INMGT517-19T (NET)

Current Issues in International Management

30 Points

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Division of Management
School of Management and Marketing

Staff

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Convenor(s)

Lecturer(s)

Administrator(s)

: helena.wang@waikato.ac.nz
: lori.jervis@waikato.ac.nz

Placement Coordinator(s)

Tutor(s)

Student Representative(s)

Lab Technician(s)

Librarian(s)

: nat.enright@waikato.ac.nz

You can contact staff by:

  • Calling +64 7 838 4466 select option 1, then enter the extension.
  • Extensions starting with 4, 5, 9 or 3 can also be direct dialled:
    • For extensions starting with 4: dial +64 7 838 extension.
    • For extensions starting with 5: dial +64 7 858 extension.
    • For extensions starting with 9: dial +64 7 837 extension.
    • For extensions starting with 3: dial +64 7 2620 + the last 3 digits of the extension e.g. 3123 = +64 7 262 0123.
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Paper Description

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The first part of the course focuses on the nature of globalisation, suggesting ‘globalisation is contentious issue/phenomena. A brief review of the fundamental drivers of globalisation is followed by studying the key arguments put forth by ‘globalists’ explaining why globalisation is good. The benefits of globalisation are discussed with reference to the ‘visible improvements’ observed in the Chinese and Indian economies. The section also discusses the anti-globalists arguments. This section concludes by considering the implications of increasing international movements of labour for the migrant receiving economy.

The second part of the course considers the development of the global economy and the corresponding emphasis on the ‘global mindset’ that is presumed to be associated with effective management of organisations operating in the global economy. This section highlights the nature and limitations of the ‘domestic mindset’. It argues for the development of a global mindset explaining how it enables the manager to understand market segments and business functions on a global basis. The section discusses the cognitive capabilities required of senior managers in multi-national corporations underscoring the challenges of managing across cultural and national boundaries.

The third part of the course considers the impact of national culture on the strategic behaviour of the firms and its managers. First, it examines the importance of national culture in explaining patterns of relationship in multi-national teams and extends a social networks perspective to multinational teams and organisations. Next, in light of the increased focus on global co-operation, cultural tendencies in negotiations are accessed to examine how national culture affects negotiating style of managers.

The final section covers the ethical aspects of doing business across national boundaries with a focus on the responsibility of the multinationals in developing countries. First, it considers whether business ethics are ‘universal’ such that there are ethical norms commonly recognized in all countries. Next, it examines whether we can distinguish different approaches to ethical issues across nations and the extent to which cultural dimensions can predict social responsibility values of top management team members. Overall, the section concludes by highlighting the new pressures for principled behaviour on a global scale to evaluate the correlation between ethical standards and economic success of global firms
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Paper Structure

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This is an online paper taught through moodle and panopto lecture videos.
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Learning Outcomes

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Students who successfully complete the course should be able to:

  • To understand consequences of globalisation and global events impacting international business activities
    Linked to the following assessments:
  • To recognise the ethical aspects of doing business across national boundaries with a focus on the responsibility of the multinationals in developing countries
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  • To understand the importance of a ‘global-mindset’ and the need for global competencies amongst managers
    Linked to the following assessments:
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Assessment

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You are expected to link theory to practical ideas in all assignments. Critical view of both the practice and the ideas in the literature is expected of all year 5 assignments.

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Assessment Components

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The internal assessment/exam ratio (as stated in the University Calendar) is 100:0. There is no final exam. The final exam makes up 0% of the overall mark.

The internal assessment/exam ratio (as stated in the University Calendar) is 100:0 or 0:0, whichever is more favourable for the student. The final exam makes up either 0% or 0% of the overall mark.

Component DescriptionDue Date TimePercentage of overall markSubmission MethodCompulsory
1. Online discussion 1 - Globalisation and Recent global events (Group)
20 Nov 2019
5:00 PM
20
  • Online: Moodle Forum Discussion
2. Online Class engagement : This is interesting (Group)
20 Dec 2019
5:00 PM
20
  • Online: Moodle Forum Discussion
3. Elective Assignment
Average of Best ( 1 )
30
  • Online: Submit through Moodle
4.  Assignment 1 - Strategic plan: developing global competitiveness
6 Dec 2019
5:30 PM
-
  • Online: Submit through Moodle
5. Assignment 3 - Literature review MNC- CSR
20 Dec 2019
11:30 PM
-
  • Online: Submit through Moodle
6. Assignment 2 - International Joint Venture
13 Dec 2019
5:00 PM
30
  • Online: Submit through Moodle
Assessment Total:     100    
Failing to complete a compulsory assessment component of a paper will result in an IC grade
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Required and Recommended Readings

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Required Readings

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https://waikato.rl.talis.com/lists/247BC4E7-B80A-AD2B-266C-255542F97D21.html
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Online Support

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You may contact the course convener for necessary support on moodle
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Workload

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The estimated workload for this paper is

Reading papers and chapters, preparation of study notes to support assignments as being approximately 240 to 300 hours in total

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Linkages to Other Papers

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Prerequisite(s)

Prerequisite papers: STMG311 or INMG311

Corequisite(s)

Equivalent(s)

Restriction(s)

Restricted papers: MINT517, STMG517, INMG517

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