MGMT1101 Global Business Environment - 2019

Term 2
6 Units of Credit
On Campus
This course outline is for the current semester. To view outlines from other years and/or semesters, visit the archives

1. Course Details

Summary of Course

​This course examines key global environmental factors and issues impacting on the development of international business. Major topics include: globalisation of business; national differences in the political, social and legal environment, political and country risk; cultural differences and their impact on international business; ethical issues in international business; international trade issues; theory and politics of foreign direct investment; international competitiveness; the internationalisation of business activities and the development of multinational enterprises; foreign exchange markets; the international monetary system and development of the global capital market.  

Teaching Times and Locations

Please note that teaching times and locations are subject to change. Students are strongly advised to refer to the Class Timetable website for the most up-to-date teaching times and locations.

View course timetable

Course Policies & Support

Course Aims and Relationship to Other Courses

​This Course is designed to be an introduction to international business. It is one of the eight flexible core courses for the BCom degree and the first compulsory course for the International Business major. International Business can be taken as a single major or co-major in the Bachelor of Commerce and a co-major in the Bachelor of Economics. It is also offered to students majoring in International Business as part of a Bachelor of Arts/Bachelor of Social Science.

The aim of this course is to help students develop the ability to evaluate the impact of key business environmental factors on multinational firms and how these firms should respond to them. Students majoring in International Business will go on to take MGMT2101 (International Business and Multinational Operations) and MGMT3101 (International Business Strategy) in their second and third year of study.

More specifically, the aims of this Course are:

  • To introduce students to the nature of international business and the internationalised firm;
  • To analyse trends and changes in the current global business environment and debate the impact of globalisation;
  • To show how international business is affected by the many different types of environments (i.e. economic, political, social, cultural, financial, technological) in which it operates;
  • To discuss the relevance of international institutions, governments and non-governmental organisations to international business; and
  • To analyse multinational firms’ responses to threats and opportunities in the global business environment.

2. Staff Contact Details

Position Title Name Email Location Phone Consultation Times
Lecturer-in-chargeAProfSteven LuiRoom 556, Business School Building+61 9385 7139By Appointment

3. Learning and Teaching Activities

Approach to Learning and Teaching in the Course

​This course has been designed to provide a supportive context for independent learning. As well as guiding students through the different topics of the course, teaching staff aim to assist students to ‘learn how to learn’ in a university environment. The structure of the course enables students to apply the international business theories and concepts they learn in lectures and the textbook to actual problems and real-life business situations.  

Learning Activities and Teaching Strategies

Lectures do not simply reiterate material covered in the text but aim to extend it, and provide a more detailed and sophisticated analysis of both theoretical concepts and applied materials. In order to make the most out of lectures, the reading of textbook chapters should be completed prior to the lecture.  

5. Course Resources

The textbook for this course is:

​Hill, C., Hult, T., Wickramasekera, R., Liesch, P., & Mackenzie, K. (2017). Global Business Today. Asia-Pacific Perspective. 4th Edition. McGraw-Hill.

You can purchase a hard copy of the textbook from the university bookstore. Alternatively, you can purchase a digital copy of the textbook from the McGraw Hill Education Connect Platform.  

The reading required for each week is detailed in the course schedule. Students should come to the class having completed at least the essential reading in the textbook.

6. Course Evaluation & Development

Feedback is regularly sought from students and continual improvements are made based on this feedback. At the end of this course, you will be asked to complete the myExperience survey, which provides a key source of student evaluative feedback. Your input into this quality enhancement process is extremely valuable in assisting us to meet the needs of our students and provide an effective and enriching learning experience. The results of all surveys are carefully considered and do lead to action towards enhancing educational quality.

​Feedback from previous students indicated that they value tackling immediate business problems and practising interactive skills in a supportive environment. As a result of this feedback, we have scheduled memo questions that require students to perceive themselves as a new recruit in a multinational firm, and have asked students to facilitate discussion during tutorials.

7. Course Schedule

Note: for more information on the UNSW academic calendar and key dates including study period, exam, supplementary exam and result release, please visit:
Week Activity Topic Assessment/Other
Week 1: June 4/5Lecture

Course overview and multinational firms in a globalised world

Lecture readings: Chapter 1; pp. 88-91; Chapter 11



1. Getting to know each other 2. Explaining expectation on group presentation and memos 3. Explaining marking criteria 4. Form presentation and discussion groups

Memo Question: As a new recruit of a multinational enterprise based in Australia, why do you think international business is important to the company, and what are the key challenges we face in conducting international business?

Week 2: June 11/12Lecture

State vs. firm? The political and legal environment

Lecture readings: Chapter 6


Group Presentation: Discuss the underlying logic of the Uppsala model (textbook, pp. 88-91) by drawing on an actual company’s internationalisation process. Does this model explain the ‘born-global’ phenomenon well? Why/why not? Use an example of a born-global company in your explanation.

Memo Question: The company has developed some valuable and innovative medical products and now wants to enter China or the U.K. Which of the two countries would you recommend? Once you have decided on a country, what entry mode would you suggest for the company? Briefly discuss your recommendations.

Week 3: June 18/19Lecture

Does size matter? The economic environment

Lecture readings: Chapter 7


Group Presentation:

Multinational companies have always paid careful attention to political risk in developing markets. (1) Give examples showing how this is important in developing markets; (2) To what extent should MNEs monitor political risks in developed markets? (Background reading: Risky Business. The Economist: Sep 17, 2016, p. 59, link provided in lecture note)

Memo Question:

Contractual disputes are common in international business. What factors should the company consider to minimise legal risks involved in signing a contract with a foreign firm?

Week 4: June 25/26Lecture

When in Rome: The socio-cultural environment

Lecture readings: Chapter 5


Group Presentation: There are several macro-economic indicators MNEs use to evaluate the economic environment of a foreign country/market. These indicators include GDP, inflation, unemployment, government deficit, and many others. How useful are these indicators in assessing a country’s economic attractiveness?

Memo Question: The company is considering establishing a plant in Brazil to produce cars for the local Brazilian market. Would you recommend the company’s investment in the country, given Brazil’s economic indicators? Why/why not? (Background reading: pp. 342-345)

Week 5: July 2/3Lecture

Digital divides? Technology diffusion and innovation

Lecture readings: pp. 20-23; 278-281; 536-541


Group Presentation:

Describe some cultural frameworks commonly used in academic research. Which framework do you think is most useful for international business? Use some real-life business examples to illustrate in your presentation.

Memo Question:

The company is soon scheduled to meet and negotiate with its potential foreign partner in a Middle Eastern country. What cultural aspects do you recommend that the company consider for its initial negotiation meeting with the partner? Briefly justify your recommendation.

Week 6: July 9/10Lecture

Money makes the world go round: foreign exchange

Lecture readings: Chapter 4


Group Presentation:

Briefly explain three recent innovations that you consider will change the business world in the near future. Elaborate on how they will impact on businesses.

Memo Question:

The company is looking into its medical products again (Week 2 memo). To what extent do you think that multilateral efforts (e.g., TRIPS, WIPO, etc.) are effective in protecting our intellectual properties? What are the best ways to protect our intellectual assets?

Week 7: July 16/17Lecture

International trade policy: WTO and regional economic integration

Lecture readings: Chapter 3


Group Presentation: The recent Eurozone crisis has been mainly attributed to the design and management of the euro (pp. 186-187). (1) Identify flaws in the single currency’s design/management. (2) Given referendums (e.g., Brexit) by some member countries on their exit from EU, critically evaluate the sustainability of the regionally integrated market.

Memo Question:

The company is selling a piece of equipment to a buyer in India. The sale is for immediate delivery, but payment will only be due in 30 days time. What financial risks should we consider before deciding whether to go ahead with the sale? How to best protect ourselves? With this analysis, should we go ahead with the sale?

Week 8: July 23/24Lecture

The New Wild West? Doing business in transitional markets

Lecture readings: pp. 325-336


Group Presentation: Given the popular support of the “American First” campaign put forward by the Trump Administration, critically re-evaluate the costs and benefits of trade protectionism.

Memo Question: The company plans to export our honey products to France. Given France is part of EU/Eurozone, would you recommend exporting to this regionally integrated market? Why/why not? Highlight pros and cons of exporting to this market in your answer.

Week 9: July 30/31Lecture

Corporate responsibility for international business

Lecture readings: Chapter 8


Group Presentation: Some transition economies have been more successful than others in their transition to a market economy. Select one successful and one less successful economy. Compare and contrast them by identifying and explaining factors that have led to their success or failure.

Memo Question: We are thinking about expanding our business to Vietnam, and we are concerned about its status as a Transition Economy. Is it still risky to do business there after such a long period of economic reform? What should we watch out for when doing business in Vietnam?

Week 10: August 6/7Lecture

Course review



Group Presentation:

What are some important ethical dilemmas that MNEs face? How do MNEs deal with ethical dilemmas? Illustrate with examples.

Memo Question:

The new CEO is rethinking the practice that the company only works with Thai contractors who adopt rigorous environmental protection measures, which are not required by the Thai government. This practice increases our operating cost and makes us non-competitive. Convince the new CEO whether we should continue or discontinue this practice.

8. Policies and Support

Information about UNSW Business School protocols, University policies, student responsibilities and education quality and support.

Program Learning Outcomes

The Business School places knowledge and capabilities at the core of its curriculum via seven Program Learning Outcomes (PLOs). These PLOs are systematically embedded and developed across the duration of all coursework programs in the Business School.

PLOs embody the knowledge, skills and capabilities that are taught, practised and assessed within each Business School program. They articulate what you should know and be able to do upon successful completion of your degree.

Upon graduation, you should have a high level of specialised business knowledge and capacity for responsible business thinking, underpinned by ethical professional practice. You should be able to harness, manage and communicate business information effectively and work collaboratively with others. You should be an experienced problem-solver and critical thinker, with a global perspective, cultural competence and the potential for innovative leadership.

All UNSW programs and courses are designed to assess the attainment of program and/or course level learning outcomes, as required by the UNSW Assessment Design Procedure. It is important that you become familiar with the Business School PLOs, as they constitute the framework which informs and shapes the components and assessments of the courses within your program of study.

PLO 1: Business knowledge

Students will make informed and effective selection and application of knowledge in a discipline or profession, in the contexts of local and global business.

PLO 2: Problem solving

Students will define and address business problems, and propose effective evidence-based solutions, through the application of rigorous analysis and critical thinking.

PLO 3: Business communication

Students will harness, manage and communicate business information effectively using multiple forms of communication across different channels.

PLO 4: Teamwork

Students will interact and collaborate effectively with others to achieve a common business purpose or fulfil a common business project, and reflect critically on the process and the outcomes.

PLO 5: Responsible business practice

Students will develop and be committed to responsible business thinking and approaches, which are underpinned by ethical professional practice and sustainability considerations.

PLO 6: Global and cultural competence

Students will be aware of business systems in the wider world and actively committed to recognise and respect the cultural norms, beliefs and values of others, and will apply this knowledge to interact, communicate and work effectively in diverse environments.

PLO 7: Leadership development

Students will develop the capacity to take initiative, encourage forward thinking and bring about innovation, while effectively influencing others to achieve desired results.

These PLOs relate to undergraduate and postgraduate coursework programs.  Separate PLOs for honours and postgraduate research programs are included under 'Related Documents'.

Business School course outlines provide detailed information for students on how the course learning outcomes, learning activities, and assessment/s contribute to the development of Program Learning Outcomes.



UNSW Graduate Capabilities

The Business School PLOs also incorporate UNSW graduate capabilities, a set of generic abilities and skills that all students are expected to achieve by graduation. These capabilities articulate the University’s institutional values, as well as future employer expectations.

UNSW Graduate CapabilitiesBusiness School PLOs
Scholars capable of independent and collaborative enquiry, rigorous in their analysis, critique and reflection, and able to innovate by applying their knowledge and skills to the solution of novel as well as routine problems.
  • PLO 1: Business knowledge
  • PLO 2: Problem solving
  • PLO 3: Business communication
  • PLO 4: Teamwork
  • PLO 7: Leadership development

Entrepreneurial leaders capable of initiating and embracing innovation and change, as well as engaging and enabling others to contribute to change
  • PLO 1: Business knowledge
  • PLO 2: Problem solving
  • PLO 3: Business communication
  • PLO 4: Teamwork
  • PLO 6: Global and cultural competence
  • PLO 7: Leadership development

Professionals capable of ethical, self-directed practice and independent lifelong learning
  • PLO 1: Business knowledge
  • PLO 2: Problem solving
  • PLO 3: Business communication
  • PLO 5: Responsible business practice

Global citizens who are culturally adept and capable of respecting diversity and acting in a socially just and responsible way.
  • PLO 1: Business knowledge
  • PLO 2: Problem solving
  • PLO 3: Business communication
  • PLO 4: Teamwork
  • PLO 5: Responsible business practice
  • PLO 6: Global and cultural competence

While our programs are designed to provide coverage of all PLOs and graduate capabilities, they also provide you with a great deal of choice and flexibility.  The Business School strongly advises you to choose a range of courses that assist your development against the seven PLOs and four graduate capabilities, and to keep a record of your achievements as part of your portfolio. You can use a portfolio as evidence in employment applications as well as a reference for work or further study. For support with selecting your courses contact the UNSW Business School Student Centre.

Academic Integrity and Plagiarism

Academic Integrity is honest and responsible scholarship. This form of ethical scholarship is highly valued at UNSW. Terms like Academic Integrity, misconduct, referencing, conventions, plagiarism, academic practices, citations and evidence based learning are all considered basic concepts that successful university students understand. Learning how to communicate original ideas, refer sources, work independently, and report results accurately and honestly are skills that you will be able to carry beyond your studies.

The definition of academic misconduct is broad. It covers practices such as cheating, copying and using another person’s work without appropriate acknowledgement. Incidents of academic misconduct may have serious consequences for students.


UNSW regards plagiarism as a form of academic misconduct. UNSW has very strict rules regarding plagiarism. Plagiarism at UNSW is using the words or ideas of others and passing them off as your own. All Schools in the Business School have a Student Ethics Officer who will investigate incidents of plagiarism and may result in a student’s name being placed on the Plagiarism and Student Misconduct Registers.

Below are examples of plagiarism including self-plagiarism:

Copying: Using the same or very similar words to the original text or idea without acknowledging the source or using quotation marks. This includes copying materials, ideas or concepts from a book, article, report or other written document, presentation, composition, artwork, design, drawing, circuitry, computer program or software, website, internet, other electronic resource, or another person's assignment, without appropriate acknowledgement of authorship.

Inappropriate Paraphrasing: Changing a few words and phrases while mostly retaining the original structure and/or progression of ideas of the original, and information without acknowledgement. This also applies in presentations where someone paraphrases another’s ideas or words without credit and to piecing together quotes and paraphrases into a new whole, without appropriate referencing.

Collusion: Presenting work as independent work when it has been produced in whole or part in collusion with other people. Collusion includes:

  • Students providing their work to another student before the due date, or for the purpose of them plagiarising at any time
  • Paying another person to perform an academic task and passing it off as your own
  • Stealing or acquiring another person’s academic work and copying it
  • Offering to complete another person’s work or seeking payment for completing academic work

Collusion should not be confused with academic collaboration (i.e., shared contribution towards a group task).

Inappropriate Citation: Citing sources which have not been read, without acknowledging the 'secondary' source from which knowledge of them has been obtained.

Self-Plagiarism: ‘Self-plagiarism’ occurs where an author republishes their own previously written work and presents it as new findings without referencing the earlier work, either in its entirety or partially. Self-plagiarism is also referred to as 'recycling', 'duplication', or 'multiple submissions of research findings' without disclosure. In the student context, self-plagiarism includes re-using parts of, or all of, a body of work that has already been submitted for assessment without proper citation.

To see if you understand plagiarism, do this short quiz:


The University also regards cheating as a form of academic misconduct. Cheating is knowingly submitting the work of others as their own and includes contract cheating (work produced by an external agent or third party that is submitted under the pretences of being a student’s original piece of work). Cheating is not acceptable at UNSW.

If you need to revise or clarify any terms associated with academic integrity you should explore the 'Working with Academic Integrity' self-paced lessons available at:

For UNSW policies, penalties, and information to help you avoid plagiarism see: as well as the guidelines in the online ELISE tutorials for all new UNSW students: For information on student conduct see:

For information on how to acknowledge your sources and reference correctly, see: If you are unsure what referencing style to use in this course, you should ask the lecturer in charge.

Student Responsibilities and Conduct

Students are expected to be familiar with and adhere to university policies in relation to class attendance and general conduct and behaviour, including maintaining a safe, respectful environment; and to understand their obligations in relation to workload, assessment and keeping informed.

Information and policies on these topics can be found on the 'Managing your Program' website.


It is expected that you will spend at least ten to twelve hours per week studying for a course except for Summer Term courses which have a minimum weekly workload of twenty to twenty four hours. This time should be made up of reading, research, working on exercises and problems, online activities and attending classes. In periods where you need to complete assignments or prepare for examinations, the workload may be greater. Over-commitment has been a cause of failure for many students. You should take the required workload into account when planning how to balance study with employment and other activities.

We strongly encourage you to connect with your Moodle course websites in the first week of semester. Local and international research indicates that students who engage early and often with their course website are more likely to pass their course.

View more information on expected workload


Your regular and punctual attendance at lectures and seminars or in online learning activities is expected in this course. The Business School reserves the right to refuse final assessment to those students who attend less than 80% of scheduled classes where attendance and participation is required as part of the learning process (e.g., tutorials, flipped classroom sessions, seminars, labs, etc.).

View more information on attendance

General Conduct and Behaviour

You are expected to conduct yourself with consideration and respect for the needs of your fellow students and teaching staff. Conduct which unduly disrupts or interferes with a class, such as ringing or talking on mobile phones, is not acceptable and students may be asked to leave the class.

View more information on student conduct

Health and Safety

UNSW Policy requires each person to work safely and responsibly, in order to avoid personal injury and to protect the safety of others.

View more information on Health and Safety

Keeping Informed

You should take note of all announcements made in lectures, tutorials or on the course web site. From time to time, the University will send important announcements to your university e-mail address without providing you with a paper copy. You will be deemed to have received this information. It is also your responsibility to keep the University informed of all changes to your contact details.

Student Support and Resources

The University and the Business School provide a wide range of support services and resources for students, including:

Business School EQS Consultation Program
The Consultation Program offers academic writing, literacy and numeracy consultations, study skills, exam preparation for Business students. Services include workshops, online resources, individual and group consultations.
Level 1, Room 1035, Quadrangle Building.
02 9385 4508

Communication Resources
The Business School Communication and Academic Support programs provide online modules, communication workshops and additional online resources to assist you in developing your academic writing.

Business School Student Centre
The Business School Student Centre provides advice and direction on all aspects of admission, enrolment and graduation.
Level 1, Room 1028 in the Quadrangle Building
02 9385 3189

UNSW Learning Centre
The UNSW Learning Centre provides academic skills support services, including workshops and resources, for all UNSW students. See their website for details.
Lower Ground Floor, North Wing Chancellery Building.
02 9385 2060

Educational Support Service
Educational Support Advisors work with all students to promote the development of skills needed to succeed at university, whilst also providing personal support throughout the process. Check their website to request an appointment or to register in the Academic Success Program.
John Goodsell Building, Ground Floor.
02 9385 4734

Library services and facilities for students
The UNSW Library offers a range of collections, services and facilities both on-campus and online.
Main Library, F21.
02 9385 2650

Moodle eLearning Support
Moodle is the University’s learning management system. You should ensure that you log into Moodle regularly.
02 9385 3331

UNSW IT provides support and services for students such as password access, email services, wireless services and technical support.
UNSW Library Annexe (Ground floor).
02 9385 1333

Disability Support Services
UNSW Disability Support Services provides assistance to students who are trying to manage the demands of university as well as a health condition, learning disability or who have personal circumstances that are having an impact on their studies. Disability Advisers can arrange to put in place services and educational adjustments to make things more manageable so that students are able to complete their course requirements. To receive educational adjustments for disability support, students must first register with Disability Services.
Ground Floor, John Goodsell Building.
02 9385 4734

UNSW Counselling and Psychological Services
Provides support and services if you need help with your personal life, getting your academic life back on track or just want to know how to stay safe, including free, confidential counselling.
Level 2, East Wing, Quadrangle Building.
02 9385 5418

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