BUS323

International Management

Unit Information and Learning Guide

TSD, 2018

This information should be read in conjunction with the online learning materials
which can be found on your MyUnits page.

Unit coordinator
Name: Dr David Zhang
School: Business and Governance
© Published by Murdoch University, Perth, Western Australia, July 2018

This publication is copyright. Except as permitted by the Copyright Act no part of it may in any
form or by any electronic, mechanical, photocopying, recording or any other means be
reproduced, stored in a retrieval system or be broadcast or transmitted without the prior written
permission of the publisher.

2 Murdoch University
Contents

Unit information
Information about the unit 4
Contact details 7
How to study this unit 8
Resources for the unit 10
Study schedule 12
Assessment 13

Learning guide
Introduction 19
Topic 1 Introduction to Course/Administrative Arrangements
Contemporary Worldwide Issues
Globalisation and International Linkages
The Political, Legal and Technological Environment 20
Topic 2 Ethics and Social Responsibility 21
Topic 3 The Cultural Environment of International Management 22
Topic 4 Cross-Cultural Management 23
Topic 5 Managing Political Risk 24
Topic 6 Global Strategic Planning 25
Topic 7 Entry Strategies & International Organisational Structures 26
Topic 8 Cross-Cultural Communication in International Management 27
Topic 9 Decision Making and Control of International Operations 28
Topic 10 Cross-Cultural Motivation Theory 29
Topic 11 Leadership Issues in International Management 30
Topic 12 Personnel Selection: Expatriation and Repatriation
Human Resource Development Across Cultures
Labour Relations and Industrial Democracy 31

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Information about the unit

Welcome to:

BUS323
International Management

Unit description

This unit aims to provide a framework for the analysis of problems and issues in managing an
international business. The focus is on contemporary worldwide issues of competitiveness and
how these are influenced by the cultural, political and economic environments. Topics include
cross-cultural management issues; international strategic planning; international
organisational structures; cross-cultural communication, decision-making, motivation and
leadership; expatriation and repatriation of managers; and international human resource
management and labour relations.

Australia is one of the world's largest trading countries, yet some 80% of its export trade is in
raw materials and commodities. Many Australian manufacturers and service companies are
domestically oriented, aiming to capture only national, and frequently only home state or
capital city markets. Other countries in our region, such as Malaysia and Indonesia are also
large resource exporters, and, like Australia, are keen to expand their exports of manufactures
and elaborately transformed products, as well as services. Governments and others are keen
to encourage Australian businesses to become active participants in world markets through
exporting, licensing, joint ventures and investment in foreign manufacturing. Research and
experience, however, indicate that such a change does not just happen. It is necessary to
develop managers and potential managers with an international outlook and global orientation,
as well as the knowledge, skills and cultural sensitivities to be able to cope with the
complexities and harsh realities of international competition.

This unit aims to provide a framework within which problems and issues confronting firms
engaged in international business activities can be systematically analysed. International
Finance is of crucial importance. Yet many firms are losing business because they are
preoccupied with financial considerations in markets where human relationships and
interpersonal behaviour are considered to be more important. Marketing is also of crucial
importance.

Yet many firms are failing in foreign markets despite having good products, because they took
management and cultural issues for granted. Accounting in international business is complex,
problematic and also of crucial importance. Yet firms with sound accounting systems have
failed when poor management practices were followed.

The focus of this unit is on the economic, political, cultural and social environments of
international business; organisational behaviour in a cross-cultural context; and the strategic,
structural, planning and decision-making processes which characterise international

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management. There is a strong emphasis on the communication and interpersonal
relationship-building skills that are crucial for the manager to be effective.

It will be important for students to be able to relate the theories, models and findings of the
academic research literature to the practical necessities of operating management in the
international business environment. While the treatment of subject matter is necessarily global
in its approach, there will be a focus on the issues, problems and prospects of the Western
Australian, Australian and Asia-Pacific regional environments.

Prerequisites
BUS240 Organisation and Management Development or BUS223 Organisational Theory and
Behaviour or BUS293 Organisational Theory & Behaviour or BUS298 Organisation
Development and Change or BUS297 Principles of Human Resources and Management

Aims of the unit

The broad aims of this unit are to:

1. develop an understanding of the universal problems confronting the international
business decision-maker and those factors which differentiate international business
from purely domestic business.
2. comprehend the worldwide implications of decisions made in the world headquarters or
in one affiliate of a multinational corporation on the other affiliates and on the home
country and host countries involved.
3. develop analytical skills in applying theoretical concepts to operating situations through
the use of case studies, experiential exercises and project work.
4. appreciate the role of multinational enterprises and other international business entities
in the world economy, and the economic, social and political costs and benefits of such
activity from the point of view of the business firm, the home country and the host
country.
5. develop a familiarity with the problem-solving and decision-making approaches which
have emerged for dealing with extremely complex situations in international business.
6. develop cross-cultural, interpersonal and communication skills and an appreciation of
the importance of culture in business relationship-building.
7. develop skills in business research, project teamwork and in relating to real-world
business managers.

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Learning outcomes for the unit

On successful completion of the unit you should be able to:

1. Demonstrate a practical understanding of the major concepts, theories and challenges in

international management.
2. Demonstrate problem solving skills and the ability to apply theories to operational
situations
3. Recognise and professionally explain how cultural, political and economic differences
challenge multinational business operations and management practices
4. Demonstrate analytical and operational skills to identify and reconcile conflicts and other
issues caused by cross-national differences and similarities.
5 Develop a global mindset so as to adjust, adapt and interact with the changing
environment for international business and international management.

Graduate attributes developed in the unit

This unit will contribute to the development of the following Graduate Attributes.
 Communication
 Critical and creative thinking
 Social interaction
 Ethics
 Global perspective
 In-depth knowledge of a field of study

Originally written by John Krasnostein, January 2010.

Revised by Dr David Zhang, January 2011, 2013, 2015, 2017

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Contact details
Unit Coordinator’s contact details

Unit coordinator
Name: Dr David Zhang
School: Business and Governance
Contact details: Tel: +61 8 9360 6025
Email: Z.Zhang@murdoch.edu.au

Administrative Contact:
School of Business and Governance
Email: BGProgramSupport@murdoch.edu.au
Phone: +618 9360 2705
.

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How to study this unit
The lecture series is designed to provide an overall framework for the study of international
business management, and an applied, but practical approach to solving problems and
making decisions. This will expose students to a balance of theory, empirical research
evidence and management practice. The workshop sessions have been developed around a
series of real-life international business case studies and participative experiential learning
exercises which will help students to relate theoretical concepts of international management
to the actual behaviours involved in operating internationally.

All students will be expected to prepare thoroughly for each class. It is pointless to attend
workshops without completing the required preparation. Tutors will expect students to be fully
prepared. This will require the reading of specific chapters and readings in the text, the reading
and analysis of case studies and preparation for experiential exercises. Students will be
encouraged to develop and express their own ideas and to articulate an original and
independent view of problems and cases. Students should be willing to question, disagree and
argue. It would be a missed opportunity for a course in international management not to create
an environment in which students can learn from each other as well as from the textbook and
the lecturer. This opportunity to enrich students’ learning experience will be built in to project
work, casework and experiential learning. Students will be expected to understand the major
theoretical foundations and conceptual frameworks in international management and to apply
these in the analysis of case studies of actual international management situations.

Contact time

Lectures: 2 hours per week; workshop: 1 hour per week.

Time commitment

As this is a 4 credit point unit, we expect you to spend on average 10 hours/week, outside of
class time, working on this unit over the teaching period.

Attendance requirements

Attendance to both the lecturers and workshops are strongly recommended. Unavoidable
class absences should be discussed with the tutor in advance, since a student's absence will
disrupt the running of experiential learning exercises and case study discussions. Failure to
adequately prepare and contribute to discussion may affect grades. Frequent absences and/or
zero participation may also affect grades. Failure to attend and contribute to team work is
irresponsible and lets your group down, which may result in differentiated marks for
individuals.

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Small group and interactive teaching and learning activities

This unit incorporates the use of small group and interactive teaching and learning activities as
part of the scheduled workshops and postings on the LMS site. These activities include, but
are not limited to, in-class group discussion, facilitation, case studies and a team based
feasibility study for a real business organisation.

Urkund
Your Unit Coordinators may use software called Urkund when viewing work that you
submit. Urkund is a pattern-matching system designed to compare work submitted by
students with other sources from the internet, journals/periodicals, and previous submissions.
Its primary purpose is to detect any submitted work that is not original and provide a thorough
comparison between the submitted document and the original sources. Urkund replaced
Turnitin (the previous pattern-matching software used by Murdoch) in 2016.

More information about how to avoid plagiarism is contained within the Murdoch Academic
Passport (MAP)
unit http://our.murdoch.edu.au/Educational-Development/Murdoch-Academic-Passport-MAP/
University policies on academic integrity can be accessed
here: http://our.murdoch.edu.au/Educational-technologies/What-you-need-to-know/

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Resources for this unit
To undertake study in this unit, you will need:

Essential textbook
Luthans, F, and Doh, J. International Management: Culture, Strategy and Behaviour, 10th Ed.,
McGraw-Hill, New York, 2015. ISBN 9781259705076

Recommended reading
Maidment, F., International Business 17th Ed., McGraw Hill, New York, 2014. ISBN
978007352875-5

Each student will need to acquire Luthans. and Doh. Students who attempt to master the
course without investing in the basic tools will find themselves poorly prepared for workshops.
The book by Maidment is recommended reading and is available with Luthans and Doh as a
discounted package.

Other references (available at E RESERVE)

1. Hofer, Charles W. and Dan Schendel. 1978. Strategy Formulation: Analytical Concepts.
St Paul, Minn: West Publishing, 21, 42-44.

2. Guanxi in Jeopardy. 2008. In International Management: Managing Across Borders and

Cultures: Texts and Cases, 6th ed. Helen Dereksy, 194-201. Upper Saddle River, NJ:
Pearson Prentice Hall.

3. Nora-Sakari: a proposed JV in Malaysia. In International Management: Managing Across

Borders and Cultures: Texts and Cases, 6th ed. Helen Dereksy, 181-190. Upper Saddle
River, NJ: Pearson Prentice Hall.

4. Organisational and national cultures in a Polish-U.S. joint venture, 2011. In Multinational

Management: A Strategic Approach, 5e. John B. Cullen and K. Praveen Parboteeah,
74-78. South-Western Cengate Learning.

5. Golden, Brian and Tom Gleave. 2006. Five star beer-pay for performance. In
International Management Behaviour: Text, Readings and Cases, 5th ed. Henry W.
Lane, Joseph J. Distefano and Martha L. Maznevski, 308-319. Malden, MA: Blackwell
Pub.

6. Lane, Henry W. and Christine Shea. 2006. Moscow Aerostar. In International

Management Behaviour: Text, Readings and Cases, 5th ed. Henry W. Lane, Joseph J.
Distefano and Martha L. Maznevski, 320-330. Malden, MA: Blackwell Pub.

7. A First-time expatriate’s experience in a joint venture in China. 2008. In International

Management: Managing Across Borders and Cultures: Texts and Cases, 6th ed. Helen
Dereksy, 438-448. Upper Saddle River, NJ: Pearson Prentice Hall.

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8. Robock, Stefan H. and Kenneth Simmonds. International Business and Multinational
Enterprises. 3rd ed. Homewood, IL: Irwin, 410-414.

9. Robock, Stefan H. and Kenneth Simmonds. International Business and Multinational

Enterprises. 4th ed. Homewood, IL: Irwin, 411-434.

10. Peter F. Drucker. 1981. Ethical Chic, Forbes, vol.128, page 160

The following will be provided during the teaching period:

 lecture slides
 lecture recordings (not available for offshore teaching sites)
 articles on Unit Recource List
 electronic journal articles

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Study schedule
Session Topic Assessment items Due

1. Introduction to Course/Administrative
Arrangements
Contemporary Worldwide Issues
Globalisation and International Linkages
The Political, Legal and Technological
Environment
(Text Chapter 1&2)
2. Ethics and Social Responsibility

(Chapter 3)

3. The Cultural Environment of International

Management (Chapter 4)

4. Cross-Cultural Management Proposal of major Due by start of

project Session 4
(Chapter 5&6)

5. Managing Political Risks (Chapter 10) Case study report Due by start of
The Last Rajah: Session 6
Ratan Tata

6. Global Strategic Planning (Chapter 8)

7. Entry Strategies & International

Organisational Structures (Chapter 9)

8. Cross-Cultural Communication in
International Management (Chapter 7)

9. Decision Making and Control of

International Operations (Chapter 11)

10. Cross-Cultural Motivation Theory Major Project Due by start of

Session 10
(Chapter 12)

11. Leadership Issues in International

Management (Chapter 13)

12. Personnel Selection: Expatriation and

Repatriation
Human Resource Development Across
Cultures

Labour Relations and Industrial

Democracy (Chapter 14)

Final Examination TBA

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 Assessment
Assessment for this unit is conducted in accordance with the Assessment Policy.

Schedule of assessment items

You will be assessed on the basis of:

Assessment item Description Aligned Unit Value Due

Learning
Outcomes
Written Case Analysis The Last Rajah: Ratan Tata 1,2,5 30% Due start of
Report (Unit Recource List) Session 5
Major Project 1,2,3,4,5 30%

Major Project Proposal 2 pages brief Due start of

Session 4
Major Project Final report 7500 words Due start of
Session 10
Final exam 1,3,4,5 40% TBA

The written case analysis report will provide students with feedback and will assist them in
sharpening their analytical, oral and written communication skills. The major project will
develop students' ability to conduct a feasibility-type study for a particular business activity,
and the assessment of the business climate in a foreign country for an Australian company
undertaking a particular project. The final examination will test students' understanding of
concepts, models, theories and analytical tools and their ability to apply these in practice.

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Assessment details
Written Case Analysis Report - The Last Rajah: Ratan Tata
Value: 30%
Due: Start of the class – Session 5
Details: 2000 words

The format for this assignment should strictly follow the framework set out in the article on case
analysis, which is on the LMS site. Students should analyse the case as it stands, and confine
their work to the facts and evidence presented in the case. This report will require a strong
application of relevant conceptual tools, models and theory. Only analyses that are strongly
grounded in theory will earn high marks. You must use models, theories and concepts to
explain the issues, problems and solutions in the case. The report must be typed and should
not exceed 8 pages, one and a half spaced (2000 words) in length. These word limits must be
strictly observed.

Do not discuss the case with other students before writing your report. This is a test of your
own individual and original analysis. Cases of collusion, copying or plagiarism are easily
identified and will be dealt with severely, in accordance with university procedures and
penalties.

Major Project Proposal

Details: 2 pages
Due: Session 4

Each group must submit a two-page project proposal to the lecturer no later than session 5.
Attach a cover page addressed to the unit coordinator (lecturer).

It should mention:
1. the company to be studied
2. target country
3. nature of venture (export, licence, franchise, joint venture, investment in manufacturing
4. indicative list of information sources (Full bibliographic details of actual books, articles,
reports, bulletins, surveys, etc. Ten to fifteen references are sufficient at this stage.
5. group’s anticipated difficulties in completing the project
6. solutions to overcoming these difficulties
7. preliminary list of chapters/sections of final report. Do not provide background history of
the company or country.

Major Project
Value: 30%
Due: Start of the class – Session 10
Details: 7000 words

The major project involves the preparation of an investigation or feasibility study for some
business activity or project from the vantage point of a local exporter, transnational investor or

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joint venture participant. It will be necessary to select a host country or foreign market where
the business activity is to take place and to select a local firm which is or may be contemplating
the proposed activity. If students know of local companies with international operations or
plans for such operations, it might be possible for students to work on such a study with the
support and assistance of an interested company.

The three most important factors in the successful completion of this project are:
(i) an early start
(ii) a careful choice of company and host country
(iii) productive and harmonious group work.

Students should self-select groups of 4. No group can have more than 4 students. Group
leaders should email their group members’ names to the lecturer by session 4

Some help will be available from the lecturer and tutor but not to the point of "spoon feeding".
Students are expected to use their initiative and to become self-reliant and independent
investigators. Evidence of resourcefulness and innovative thinking will be rewarded. Students
may wish to write to, or visit such information sources as foreign Chambers of Commerce,
consulates, foreign trade offices, foreign banks, accounting firms and the local Department of
Industry and Resources. However, letters sent to such organisations often receive replies that
take a long time and are frequently of limited help. Local libraries are usually of limited value
when it comes to seeking information that is product-specific for a particular market, e.g. the
market for computer keyboard covers. Students are urged to explore Internet data sources,
such as government trade organisations. You may receive data more quickly from these
sources than from any other.

Library research is also recommended in order to obtain information on foreign markets,

industries and companies. Libraries subscribe to a number of overseas market surveys and
reporting services as well as international marketing handbooks. The Murdoch library has
numerous country economic reports and market surveys.

Remember that you are developing a feasibility study or international marketing plan to
evaluate the prospects of a local product or service in a foreign market. Avoid long and
tedious sections of material copied from books. Concentrate on project-relevant data and
rigorous analysis of project fundamentals. Do not, for example, copy everything a book says
about China. Selectively use material that has a direct bearing on your project. Be disciplined
in gathering only critical project-specific information.

An important decision for students involves the selection of both the country and a project
worthy of analysis. Unless students can settle this issue early in the course they will find it
difficult to complete the assignment. Students should begin early to collect good ideas
regarding the most favourable products and business prospects in various countries of interest
to them. Due to the University's requirement that all assessed work be returned to students
prior to the final examination, and the fact that the exam timetable is not yet published, the
amount of time available for completion of the project has had to be reduced, compared to
previous years, hence the urgency for students to start early on the project.

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The report should be typed one and a half spaced and should conform to the highest standards
of report writing, guidelines for which will be handed out, or drawn to students' attention.
Students should work on the project progressively throughout the course. It will prove to be an
enjoyable and very useful exercise for integrating and applying topics, techniques and
concepts studied during the course. However, like many big projects in life it will, at times, be
challenging and frustrating. It will test your resolve and initiative, as business education should.
It will provide practice in guided research, information acquisition and analysis, and
professional management report writing. Finally, a well-conceived and thorough report of
which you can be proud can be listed on your curriculum vitae, and used effectively when
searching for employment Past students have rated this project as the most valuable learning
experience in their university career and in some cases the project provided useful contacts
that ultimately resulted in job offers.

Important Notice

A particular firm can be studied by no more than one group in the course. First in to register
with the SMG, SMF, Kaplan or KDU office gets the company. Groups should register the name
of their company at the office. No hypothetical firms or countries will be accepted. No
retrospective studies of past ventures already concluded will be accepted. Under no
circumstances may a group or individual submit work for this assignment that has previously
been submitted, or is concurrently being submitted, in whole or in part, for any other unit
without the consent of the local lecturer in International Management. Companies being
studied for projects in International Marketing cannot be used for assessment in this course.

Individual students should not assume that they will necessarily be given an overall group
grade for the project. Peer assessment will be used to measure each individual student's
contributions to the group performance. Any student who fails to contribute a reasonable share
of the group's work will receive a lower grade, as in the real world of management. Group
members will be expected to behave like responsible managers in an organisation, and to
display courtesy and consideration towards fellow group members, working together as
partners to complete a TEAM project.

Group members who let the team down can expect to receive a lower grade, for example, not
bothering to attend group meetings, failing to deliver on commitments to provide information by
agreed deadlines, not providing proper analysis or quality data, and leaving others to type up
the final report. Groups should inform the lecturer as early as possible if they have any issues
or conflicts in working as a team. Each group is required to keep minutes of group meetings,
recording who was present, who agreed to do what and by when, and whether work previously
promised was delivered to a satisfactory level of quality.

Major Project Final Report

A complete set of guidelines, forms and other supportive files, including the marking guide, can
be found in Appendices in your online unit.

The final report should not exceed 30 pages or 7500 words excluding exhibits, appendices and
attachments. The deadline is Session 10.

16 Murdoch University
It should be typed (one and a half spaced) with 2.5cm margins. Pages should be numbered.
There should be a Table of Contents, Introduction, Conclusion and Bibliography in addition to
other chapters/sections. A proper structure for this report can be obtained from the LMS site.
Groups should strictly follow the marking guide framework. The first inside page should state
the following:

Disclaimer: The information contained in this report is given in good faith and was derived from sources
believed to be reliable and accurate. The report was prepared by students as a required component of
their academic assessment. The reader should not act on the basis of any information or
recommendations contained in the report without seeking specific advice from the firm's professional
advisers. While due care has been taken in the preparation of this document, Murdoch University
together with its academic supervisors and students accepts no responsibility for errors or omissions,
nor do they guarantee its accuracy.

Each group should ensure, as a matter of courtesy, that the company studied receives a
complimentary copy of the report. No report will be marked until this has been confirmed.

Examination

Final Examination
The final examination will focus on the understanding and application of theory, concepts and
international business processes. It will be based on all assigned readings in the texts and on
articles in e Reserve. The final examination is worth 40% of course assessment and will be of
2 hours duration.

There will probably be a multiple choice test of 30 questions. There will be a short answer
section in which you will need to complete three or four questions with straight and direct
answers; discussions are not required for this section. The last section will be a long answer
section, in which you can choose to answer two questions from four options and you will be
asked to illustrate your answers by using the cases that you have studied in the workshops.
Your marks for this section will be determined by the quality of your answers, how appropriate
your choice of cases are and how well you can relate your answers to the cases.

All chapters are examinable.

Supplementary Examination
The Unit Coordinator has the sole discretion in this decision

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Assignment submission

 All assignments are to be submitted online via LMS by the stated dates and time.
 Late assignments will incur a penalty of 10% deduction (3 marks) per day of delay.
Extensions have to be approved by the unit coordinator with medical certificates
provided or in exceptional circumstances. Such circumstances do not include
computer failures, car breakdowns, public transport problems and work commitments,
other study commitments or social functions.
 Students should keep a copy of all work submitted for assessment.

Assignment cover sheets

 Students are to deliver assignments personally to the assignment drop box located at
the school’s reception desk with the cover sheet and declaration form(s).
 Other forms of submission need to be discussed and approved by the Unit Coordinator.

Determination of the final grade

 Final grade is determined by combining the marks of individual case study report, the
major report and the final exam.
 There is no requirement on passing a particular assessment component in order to
pass the unit.
 There is a possibility of marks being moderated to ensure equity of marking by different
tutors on the same unit, or to ensure consistency across examinations on different
offerings of a unit.

Notation Grade Percentage Range

HD High Distinction 80 – 100

D Distinction 70 – 79
C Credit 60 – 69
P Pass 50 – 59
N Fail Below 50
DNS Fail Fail, the student failed to
participate in assessment
components that had a
combined weighting of 50%
or more of the final mark.
S Supplementary 45 – 49*
Assessment

See the current Assessment Policy regarding grades.

18 Murdoch University
Learning Guide

This Learning Guide contains information on how to study each topic, including:

 Learning objectives for each session/topic

 Readings/Resources required for the topic
 Workshop activities

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Topic 1: Introduction to Course
Contemporary Worldwide Issues
Globalisation and International Linkages
The Political, Legal and Technological Environment

Learning outcomes

On successful completion of this topic you should be able to:

 KNOW administrative arrangements for this unit

 REVIEW the major trends in global and regional integration.
 UNDERSTAND the major economic systems and recent developments among countries
that reflect those systems.
 UNDERSTAND the basic political systems that characterize regions and countries
around the world and offer brief examples of each and their implications for
international management.
 PRESENT an overview of the legal and regulatory environment in which MNCs operate
worldwide.
 REVIEW key technological developments including the growth of e-commerce, and
discuss their impact on MNCs now and in the future.

Essential readings for this topic

 Luthans, F, and Doh, J. Chapter 1

 In The International Spotlight: India

 Luthans, F, and Doh, J. Chapter 2

 In The International Spotlight: Vietnam

Workshop activities/tasks
How to study this unit well: some advice on the assessment components and other
requirements for assignments.

If time allows:
Case study analysis and discussion: Colgate’s Distasteful Toothpaste, (Luthans, pp84)

20 Murdoch University
Topic 2: Ethics and Social Responsibility
Learning outcomes

On successful completion of this topic you should be able to:

 EXAMINE ethics in international management and some of the major ethical issues and
problems confronting MNCs in selected countries.
 DISCUSS some of the pressures on and action being taken by selected industrialized
countries and companies to be more socially responsive and environmentally to world
problems
 EXPLAIN some of the initiatives to bring greater accountability to corporate conduct and
limit the impacts of corruption around the world.

Essential readings for this topic

 Luthans, F, and Doh, J. Chapter 3

 In The International Spotlight: Saudi Arabia

Workshop activities/tasks

Critical thinking and classroom discussion

1. Do you think companies should engage in cooperate social responsibility (CSR)?
2. Why do you think CSR is defined differently in different societies? Could it be that
different societies have different needs?
3. What are some of the ways that a MNC could address CSR in different countries, e.g.
The United States vs. China Vs Kenya?

Required readings:
1. Advertising or Free Speech? The Case of Nike and Human Rights (Luthans, pp87)
2. Cooperate Social Responsibility: Pros and Cons (Maidment pp169)

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Topic 3: The Cultural Environment of International
Management
Learning outcomes

On successful completion of this topic you should be able to:

 DEFINE the term "culture," and discuss some of the comparative ways of differentiating
cultures.
 DESCRIBE the concept of cultural values, and relate some of the international
differences, similarities, and changes occurring in terms of both work and managerial
values.
 IDENTIFY the major dimensions of culture relevant to work settings, and discuss their
effect on behaviour in an international environment.
 DISCUSS the value of country cluster analysis and relational orientations in developing
effective international management practices.

Essential readings for this topic

 Luthans, F, and Doh, J. Chapter 4

 In The International Spotlight: South Africa

Workshop activities/tasks
Case study analysis and discussion: Organisational and national cultures in a Polish-U.S. joint
venture (e Reserve)

22 Murdoch University
Topic 4: Cross-Cultural Management
Learning outcomes

On successful completion of this topic you should be able to:

 EXAMINE the strategic dispositions that characterize responses to different cultures.

 DISCUSS cross-cultural differences and similarities.
 REVIEW cultural differences in select countries and regions, and note some of the
important strategic guidelines for doing business in each.
 DEFINE exactly what is meant by "organizational culture," and discuss the interaction
between national and MNC culture.
 IDENTIFY the four most common categories of organizational culture that have been
found through research, and discuss the characteristics of each.

Essentials readings for this topic

 Luthans, F, and Doh, J. Chapter 5

 In The International Spotlight: Mexico

 Luthans, F, and Doh, J. Chapter 6

 In The International Spotlight: Japan

Workshop activities/tasks

Case study analysis and discussion: Euro Disneyland (Luthans, pp250)

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Topic 5: Managing Political Risk
Learning outcomes

On successful completion of this topic you should be able to:

 EXAMINE how MNCs evaluate political risk.

 PRESENT some common methods used for managing and reducing political risk.
 DISCUSS strategies to mitigate political risk and develop productive relations with
governments.
 DESCRIBE challenges to and strategies for effectively manage alliances.

Essential readings for this topic

 Luthans, F, and Doh, J. Chapter 10

 In The International Spotlight: Brazil

Workshop activities/tasks

Case study analysis and discussion: Microsoft Opens The Gates: Patent, Piracy and Political
Challenges in China (e Reserve)

24 Murdoch University
Topic 6: Global Strategic Planning
Learning outcomes

On successful completion of this topic you should be able to:

 DISCUSS the meaning, needs, benefits, and approaches of the strategic planning
process for today's MNC.
 UNDERSTAND the tension between pressures for global integration and national
responsiveness and the four basic options for international strategies.
 IDENTIFY the basic steps in strategic planning, including environmental scanning,
internal resource analysis of the MNC's strengths and weaknesses, and goal
formulation.
 DESCRIBE how an MNC implements the strategic plan, such as how it chooses a site for
overseas operations.
 EXPLAIN specialized strategies appropriate for emerging markets and international new
ventures.

Essential readings for this topic

 Luthans, F, and Doh, J. Chapter 8

 In The International Spotlight: Poland

Workshop activities/tasks

Case study analysis and discussion: Coca-Cola in India (Luthans, pp238)

To navigate the case issues by using related knowledge from Chapter 10 and Chapter 8.
Recommended questions:
What political risks Cola-Cola had in its operations in India?
What new strategies did Coca-Cola/Pepsi adopt after the pesticide scandal? What strategy
would you recommend to them? Or
To simulate a strategic planning for Coca-Cola/Pepsi in India (after the scandal)

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Topic 7: Entry Strategies & International
Organisational Structures
Learning outcomes

On successful completion of this topic you should be able to:

 DESCRIBE how an MNC develops and implements entry strategies and ownership
structures.
 EXAMINE the major types of entry strategies and organizational structures used in
handling international operations.
 ANALYZE the advantages and disadvantages of each type of organizational structure,
including the conditions that make one preferable to others.

Essential readings for this topic

 Luthans, F, and Doh, J. Chapter 9

 In The International Spotlight: Australia

Workshops activities/tasks

Case study analysis and discussion: Wal-Mart’s Global Strategies (Luthans, pp264)

26 Murdoch University
Topic 8: Cross-Cultural Communication in
International Management
Learning outcomes

On successful completion of this topic you should be able to:

 DEFINE the term communication, examine some examples of verbal communication

styles and explain the importance of message interpretation.
 ANALYZE the common downward and upward communication flows used in
international communication.
 EXAMINE the language, perception, and culture of communication, and nonverbal
barriers to effective international communication.
 PRESENT the steps that can be taken to overcome international communication
problems.
 DEVELOP approaches to international negotiations that respond to differences in
culture.

Essential readings for this topic

 Luthans, F, and Doh, J. Chapter 7

 In The International Spotlight: China

Workshop activities/tasks

Case study analysis and discussion: Guanxi in Jeopardy: Joint Venture Negotiations in China
(e Reserve)
Explore the case by using lecture slides on Characterises of verbal styles and the 10 selected
countries, Negotiation styles, Achieving communication effectiveness; and Negotiation
tactics. Use Japan or Korea if China is not in the selected countries for comparison purposes.

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Topic 9: Decision Making and Control of International
Operations
Learning outcomes

On successful completion of this topic you should be able to:

 PROVIDE comparative examples of decision-making in different countries.

 PRESENT some of the major factors affecting the degree of decision-making authority
given to overseas units.
 COMPARE and CONTRAST direct controls with indirect controls.
 DESCRIBE some of the major differences in the ways that MNCs control operations.
 DISCUSS some of the specific performance measures that are used to control
international operations.

Essential readings for this topic

 Luthans, F, and Doh, J. Chapter 11

 In The International Spotlight: Turkey

Workshop activities/tasks

Case study analysis and discussion: Danone’s Wrangle with Wahaha (Luthans pp244)

28 Murdoch University
Topic 10: Cross-Cultural Motivation Theory
Learning outcomes

On successful completion of this topic you should be able to:

 DEFINE "motivation" and explain it as a psychological process.

 EXAMINE the hierarchy-of-needs, two-factor, and achievement motivation theories, and
assess their value to international human resource management.
 DISCUSS how an understanding of employee satisfaction can be useful in human
resource management throughout the world.
 EXAMINE the value of process theories in motivating employees worldwide.
 UNDERSTAND the importance of job design, work centrality, and rewards in
understanding how to motivate employees in an international context.

Essential readings for this topic

 Luthans, F, and Doh, J. Chapter 12

 In The International Spotlight: Indonisia
 You Be The International Management Consultant: Motivation is the Key

Workshop activities/tasks

Case study analysis and discussion: Five Star Beer: Pay for Performance (e Reserve)

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Topic 11: Leadership Issues in International
Management
Learning outcomes

On successful completion of this topic you should be able to:

 DESCRIBE the basic philosophic foundation and styles of managerial leadership.

 EXAMINE recent research and findings regarding leadership across cultures.
 DISCUSS the relationship of culture clusters and leader behavior on effective leadership
practices including increasing calls for more responsible global leadership.

Essential readings for this topic

 Luthans, F, and Doh, J. Chapter 13

 In The International Spotlight: Germany

Workshop activities/tasks

Case study analysis and discussion; Moscow Aerostar (e Reserve)

30 Murdoch University
Topic 12: Personnel Selection: Expatriation and Repatriation
Human Resource Development Across Cultures

Learning outcomes

On successful completion of this topic you should be able to:

 IDENTIFY the three basic sources that MNCs can tap in filling management vacancies in
overseas operations in addition to options of subcontracting and outsourcing.
 DESCRIBE the selection criteria and procedures used by the organization and individual
managers when making final decisions.
 DISCUSS the reasons why people return from overseas assignments, and present some
of the strategies used to ensure a smooth transition back into the home-market
operation.
 DESCRIBE the training process, the most common reasons for training, and the types of
training that often are provided.

Essential readings for this topic

 Luthans, F, and Doh, J. Chapter 14

 In The International Spotlight: Russia

Workshop activities/tasks

Case study analysis and discussion: IKEA’s Global Renovations (Luthans pp537)

Course review and examination revision

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