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306346 (v.1) Dynamics of International Strategy 601
Area: | School of Management |
Credits: | 25.0 |
Contact Hours: | 3.0 |
Seminar: | 1 x 3 Hours Weekly |
Prerequisite(s): | 12285 (v.4) Global Business 650 or any previous version
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Co Requisite(s): | 5758 (v.6) International Management 675 or any previous version
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Syllabus: | This unit brings together the issues of global trade, commerce, finance, accounting, marketing, human resource management with a strategic perspective. Various paradigms and frameworks are viewed from a senior managerial point of view and this exploration of particular interest to those with a significant practical experience. |
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Unit Outcomes: | On completion of this unit students will have - Competency in understanding the conceptual frames in international management strategy. Competency in applying the concepts of international management strategy to real life organisations. Developing analytical skills through critical assignment writing and presentations. |
Texts and references listed below are for your information only and current as of September 30, 2003. Some units taught offshore are modified at selected locations. Please check with the unit coordinator for up-to-date information and approved offshore variations to unit information before finalising study and textbook purchases. |
Unit References: | Bhagat, R. S., Kedia, B. L., Harveston, P. D and Triandis, H. C. (2002), Cultural Variations in the Cross-Border transfer of Organisational Knowledge: An Integrative Framework, Academy of Management Review, vol. 27, no. 2, pp. 204 - 221 Burgelman, R. A.and Grove, A. S. (2001) Strategic Dissonance, California Management Review, vol. 38, no. 2, pp: 8 - 28. Calori et al (2000) Innovative International Strategies, Journal of World Business, vol, 35, no. 4, pp. 333-354. Chakravarthy, B., Lorange, P. and Cho Hee-Jae (2002) The Growth Imperative for Asian Firms, Nanyang Business Review, vol. 1, no. 1, pp. 69 - 76. Ghemawat, P. (2001) Distance Still Matters: The Hard Reality of Global Expansion, Harvard Business Review, September, pp. 137-147. Gupta, A, K.and Govinarajan, V. (2001) Converting Global Presence into Global Competitive Advantage, Academy of Management Executive, vol. 15, no. 2, pp. 45-56. Hart, S. (1997) Beyond Greening: Strategies for a Sustainable World, Harvard Business Review, vol. 75, no. 1, pp: 66 - 76. Harzing, A (2000) An Empirical Analysis and Extension of the Bartlett and Ghosal Typology of Multinational Companies, Journal of International Business Studies, vol. 31, no. 1, pp. 101-120. Jeanett, J. P (2002) Creating Global Business |
Unit Texts: | No prescribed texts. |
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Unit Assessment Breakdown: | Participation, critique on groupwork, discussion and other activities 10%. Research Presentation (Oral and Written summary) 20%. Take Home Case Study (substituting exam) 20%. Topic Log Book Reports (any five topics) 50%. This is by grade/mark assessment. |
Field of Education: | 80000 Management and Commerce (Broad Grouping) | HECS Band (if applicable): | 2 |
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Extent to which this unit or thesis utilises online information: | Informational | Result Type: | Grade/Mark |
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Availability
| Year | Location | Period | Internal | Area External | Central External | | 2004 | Bentley Campus | Semester 2 | Y | | |
Area
External | refers to external course/units run by the School or Department, offered online or through Web CT, or offered by research. |
Central
External | refers to external course/units run through the Curtin Bentley-based Distance Education Area |
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