International firms need to formulate company policies that take account of the fact that they manufacture, service, employ and market to or in countries with different laws, different beliefs and different levels of socio-economic development compared to a firms country of origin. This course examines the contextual, organisational and managerial issues associated with the operation of multinational firms. Interactions between contextual elements and management of an international enterprise will be studied from both theoretical and practical perspectives. The major topics that will be studied include international strategic planning and implementation in MNCs, strategies for international competition international production and outsourcing, international joint ventures and strategic alliances, organisational structure of MNCs, control in outsourcing, control in international operations, intra and inter-firm technology and knowledge management, cross-cultural negotiation and decision making, motivation and leadership in international management, international human resource management and international social and ethical responsibly of firms.

Learning Outcomes: On completion of the course students will:

• have a comprehensive understanding of the international strategic management process which top level management of multinational enterprises have to deal with;
• develop an ability to creatively apply knowledge from different approaches to strategic management issues and problems of multinational enterprises. This will incorporate a thorough understanding of the various international strategic management concepts and their practical application; and, 
• develop a keen practical awareness of and comprehensive understanding of the ever-growing relationships among philosophic roots and approaches for international strategic planning and implementation, strategies for value chain activity integration, international business strategies, structure of multinational enterprises, and human resource management orientations, and the role which culture plays in managing multinational enterprises.

Participation and contribution to class discussion 10%

• Case Study Presentation 10%
• Quiz 20%
• Essay 30%
• Final Examination 30%

At least three contact hours per week.

72 units including at least 48 units from Schedule 1.

with BUSN3020 International Business Management and BUSI3020 International Business Management.

Jiang, Fuming (ed.), 2008
International Strategic Management, North Ryde: Mcgraw Hill Custom Publishing

See course website

See course website

For further information please refer to the course website