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Unit of study_

IBUS6020: Enterprise Management in China

This unit focuses on China's globalising business environment from an enterprise perspective by analysing the way in which enterprises are embedded in a dynamic economic, legal and political environment and the consequences that arise for enterprise management and entrepreneurship. The unit combines theoretical analysis of the interrelationship of markets, firms and institutions with detailed, practical case studies of domestic and transnational business activities. Students are able to familiarise themselves with different types of enterprises including the local private sector, state-owned enterprises and foreign-owned enterprises operating in China as well as Chinese enterprises expanding into global markets through joint ventures, strategic alliances and mergers and acquisitions.

Details

Academic unit International Business
Unit code IBUS6020
Unit name Enterprise Management in China
Session, year
? 
Semester 1, 2020
Attendance mode Normal day
Location Camperdown/Darlington, Sydney
Credit points 6

Enrolment rules

Prohibitions
? 
CHSC6902
Prerequisites
? 
None
Corequisites
? 
None
Available to study abroad and exchange students

Yes

Teaching staff and contact details

Coordinator Robert Jack, r.jack@sydney.edu.au
Type Description Weight Due Length
Final exam Final exam
Written exam
50% Formal exam period 2 hours
Outcomes assessed: LO1 LO2 LO3 LO4 LO5 LO6
Assignment group assignment Group case project
Written report
50% Week 11
Due date: 22 May 2020 at 17:00

Closing date: 25 May 2020
3000 words
Outcomes assessed: LO1 LO2 LO3 LO4 LO5 LO6
group assignment = group assignment ?

 

  • Group case project: The group project over the course of the semester for which each group will analyse one specific Chinese enterprise which has invested in Australia or overseas. The aim of the group project is to familiarise you with the globalisation of Chinese companies by studying a real-life example of a Chinese company entering an overseas market through investment. Our analytical approach uses Mike Peng’s ‘strategic tripod’ which differentiates between three types of strategies that apply to both parent companies and subsidiaries, namely a market or industry strategy, a firm or resources strategy and an institutional strategy. 
  • Final exam: This exam is designed to test your knowledge of the subject and your ability to demonstrate an understanding of the major topics covered in the unit. For the final exam you will be able to draw on the core readings and the case work you have done.

Detailed information for each assessment can be found on Canvas.

Assessment criteria

The University awards common result grades, set out in the Coursework Policy 2014 (Schedule 1).

As a general guide, a high distinction indicates work of an exceptional standard, a distinction a very high standard, a credit a good standard, and a pass an acceptable standard.

Result name

Mark range

Description

High distinction

85 - 100

Awarded when you demonstrate the learning outcomes for the unit at an exceptional standard, as defined by grade descriptors or exemplars outlined by your faculty or school. 

Distinction

75 - 84

Awarded when you demonstrate the learning outcomes for the unit at a very high standard, as defined by grade descriptors or exemplars outlined by your faculty or school.

Credit

65 - 74

Awarded when you demonstrate the learning outcomes for the unit at a good standard, as defined by grade descriptors or exemplars outlined by your faculty or school.

Pass

50 - 64

Awarded when you demonstrate the learning outcomes for the unit at an acceptable standard, as defined by grade descriptors or exemplars outlined by your faculty or school. 

Fail

0 - 49

When you don’t meet the learning outcomes of the unit to a satisfactory standard.

For more information see sydney.edu.au/students/guide-to-grades.

Late submission

In accordance with University policy, these penalties apply when written work is submitted after 11:59pm on the due date:

  • Deduction of 5% of the maximum mark for each calendar day after the due date.
  • After ten calendar days late, a mark of zero will be awarded.

Special consideration

If you experience short-term circumstances beyond your control, such as illness, injury or misadventure or if you have essential commitments which impact your preparation or performance in an assessment, you may be eligible for special consideration or special arrangements.

Academic integrity

The Current Student website provides information on academic honesty, academic dishonesty, and the resources available to all students.

The University expects students and staff to act ethically and honestly and will treat all allegations of academic dishonesty or plagiarism seriously.

We use similarity detection software to detect potential instances of plagiarism or other forms of academic dishonesty. If such matches indicate evidence of plagiarism or other forms of dishonesty, your teacher is required to report your work for further investigation.

WK Topic Learning activity Learning outcomes
Week 01 Introduction and course overview - Peng's strategic tripod; firm resources and capabilities; five forces of competitive advantage Lecture (3 hr)  
Week 02 Chinese business history & enterprise management - A brief review of Chinese business history and its long-lasting impact on many aspects of contemporary Chinese business and management Lecture (3 hr)  
Week 03 Formal institutions & business management in China - How formal political and economic institutions shape business and management in China Lecture (3 hr)  
Week 04 Informal institutions & business management in China - How informal social and cultural institutions shape business and management in China Lecture (3 hr)  
Week 05 No classes this week because of the Easter break Individual study (3 hr)  
Week 07 Chinese domestic firms - SOEs, TVEs, POEs; FIEs in China - WFOEs, EJVs, CJVS Lecture (3 hr)  
Week 08 Business & management in HK & Taiwan - A review and comparison of business and management in HK and Taiwan Lecture (3 hr)  
Week 09 China’s FDI – manufacturing & service sectors - Historical evolution of outward investment from the manufacturing sector. Development of outward investment from the service sector Lecture (3 hr)  
Week 10 Management of overseas operations & integration in global value chains - Relations with HQ and the extent of subsidiary autonomy Lecture (3 hr)  
Week 11 ODI, deglobalisation & the vantage point approach - Vantage point framework explores the complementarities between public, industrial, and business policy and how this creates an original value path orchestrating both domestic and foreign resources. Lecture (3 hr)  
Week 12 CSR, IR & HRM in Chinese firms - How is HR managed; how do Chinese MNEs approach industrial relations; how do they develop corporate social responsibility Lecture (3 hr)  
Week 13 Final lecture & revision - Review and feedback, final exam preparation Lecture (3 hr)  

Attendance and class requirements

Lecture recordings: All lectures  are recorded and will be available on Canvas for student use. Please note the Business School does not own the system and cannot guarantee that the system will operate or that every class will be recorded. Students should ensure they attend and participate in all classes.

Study commitment

Typically, there is a minimum expectation of 1.5-2 hours of student effort per week per credit point for units of study offered over a full semester. For a 6 credit point unit, this equates to roughly 120-150 hours of student effort in total.

Required readings

There is no prescribed textbook for this unit.  Student will be allocated weekly readings 

Learning outcomes are what students know, understand and are able to do on completion of a unit of study. They are aligned with the University’s graduate qualities and are assessed as part of the curriculum.

At the completion of this unit, you should be able to:

  • LO1. demonstrate an understanding of the key institutional features of the globalising Chinese economy at the enterprise level
  • LO2. evaluate contemporary developments in China’s market economy and their impact on different types of enterprises
  • LO3. apply the conceptual tools of International Business Studies to the Chinese business environment
  • LO4. apply analytic skills to real-life management issues and communicate the results to a professional audience
  • LO5. work in small teams in presenting management solutions to enterprise stakeholders
  • LO6. demonstrate critical reflection on the link between institutions and management and how this link defines your ethical and social responsibility.

Graduate qualities

The graduate qualities are the qualities and skills that all University of Sydney graduates must demonstrate on successful completion of an award course. As a future Sydney graduate, the set of qualities have been designed to equip you for the contemporary world.

GQ1 Depth of disciplinary expertise

Deep disciplinary expertise is the ability to integrate and rigorously apply knowledge, understanding and skills of a recognised discipline defined by scholarly activity, as well as familiarity with evolving practice of the discipline.

GQ2 Critical thinking and problem solving

Critical thinking and problem solving are the questioning of ideas, evidence and assumptions in order to propose and evaluate hypotheses or alternative arguments before formulating a conclusion or a solution to an identified problem.

GQ3 Oral and written communication

Effective communication, in both oral and written form, is the clear exchange of meaning in a manner that is appropriate to audience and context.

GQ4 Information and digital literacy

Information and digital literacy is the ability to locate, interpret, evaluate, manage, adapt, integrate, create and convey information using appropriate resources, tools and strategies.

GQ5 Inventiveness

Generating novel ideas and solutions.

GQ6 Cultural competence

Cultural Competence is the ability to actively, ethically, respectfully, and successfully engage across and between cultures. In the Australian context, this includes and celebrates Aboriginal and Torres Strait Islander cultures, knowledge systems, and a mature understanding of contemporary issues.

GQ7 Interdisciplinary effectiveness

Interdisciplinary effectiveness is the integration and synthesis of multiple viewpoints and practices, working effectively across disciplinary boundaries.

GQ8 Integrated professional, ethical, and personal identity

An integrated professional, ethical and personal identity is understanding the interaction between one’s personal and professional selves in an ethical context.

GQ9 Influence

Engaging others in a process, idea or vision.

Outcome map

Learning outcomes Graduate qualities
GQ1 GQ2 GQ3 GQ4 GQ5 GQ6 GQ7 GQ8 GQ9
Some changes have been made to the assessments since this unit was last offered.

Disclaimer

The University reserves the right to amend units of study or no longer offer certain units, including where there are low enrolment numbers.

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