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SUBJECT OUTLINE 21811 Global Strategic Management

Subject coordinator Dr Charles Okumu Email: [email protected] Phone: (02) 9514 3704 Office: CB08.05.39 (Room 39, level 5, Dr Chau Chak Wing Building).

Teaching staff For all inquires in regard to this subject please use the following guide. In most cases information you require is available in the subject outline or on UTSOnline. If you cannot find the answer we strongly encourage you to post all questions (unless they are of a private nature) on the relevant discussion forum on our UTSOnline website before you contact staff directly. This policy aims to benefit everyone – as questions and answers can be shared among all Students. Response times are generally within 48 hours.

For questions of a personal nature please contact the subject coordinator to make inquires or to request an appointment with the Subject coordinator.

Emails will only be accepted from and sent to your UTS email address.

Subject description This subject provides an understanding of the contemporary global business environment and how business can formulate appropriate organisational strategies. Industry-based competition, firm-specific resources and capabilities, and institutional factors are explored to study a variety of strategic options available to organisations.

Emphasis is placed on the inevitability of changes in the global environment, and the role of the various stakeholders, including governments and supranational institutions, in influencing the operations of global organisations.

Subject learning objectives (SLOs) Upon successful completion of this subject students should be able to:

1. explain the concepts of global strategic management to define, develop and administer a strategy and structure for a worldwide business

2. discuss both the theoretical and practical rationale for international business activities

3. examine the significance and complexity of culture in international business, its impact globally and issues faced in developed and emerging economies

4. develop a framework for the formulation and implementation of strategies in an international context.

Contribution to the development of graduate attributes The subject explores the strategic decision-making process related to conducting business in the global environment. The subject develops the student's ability to determine both the organisational and national advantages and builds an awareness of the significant impact of government and regulatory agencies on international companies. Through case studies, research papers and strategy simulations, students demonstrate critical thinking, creativity and analytical skills, and apply their understanding of global strategy theories and frameworks.

This subject contributes to the development of the following graduate attributes: Business knowledge and concepts

Course area UTS: Business Delivery Spring 2019; City Credit points 6cp Result type Grade and marks

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Business knowledge and concepts Communication and interpersonal skills Business practice oriented skills

Teaching and learning strategies Overall Approach

Classes involve a combination of lectures, videos, and simulation exercises. The UTS web-based communication tool (UTSOnline) will be used for preparatory and practice exercises, sharing of relevant information and encouraging interaction between staff and students. The subject is structured around a set of problem-based learning experiences. Every week, students explore issues related to business operations, and strategic responses to challenges, opportunities and complexities in the global business environment.

Within Class

Lectures

The subject incorporates weekly 90 minute lectures, in addition to a 90-minute tutorial.

The lectures are structured to be interactive and practical. The lectures will provide detailed explanation of theories and concepts required to understand the global business environment and the relevant strategic response. Short class exercises, and scenario-based discussions that help with the practical application of these theories and concepts are part of the lectures.

Tutorials

The tutorial schedule follows the content covered in the lectures, and is based on analysis of cases and scenario-based exercises. Students are required to prepare for the tutorials by reading the case study before coming to class. The case-study analysis in class will be either in small-group discussions or large class-discussion.

As with the lectures, full attendance in tutorials is expected. If students are unable to attend a class in a particular week, they should send their apologies to the tutor prior to the class. Students are expected to catch up on relevant content and activities that they may have missed.

Prior to class

Online engagement – readings & multimedia resources

This subject has weekly readings consisting of book chapter and other relevant readings. Students are expected to have read the relevant prior to attending the lectures and tutorials.

All lecture and tutorial slides and resources will be available via UTS online. This includes descriptions of focused learning activities, relevant data sources, and assessment guides.

Online engagement – activities

Prior to the first class, and several times throughout the semester, students will be invited to participate in surveys. The surveys will provide relevant information about learning activities that will help the teaching staff understand the learning needs of the class, and make appropriate changes to the relevant learning activities.

Content (topics) Topic 1: Globalization and Global Strategy Topic 2: Understanding and Managing Industry Competition Topic 3: Institutional Focus in Global Strategy Topic 4: Foreign Market Analysis Topic 5: Firm-Level Strategic Analysis Topic 6: Using Strategic Alliance and Networks Topic 7: Strategic Response to Market Barriers Topic 8: Global Diversification Topic 9: Strategy and Structure in Global Firms Topic 10: Governance Issues in Global Operations Topic 11: CSR and Ethics in Global Business

Program 12/07/2019 (Spring 2019) © University of Technology Sydney Page 2 of 9

Program Week/Session Dates Description

Block Mode 1 10 - 11 Aug 19 Lecture 1: Globalization and Global Strategy (Chapter 1 of textbook)

Lecture 2: Understanding and Managing Industry Competition (Chapter 2 of textbook)

Lecture 3: Institutional Focus in Global Strategy (Chapter 4 of textbook)

Lecture 4: Firm-Level Strategic Analysis (Chapter 3 of textbook)

Lecture 5: Foreign Market Analysis (Chapter 6 of textbook)

Notes:

Tutorial 1: Case Study: Integrative Case 8: AGRANA: From a local supplier to a global player (from textbook)

Tutoral 2:Case Study: Integrative Case 2: TeliaSonera: A Nordic Investor in Eurasia (from textbook)

Tutorial 3: Case Study: Integrative Case 7: Huawei Deals with Liability of Foreignness(from textbook)

Tutorial 4:Tutorial Activities - In-class Country Analysis Exercise

Integrative Case Study 13: The Indian Business Process Offshoring Industry (from textbook)

Block Mode 2 07 - 08 Sep 19 Lecture 6: Using Strategic Alliances and Networks (Chapter 7 of textbook)

Lecture 7: Strategic Response to Market Barriers (Chapter 8 of textbook)

Lecture 8: Global Diversification (Chapter 9 of textbook)

Lecture 9:Strategy and Structure (Chapter 10 of textbook)

Assessment 1 (Group Presentations Due - During Tutorial Time)

Assessment 2 Due on 22/09/2019 @ 11.59pm

Notes:

Tutorial 5: Tutorial Activity:Integrative Case 2: The Deutsch-Casella Joint Venture and [Yellow Tail] Wines: Trading Up or Trading Down(from textbook)

Tutorial 6: Tutorial Activity: In class Case study presentation by Groups (Assignment 1)

Block Mode 3 05 Oct 19 Lecture 10: Governance Issues in Global Operations (Chapter 11 of textbook)

Lecture 11: CSR and Ethics in Global Business (Chapter 12 of textbook)

Assessment 3 Due 22/10/2019 @11.59pm

Notes:

Tutorial 7: Case Study: Integrative Case 12: OCEAN PARK FIGHTS HONG KONG DISNEYLAND (from textbook

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Tutorial 8: Case Study: Integrative Case 15: Ryanair(from textbook)

Tutorial 9: Tutorial Case Study: Integrative Case 10: Sino Iron: Engaging Stakeholders in Australia(from textbook)

Note: The contents and configuration of the lecture/workshop sessions, and materials to be covered may vary at the time of delivery at the discretion of the lecturer.

Assessment The Management Discipline Group has the following policy regarding the late submission of assessments WITHOUT an approved extension:

Late assignments submitted without an extension will accrue a penalty of 10% per day, based on the total value of the assignment. For example, if an assignment is worth 40%, the late penalty will result in a deduction of 4 marks per day the assignment is late. Marks will be deducted as full points off the awarded mark. Late penalties are applied up to a maximum of five (5) days after the due date (i.e. the maximum late penalty is 50%). Assignments submitted more than 5 days late will receive a mark of zero (0).

Assessment task 1: Team Project (Group) Objective(s): This addresses subject learning objective(s):

2 and 3

Weight: 20%

Task: Working in teams of 5-7 students, you will lead a class presentation on a topic relevant to Global Strategic Management. Teams will be finalised and topics will be provided during the first tutorial.

Students will be assessed based on their demonstrated understanding of the subject matter, their ability to critically engage with the academic sources, and their ability to present varied perspectives and key debates. It is also important that students are able to engage with discussion of the topic by drawing on significant additional knowledge/theories/concepts from various sources.

Further information will be made available on UTSOnline and discussed in Tutorial 1.

Length: Each presentation will be roughly 15 minutes long followed by 10 minutes of class discussion. Each group will present their findings in class and email their presentation to the Lecturer before presentation . Further information will be provided in Tutorial 1.

Due: 9.30am Sunday 8 September 2019 In-class presentations are scheduled for tutorials on 08 September 2019 All groups should be prepared and ready to present on this day

Assessment task 2: Report (Individual) Objective(s): This addresses subject learning objective(s):

1 and 4

Weight: 40%

Task: Tamu Company (TC) is a Chinese conglomerate that owns many manufacturing and service firms, include car manufacturing and car parts manufacture & sales. TC manufactured car parts command a substantial market share in China and neigbouring countries. In 2010, the company decided to internationalize beyond the regional market and entered the Africa market by acquiring KIVU Company (KC), which is a successful auto parts producing company in South Africa. Due to the liability of

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country of origin (increasing cost of raw materials, rising cost of production and increased wages) associated with car parts manufacturing in China, the company decided that all cars parts for sale in Africa will be manufactured in Egypt - North Africa. However, with the uncertainty surrounding Arab Spring Uprising (Antigovernment protests erupted in Egypt after a popular uprising in Tunisia forced the Tunisian president, Zine al-Abidine Ben Ali, from power), the company is looking at relocating its manufacturing to another country in Africa and has identified three potential countries: Nigeria, South Africa, and Kenya. You are required to choose ONE of these countries, and write a report identifying the advantages and disadvantages of manufacturing in that country and exporting car parts to other countries in Africa and back home in China. In preparing your report, you are required to link your arguments to the course content, and to use relevant data to support your suggestion as to why the selected country would be appropriate (or inappropriate) for manufacturing. In particular, the use of Porter's National Competitive Advantage theory and PESTLE analysis are required for this assessment task. Please note: This is a hypothetical case and not a real company. The purpose of this assessment is to analyze the potential of the country as a host-market for manufacturing (macro-level analysis) and not for sales. However, industry level information (automotive parts) will also be required in the report.

Length: 3000 words (-+10%: Executive summary, tables, figures, references and appendix are NOT included in the word count)

Due: 11.59pm Sunday 22 September 2019 Please submit via UTSOnline site - TurnItIn (Hard Copies NOT required)

Assessment task 3: Global Strategic Analysis Report (Individual) Objective(s): This addresses subject learning objective(s):

1, 2, 3 and 4

Weight: 40%

Task: Select an Australian or Canadian multinational enterprise (MNE), and analyze the operations of one of its international subsidiaries in Asia Pacific or Africa. There is restriction on which country the MNE is from (MUST be from Australia or Canada only) but there is no restriction on which industry that company operates in. However, you CANNOT analyse, for example a Canadian MNE international subsidiary operating in Australia - It has to be in Asia Pacific excluding Australia or in Africa.

The report should identify issues that explain the subsidiary's performance. Particular attention should be paid to issues such as competition in the subsidiary's host country, and analysis of the strategy used by the MNE in the host country. The relevant information may be collected from annual reports or other published articles such as those available from the library electronic database, as well as other media.

The assessment will be marked on the quality of the identification description and analysis of critical strategic issues; the inclusion of appropriate material data and the provision of enough scope for detailed analysis; and grammar and written English.

Personal interviews are not recommended since confidentially and ethical considerations have to be observed. You must do relevant additional research (apart from accessing the information on websites of the company) to successfully complete your analysis.

Length: 3000 words (-+10%: Executive summary, tables, figures, references and appendix are NOT included

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Length: 3000 words (-+10%: Executive summary, tables, figures, references and appendix are NOT included in the word count)

Due: 11.59pm Saturday 19 October 2019 Please submit via UTSOnline - TurnItIn (Hard Copies NOT Required)

Minimum requirements Students must achieve at least 50% of the subject’s total marks.

Required texts Peng, Mike W. (2017) Global Strategy. 4th edition. Cengage.

Please note that this edition of the book is only available as an ebook, which can be accessed through the Cengage Mindtap portal.

To access and purchase the book, please follow these steps: Step 1: Click on this link: https://login.cengagebrain.com/course/MTPP-M4MN-3XHZ

Step 2: For new students simply create a CengageBrain account or, if you have an existing CengageBrain account, enter your username and password

Step 3: Choose to buy now or get temporary access. Please note, if you select temporary access you will be able to use your MindTap free of charge until 11.59pm on 25 March 2019

Step 4: Get 10% OFF! Enter coupon code TENOFF at the checkout

UTS Faculty of Business, Guide to Writing Assignments, UTS, Sydney 2014

References Students are expected to draw on materials from academic journals. Some relevant journals that are available online via the UTS library include the Journal of International Business Studies; Global Strategy Journal; Strategic Management Journal; Journal of World Business; Journal of Management Studies; International Business Review; Academy of Management Journal; and Academy of Management Review.

Further useful reference texts are:

Yip, G. and Hult, G.T. (2012) Total Global Strategy, 3rd edition. Pearson Education, New Jersey.

Ghemawat, P. (2007) Redefining Global Strategy: Crossing Borders In A World Where Differences Still Matters. Harvard Business School Press Boston Massachusetts, McGraw-Hill Australia.

Other resources UTSOnline is a web-based learning tool. In Global Strategic Management UTSOnline is used for asking and answering questions (via Discussion Forums); keeping up to date (via Announcements); accessing learning resources (via Subject Materials); and checking your grades (via Tools).

It is an expectation and responsibility to access this resource at least once a week.

To log in to UTSOnline: Visit http://online.uts.edu.au/1. Type your user name (Your user name is your student number e.g. 12345678).2. Type your password (Your password is the same as your e-mail password. You will need to activate your UTS e-mail account first.)

3.

Click "Login"4.

Academic liaison officer Dr Robert Czernkowski, Accounting Discipline Group, telephone 9514 3736 Mr Harry Tse, Economics Discipline Group, telephone 9514 7786 or 9514 5456 Dr Otto Konstantados, Finance Discipline Group, telephone 9514 7758 Dr Paul Wang, Marketing Discipline Group, telephone 9514 3692 Associate Professor Carmel Foley, Management Discipline Group, telephone 9514 5102

Any arrangements should be negotiated within the first six weeks of session.

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Support Student Services Unit/Counselling: Student Services provides a range of free and confidential professional services to support different aspects of your life and learning at UTS. These services include counselling for personal and learning problems or issues. If you are experiencing difficulties with your overall study program, for whatever reason, telephone +61 2 9514 1177 (City campus).

Students with disabilities or ongoing medical conditions: If you are a student who has a disability or ongoing medical condition that requires support services you are encouraged to contact the accessibility consultants or Accesssibility Service (telephone +61 2 9514 1177) for a confidential interview. Supporting documentation regarding your disability or ongoing medical condition is required if you wish to apply for assessment adjustments, including alternative assessment conditions. Each faculty has appointed academic liaison officers (ALOs) who are responsible for approving assessment adjustments. Meeting with the accessibility consultants or Accessibility Service before seeking assessment adjustments from your ALO is required.

Improve your academic and English language skills: Marks for all assessment tasks such as assignments and examinations are given not only for what you write but also for how you write. If you would like the opportunity to improve your academic and English language skills, make an appointment with the HELPS (Higher Education Language and Presentation Support) service in Student Services.

HELPS (Higher Education Language and Presentation Support): HELPS provides assistance with English language proficiency and academic language. Students who need to develop their written and/or spoken English should make use of the free services offered by HELPS, including academic language workshops, vacation intensive courses, drop-in consultations, individual appointments and Conversations@UTS. HELPS is located in Student Services, Building 1 Level 5 Room 25 (CB01.05.25).

Study skills / learning support: If you are experiencing difficulty with your studies or need to develop the necessary study skills you require for your course, there is a host of useful information and websites to help you on the UTS Business School, Study and Assessment Resource website. Links on how to write better, study more effectively, available support services/staff to help, how to complete assignments; as well as tips for successful study and online study skills resources can all be accessed. In addition, HELPS provides self-help resources.

Special consideration: Special consideration consists of the exercise of academic discretion to provide equitable treatment to students whose performance in an assessment item is affected by illness, misadventure or work-related circumstances. You should only apply for special consideration when your performance in an assessment item, including examinations, has been affected by extenuating or special circumstances beyond your control. These circumstances include:

Serious illness or psychological condition: such as hospital admission, serious injury or illness, severe anxiety or depression Loss or bereavement: such as death of a close family member, family relationship breakdown Hardship or trauma: such as being a victim of a crime, sudden loss of income or employment, severe disruption to domestic arrangements Exceptional employment demands: such as active service (e.g. ADF Reserves, bushfire and SES services).

Special consideration is not automatically guaranteed and may not result in a mark adjustment

Careers Service: The UTS Careers Service aims to actively support the career development needs of all UTS students.

Statement about assessment procedures and advice Assessment of coursework subjects

All staff and students involved in the assessment of coursework subjects at UTS are subject to the Policy for the Assessment of Coursework Subjects. The policy is applicable to the assessment of all coursework subjects. This policy does not apply to thesis subjects that are taken by students enrolled in research degrees, but does apply to any coursework subjects undertaken by research degree students. It does not describe policy that relates to academic progression through a course of study.

The policy should be read in conjunction with the Procedures for the Assessment of Coursework Subjects.

Statement on copyright Australian copyright law allows you as a student or researcher to copy and use limited amounts of other people's

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Australian copyright law allows you as a student or researcher to copy and use limited amounts of other people's material in your study or research without their permission and free of charge.

This applies to any sort of published or unpublished work, and includes written material, tables and compilations, designs, drawings (including maps and plans), paintings, photographs, sculpture, craft work, films (such as feature films, television programs, commercials and computer video games), software (such as computer programs and databases), sound recordings, performances and broadcasts (including podcasts and vodcasts of these) and text, including books, journals, websites, emails and other electronic messages.

It is important to remember that you can only use a limited amount for your study or research purposes and that you need to correctly acknowledge the author and reference their material when you use it in your work.

Incorrect or improper use of copyright protected material could result in breaking Australian copyright law, for which significant penalties apply. Incorrect or improper use of copyright protected material at UTS would result in consideration under the UTS Student Misconduct rules.

UTS Rules and the UTS Student Charter require that students familiarise themselves and comply with UTS student policies and procedures. Students should also see the copyright information advising what you can copy and how much you can use.

Copyright notice concerning teaching materials

Please remember that teaching materials and resources provided to you at UTS are protected by copyright. You are not permitted to re-use those for commercial purposes without permission of the copyright owner. Improper or illegal use of teaching materials may lead to prosecution for copyright infringement. For further information see copyright for students and researchers .

Statement on plagiarism At UTS, plagiarism is defined in rule 16.2.1(4) as: 'taking and using someone else's ideas or manner of expressing them and passing them off as his or her own by failing to give appropriate acknowledgement of the source to seek to gain an advantage by unfair means'.

The definition infers that if a source is appropriately referenced, the student's work will meet the required academic standard.

Plagiarism is a literary or an intellectual theft and is unacceptable both academically and professionally. It can take a number of forms including but not limited to:

copying any section, no matter how brief, from a book, journal, article or other written source without duly acknowledging the source copying any map, diagram or table of figures without duly acknowledging the source paraphrasing or otherwise using the ideas of another author without duly acknowledging the source.

Students are encouraged to participate in the Avoiding Plagiarism Quiz.

Other breaches of academic integrity that constitute cheating include but are not limited to: copying from another student, recycling another student's work, recycling previously submitted work, and working with another student in the same cohort in a manner that exceeds the boundaries of legitimate cooperation purchasing an assignment from a website and submitting it as original work a student requesting or paying someone else to write original work for them, such as an assignment, essay or computer program, and submitting it as their own work.

Students who condone plagiarism and other breaches of academic integrity by allowing their work to be copied are also subjected to severe disciplinary action.

Where proven, plagiarism and other breaches of academic integrity are penalised in accordance with UTS Student Rules Section 16 – Student misconduct and appeals.

Avoiding plagiarism is one of the main reasons why the UTS Business School is insistent on the thorough and appropriate referencing of all written work. Students may seek assistance regarding appropriate referencing through UTS HELPS.

Academic integrity

Academic integrity involves a good measure of trust between students, and between students and academic staff and

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Academic integrity involves a good measure of trust between students, and between students and academic staff and thesis examiners. Cheating, whether in the form of plagiarism, bringing unauthorised material into exams, submitting false requests for alternative exams or special consideration, or any other form, is a breach of this trust. Cheating also subverts the aims and value of students' studies.

Refer to Good Academic Practice for further information. These principles apply to: all written reports, assignments, projects, journals and related papers any examinations, and any other assessable items required to complete a subject or course.

Statement on UTS email account Email from the University to a student will only be sent to the student's UTS email address. Email sent from a student to the University must be sent from the student's UTS email address. University staff will not respond to email from any other email accounts for currently enrolled students.

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