jan. 2005
Where do you think you belong?
What is critical for you to be an outstanding manager in the multicultural environment?
Write one to two pages on your answers to those two questions. Reflect on your readings, on
what you heard and learnt in the previous course workshops. Make this a personally
meaningful statement and action plan for your future career goal (i.e. what skills should you
be working on developing between now and then to ensure you get off on the right foot?)
Note: You will also be asked to evaluate all team members at the end of the course. Please
keep a log of each team member’s contribution for each team activity.
Criteria used to grade the task:
1. Style: Report
2.
Due date: Week 6 – 11 (Please insert agreed dates here)
3.
Contribution to assessment: 35%

4. Word limit:
Content:
800 ± 10% for activity 1, 2, 3, 4

Clear understanding of the consulting situation, thorough evaluation of the options and
appropriate action/implementation steps
Successfully apply relevant management theory, principle and framework from this course to
the consulted activity.
Academic written skills and appropriate citation format
Professional and effective presentation
For more information on the assessment criteria for this task, please refer to the Task 2
Marking Guide on the course Moodle page.
Note: Peer group assessment will used to moderate your grade for the group assessment tasks.
However, the lecturer reserves the right for final decision. (Details for peer group assessment
see Appendix III)
Task Assessor – Lecturer
Suggested time to devote to this task – Approximately 25 hours per student outside of class time
Submission details
Due to the ongoing nature of the Assessment Task 2, the submission due date shall be decided by
the lecturer with students. The last activity (Activity 3 or 4) will be due on week 10
(Partner to
insert date
) of the semester. The written answer for activity 5 is due before the final exam date.
An electronic copy is required to be submitted online via Turnitin submission links, in the Assessment
section of the course Moodle page.
Off campus students seek advice from your lecturer for due date.
Feedback and return of work Feedback and grades will be communicated via email within two
weeks of report submission.

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Course Description (Higher Education)
BUMGT5920 MANAGEMENT IN A GLOBAL BUSINESS ENVIRONMENT
Assessment Task 3: Final Examination
Assessment Details
1. Weighting: 40%
2.
Length: 3 hours
3.
Examination date: In Examination Period
4.
Type (open/closed book): The examination is a closed book examination. No written material/notes
may be brought in to the examination. Students are permitted to take normal writing materials and a
dictionary (bilingual unmarked) into the examination.
5.
Electronic devices allowed in the exam: Electronic devices are not allowed in the examination No
calculators are allowed.
Criteria used to grade the task
Clarity of the underlying key issue or causes in the exam questions
Ability to apply relevant theory/principles in analysing the management processes
Clarity and coherence of the answers/arguments to the questions.
Effective alternatives evaluation and sound recommendations.
University standard spelling and grammar.
Task Assessor – Lecturer
Suggested time to devote to this task – A suggested minimum of 20 hours revision time
Submission details – The examination will be held during the exam period following the end of
the semester. Normal exam conditions will apply
Feedback and return of work – Students will be advised of final exam grades via email upon request.
Recommended time per learning activity:

Learning Activity Description Hours
Class attendance 3 hours per week 36
Reading of course reference materials 2 hours per week 24
Completion of set questions, tasks and
online activities
2.5 hours per week 30
Preparation of assessment tasks Assessment 1 – 15 hrs; Assessment 2 – 25
hrs
40
Exam preparation Study and revision for end of semester
examination
20
Total: 150

Submission and Return of Student Work:
Submission of all assessment tasks must be made via the Turnitin Task Submission links in the
Assessment Information section on the course Moodle page. Assessment tasks submitted after the due
date, without prior approval/arrangement, will be penalised at 10% of the available marks per day.
Requests for extension of time must be made with the lecturer concerned and based on Special
C o n s i d e r a t i o n g u i d e l i n e s
http://policy.federation.edu.au/student_services_and_administration/enrolment/special_conside
ration/ch01.php

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Course Description (Higher Education)
BUMGT5920 MANAGEMENT IN A GLOBAL BUSINESS ENVIRONMENT
Students will be provided with a breakdown of the marking of and feedback comments on their
assessment task submissions via the Assessment Task Feedback links in the Assessment Information
section on the course Moodle page. Marks and feedback will normally be provided within two weeks of the
due date/submission of each assessment task.
Final Exam:
The final exam in this course will take place in the end of term exam period. It will be a 3 exam and
students will
NOT be permitted to take in any materials.
Closing the Loop / Student Feedback:
This course has been reviewed mid-2019 and the following changes were made:
Final exam – the structure for this exam remains the same as in previous semesters. The exam
Case Study will be circulated to students one week prior to the exam, but the exam questions will
not be provided.
Submission of assessments – students are now required to submit their assessment tasks via
Turnitin submission links (which must be created by Partner Lecturers) in the sections indicated on
the course Moodle page.
Topics Assessed :
All topics covered during this course are subject to assessment.
`Turnitin` Submission:
In order to verify the originality of assessment tasks, students may be required to use Turnitin plagiarism
software to check their assignment before submission. Full details of requirements and how to use
Turnitin will be provided by the Course Coordinator.
Special Consideration:
If students are adversely affected by life circumstances a discretionary assessment extension of up to five
University working days for one assessment task may be granted at the discretion of the tutor, lecturer,
or course coordinator (dependent on faculty process) upon a direct request by the student via the
Discretionary Assessment Extension form.
However if a student has experienced or encountered some form of disadvantage or impediment (medical
reasons; hardship/trauma; compassionate grounds; other significant cause) in more than one course and
requires more than five working days extension, then they may apply for Special Consideration.
For further information on Discretionary Assessment Extensions and Special Consideration, including
a c c e s s t o t h e p o l i c y , p r o c e d u r e s o r a s s o c i a t e d f o r m s , s e e
http://federation.edu.au/current-students/essential-info/administration/special-consideration
Available Grades:
A list of the available grades, a description of the corresponding required student performance and the
r e q u i r e d p e r c e n t a g e s f o r t h e C o u r s e i s g i v e n i n t h e U n i v e r s i t y H a n d b o o k .
https://federation.edu.au/students/essential-info/administration/exams/results The Course Coordinator
may standardise raw marks before allocating grades.
Plagiarism:
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Course Description (Higher Education)
BUMGT5920 MANAGEMENT IN A GLOBAL BUSINESS ENVIRONMENT
It is important to learn from the work of others and you are encouraged to explore the library, World Wide
Web resources and have discussions with other students. However work for assessment must be entirely
the student’s own work. Plagiarism is the presentation of the expressed thought or work of another
person as though it is one’s own without properly acknowledging that person. You must not allow other
students to copy your work and must take care to safeguard against this happening. In cases of copying,
normally all students involved will be penalised equally; an exception will be if you can demonstrate the
work is your own and you took reasonable care to safeguard against copying. Plagiarism is a serious
offence. As set out in the University Regulation 6.1.1 students who are caught plagiarising will, for a first
offence, be given a zero mark for that task. A second offence will result in a failing grade for the Course(s)
involved and any subsequent offence will be referred to the Student Discipline Committee. More
information about the plagiarism policy and procedure for the university can be found at
http://federation.edu.au/students/learning-and-study/online-help-with/plagiarism
Academic Regulations:
Supplementary information concerning teaching, learning, and assessment may be provided from time to
time in response to unforeseen circumstances. This may include changes in times or location of classes,
order of the schedule or due dates for assignments. Announcement of these matters in classes and
placement of a notice on the course Moodle page shall be deemed to be official notification. FedUni has a
range of educational policies, procedures and guidelines, which you can find at
http://policy.federation.edu.au/category_list.php?catalogue_id=115
Student Support:
The University provides many different kinds of services to help you gain the most from your studies. You
c a n s e e t h e l i s t o f S t u d e n t S e r v i c e s c o n t a c t s a t
http://federation.edu.au/students#Assistance_support_and_services Students who have a disability or
medical condition are welcome to contact the Disability Liaison Unit to discuss academic support services.
The role of the DLU is to support the development of a learning and working environment that maximise
participation in University life by students with a disability
Learning Management System:
This course makes use of Moodle to support your learning. You can access Moodle from the FedUni home
page or at
https://moodle.federation.edu.au/login/index.php If you do not have access for this course you
should notify your course co-ordinator immediately
Late Assignment:
Assessment tasks submitted after the due date, without prior approval/arrangement, will be penalised at
10% of the available marks per day. Requests for extension of time must be made with the lecturer
concerned and based on Special Consideration guidelines
Materials:
Reading:
Textbooks:
Bartlett, C.A. & Beamish, P.W. (2014). Transnational Management: Text, Cases and Readings in CrossBorder Management . McGraw-Hill.
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Course Description (Higher Education)
BUMGT5920 MANAGEMENT IN A GLOBAL BUSINESS ENVIRONMENT
Luthans, F. & Doh, P.J. (2017).
International Management: Culture, Strategy, and Behaviour (10th
edn.).
McGraw-Hill. ISBN: 9781259705076
References:
Hill, C. W. L. (2015). International Business: Competing in the Global Marketplace (10th ed.). McGrawHill.
Hill, Cronk, & Wickramasekera . (2014).
Global Business Today: Asia-Pacific Edition (3rd ed.) . McGrawHill.
Hill, C.W.L. and Jones, G.R. . (2013).
Strategic Management: an integrated approach. Cengage
Learning.
Bartlett, C. and Ghoshal, S. (1998).
Managing Across Borders: The Transnational Solution. . Harvard
Business School Press.
Ghemamat, P. (2011).
World 3.0: Global Prosperity and How to Achieve It. Harvard Business School
Publishing.
Peng, M. W. (2014).
Global Business (3rd ed.). Cengage Learning.
Verbose, A. (2013).
International Business Strategy (2nd ed.). Cambridge University Press.
Wellcocks, L. (2013).
Global Business Management Foundations. Steve Brookes Publishing.
Cantwell, J. et al. (2010). An evolutionary approach to understanding international business activity.
Journal of International Business Studies. 41(4). Pages 567-86.
Collings, D. & Scullion H. (2009). Global Staffing.
International Journal of Human Resources
Management.
20(6). Pages 1249-450.
Davies,H. & Ellis, P. (2000). Porter’s competitive advantage of nations.
Journal of Management Studies.
37(8). Pages 1189-215.
Ghemamat, P. (2007). Managing difference: The central challenge of global strategy.
Harvard Business
Review.
Pages 58.
Ghemamat, P. (2001). Distance still matters: The hard reality of global expansion.
Harvard Business
Review.
79(8). Pages 137-47.
Goold, M. & Campbell, A. (2002). Do you have a well-designed organization?.
Harvard Business Review.
80(3). Pages 117-24.
Lee, H. (2007). Factors that influence expatriate failure.
International Journal of Management. 24.
Pages 403-15.
Malhotra, N. & Hinings, C. (2010). An organizational model for understanding internationalization
processes.
Journal of International Business Studies. 41(2). Pages 330-49.
Peng, M. (2001). The resource-based view and international business.
Journal of Management. 27.
Pages 803-29.
Peng, M., Wang, D. & Jiang, Y. (2008). An institution-based view of international business strategy.
Journal of International Business Studies. 39(5). Pages 920-36.
Porter, M. (1996). What is strategy?.
Harvard Business Review. 74(6). Pages 61-78.
Salacuse, J.W. (2004). Negotiating: The top ten ways that culture can affect your negotiation.
Ivey
Business Journal.
Sept/Oct.
fdlGrades UD_BUMGT5920_2019/17_2019-07-23 13:57:42 CRICOS Provider Number: 00103D 13 /13
Course Description (Higher Education)
BUMGT5920 MANAGEMENT IN A GLOBAL BUSINESS ENVIRONMENT
Note that some material in lectures, assignments and other resources provided to students may contain
direct quotations from the text book(s) and references listed.
Adopted Reference Style:
APA