STMGT200-19T (NET)

Global Business Management

15 Points

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Division of Management
School of Management and Marketing

Staff

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Convenor(s)

Lecturer(s)

Administrator(s)

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

Placement Coordinator(s)

Tutor(s)

: muhammad.rashid@waikato.ac.nz

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: nat.enright@waikato.ac.nz

You can contact staff by:

  • Calling +64 7 838 4466 select option 1, then enter the extension.
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Paper Description

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This paper focuses on the development of skills to analyse the macro and competitive environment for strategic issues and trends that provide opportunities/challenges for companies.It examines global megatrends and evaluates their impacts for business strategy, as these are the major disruptive forces that shape the prospects, competitive strategies and management of companies. Participants will conduct research to identify and evaluate the trends in specific countries and undertake analysis of the competitive environment as a key step in the strategy process. Topics include recognising the opportunities and strategies of internationalising SMEs and examining the strategies of multinationals and how the activities of these large players shape the competitive environment.

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Paper Structure

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Businesses operate in a global business environment which is always changing. This provides companies with potential opportunities as well as significant challenges. The paper is based on four parts, as follows:

Part 1 Fundamentals of global business management (week 1)

Introduction to course, purpose, learning objectives, topics and assessment.

Fundamentals of global business management, covers key concepts in international business, introduces the key players and examines the skills required of the global business manager.

Global megatrends, including globalisation and the rise (and limits to) global markets, anti-globalisation movements, digitisation of global business and the importance of environmental sustainability.

Part 2 Global business environment (weeks 2 & 3)

Challenges and changes in the international business environment at a regional or country level, using the PESTE framework as a guide. Our focus is on navigating political and economic change, and then managing cultural diversity and strategies to address technological shift and ecological sustainability by international companies. Lectures are supported by additional reading material, a group assignment using these frameworks, an online workshop.

Part 3 SMEs going global (week 4)

We compare the incremental 'stages' internationalisation model with the ‘born global’ or rapid approach to internationalisation. Then we present examples and models of New Zealand small to medium-sized enterprises (SMEs) and the different types of strategies employed to take advantage of international opportunities, overcome obstacles and to achieve competitiveness in global markets. This topic has an associated assignment looking at global strategy of a New Zealand SME.

Part 4 Global giants (week 5)

The focus of this week is on the activities, strategies and impacts of global giants – multinational enterprises (MNEs). MNE activity includes trade, foreign direct investment, mergers and alliances. Using the global strategy matrix we consider how four different approaches to international strategy differ in terms local responsiveness and global integration, and how these strategies influence coordination and configuration of international activities.We conclude with discussion on the impact of MNE activities, noting the strategic shifts in response to change but also how MNE strategies have shaped global industries.

Week 6 will involve review of key concepts, theories and frameworks presented in the course in preparation for the global business management quiz.

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Learning Outcomes

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Students who successfully complete the course should be able to:

  • 1. Identify global megatrends and evaluate their impacts for business strategy
    Linked to the following assessments:
  • 2. Describe and assess the trends and strategic issues in the global business environment at country, industry/sector level
    Linked to the following assessments:
  • 3. Evaluate and apply the strategies small to medium-sized enterprises adopt to take advantage of global opportunities
    Linked to the following assessments:
  • 4. Compare and contrast the strategies of multinationals and the impacts of their operations
    Linked to the following assessments:
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Assessment

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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. Global Business Environment Analysis - Group Report
9 Dec 2019
12:30 PM
30
  • Online: Submit through Moodle
2. Global Business Case Report
16 Dec 2019
12:30 PM
30
  • Online: Submit through Moodle
3. Online Discussion
20
  • Online: Moodle Forum Discussion
4. Global Business Management Quizzes
20
  • 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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Hill, C. W. L., Thomas, M., Wickramasekera R., MacKenzie, K., & Gordon, C. (2019). Global Business Today: Asia-Pacific Perspective (5th ed.). McGraw-Hill. E-book available at McGraw-Hill Connect. See Moodle for details.

Guillén, M.F. & Ontiveros, E. (2016). Chapter 1 Welcome to the 21st Century, In Global Turning Points: The Challenges for Business and Society in the 21st Century (2nd ed.). Cambridge University Press, chapters 1, 8 & 10.

Scott, A., & Scott-Kennel, J., (2014). Vista Entertainment Systems. In Scott-Kennel, J. & Akoorie, M. (eds.), Cases in international Business Strategy: A New Zealand Perspective, pp.137-151. Hamilton: MI Publishing.

Scott-Kennel, J. & Bateup, E. (2019). Vista Today. Unpublished case update.

Scott-Kennel, J. & Akoorie, M. E.M. (2013). International Business Strategy: A New Zealand Perspective, Hamilton: MI Publishing, Chapters 5, 6 & 9.

See Moodle and Waikato Reading Lists for other reading material, cases and videos by topic.

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Recommended Readings

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See Moodle for other reading material, cases and videos by topic.
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Online Support

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This paper is Moodle supported. Lecturer can be contacted via email joanna.scott-kennel@waikato.ac.nz
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Workload

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Students are expected to spend 150 hours on this paper.
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Linkages to Other Papers

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Prerequisite(s)

Prerequisite papers: STMGT101 or STMG191

Corequisite(s)

Equivalent(s)

Restriction(s)

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