UUM COLLEGE OF LAW, GOVERNMENT & INTERNATIONAL STUDIES
UNIVERSITI UTARA MALAYSIA
No. Information on Course
1. Course Name : INTERNATIONAL BUSINESS MANAGEMENT SEMINAR
2. Course Code: GFMA3093
3. Name(s) of Academic Staff: DR MOHD NAJIB MANSOR
4. Rationale for the inclusion of the course in the program:
This is one of the compulsory core courses for BIBM program.
5. Semester/Year Offered: 7/4
6. Total Student Learning Face to face Online SLPA TLT
Learning
Time (SLT)
TL T P SCL/O A OL OA
TL = Traditional Lecture
T = Tutorial
P = Practical
SCL/O = Student Cantered
Learning/Others
A = Assessment 20 0 0 18 3.25 4 0 74.75 120
OL= Online Learning
OA = Online Assessment
SLPA= Self Learning
Preparation and Assessment
TLT = Total Learning Time
7. Credit Value: 3
8. Pre-requisite (if any):
INTERNATIONAL BUSINESS AND FINAL YEAR STUDENT
1
9. Objective(s) of Course:
Students are expected to:
1. Acquire knowledge on how firms participating in international business environment
position themselves when faced with issues and challenges and the strategies taken to
acquire competitive advantage.
2. Understand the underlying global philosophy in relations to the actions taken by firms
when faced with issues and challenges in international business environment.
10. Course Learning Outcomes:
Upon completion of the course, students are able to:
1. Illustrate the nature of the global business, competitive advantage and the key
forces that drive globalization. (C2)
2. Demonstrate knowledge on how national differences and risks affects international
business operations and appreciate the complexities of the global-local dilemma.
(C3)
3. Describe the current scenario and issues facing practitioners on firms engaged in
international business activities. (C5, P1)
4. Explain on how firms take actions in relations to issues and challenges when
participating in international business environment. (C5, P2)
11. Transferable Skills:
Writing, communication, critical thinking, analytical, teamwork and public speaking skills.
12. Teaching-learning and assessment strategy:
Mixed method between student-centred and teacher-centred. For the assessment
strategy, it is a continuous assessment.
13. Synopsis:
The main aim of this course is to provide students with the exposure of management issues
and challenges surrounding firms involved in international business operations. This
includes issues on topics encompassing core competencies, strategies, risks and
uncertainties, emerging markets, culture and local MNCs. At the end of the course, students
should be able to discuss important issues and challenges confronting practitioners in
multinational firms with increased awareness, confidence and competence.
14. Mode of Delivery:
Traditional Lectures, Student Centred Learning and Online Learning.
2
15. Assessment Methods and Types:
Coursework (100%)
● Service Learning (SULAM) 40%
● Problem Statement, Design & Development (10%)
● Program Implementation (10%)
● Final Report, Evaluation & Short Video (20%)
● Forum/ Debate 20%
● Mid-term Exam 15%
● Quiz 10%
● Presentation 10%
● Teamwork (Group Participation) 5%
16. Program Aims
Program Aims Course Learning Outcomes
1 2 3 4 5
The aims of the Bachelor of International
Business Management (Honours)
programme are to provide students with
concepts, theoretical framework and
analytical instruments required to
understand international business
environment and strategies, equip
students with practical exposures of
international business activities in
2 2 3 3 3
accordance with the national higher
education aspirations as well as to
prepare graduates with competencies to
enable them to secure positions in
multinational corporations, non-
governmental organizations (NGO’s) and
government agencies.
17. Mapping of the course/module to the Programme Learning Outcomes
Course Learning Outcomes
Programme Learning Outcomes
1 2 3 4 5
3
An ability to understand knowledge,
√
theories, essential facts, concepts,
principles, best practices and standards
relating to IB.
An ability to apply theories, concepts
√
and techniques regarding international
business policies, regulations and
operations.
An ability to incorporate social
√
responsibilities pertaining to both
domestic and international business
environment.
An ability to demonstrate business
professionalism, values and attitudes in
accordance to diverse cultural values,
ethical and legal principles.
An ability to function effectively in multi-
√
cultural teams and to become dynamic
leaders in the creation of high
performing workforces.
An ability to critically analyse and solve
√
managerial problems and challenges
that are related to global business
environment.
An ability to practice information
√
management skills and engage in
continuing professional development
and lifelong learning.
An ability to manage and plan business
√ √
models and international business
strategies that is competitive in the
global business environment.
18. Content outline of the course/module and the SLT per topic
Face to Face
Learning O
Topic SL TLT
Outcomes SCL/ L
L T P
O
1.0 Understanding Core Competencies
1.1 Analysis of Global Organization 1,2 2 2 1 6 11
1.2 Internal and external Analysis
1.3 Resources, Competencies, and
4
Capabilities
1.4 Sustainable Competitive Advantage
1.5 Global Value Chain Analysis
2.0 Business Strategies
2.1 Strategic Planning 1, 2 3 2 .5 6 11.5
2.2 Strategy in International Context
2.3 Sources of Competitive Advantage
2.4 The IR Framework
2.5 Strategic Alternatives
2.6 Advantages and Disadvantages of
international strategies
2.7 Developing International Strategies
3.0 International Strategic Alliance
3.1 Cooperative strategy 1, 2 3 2 .5 6 11.5
3.2 Strategic Alliances: Motivation
3.3 Where to Link in the Value Chain
3.4 Choosing Partners
3.5 If Alliances do not Work?
4.0 Risks and Uncertainties in International
Business 1, 2 3 3 .5 6 12.5
4.1 Definition
4.2 Quantifying Risk
4.3 Risk Exposure and Factors
4.4 Political, Economic and Legal Risk
4.5 Natural Risk
4.6 Sources of Risks
4.7 Risk Management
5.0 Differences in Culture
5.1 Culture and Cross Cultural Risks 3 3 3 .5 6 12.5
5.2 The Role of Culture in International
Business
5.3 Contemporary Issues in culture
5.4 Overcoming Cross Cultural Risks
6.0 Emerging Markets
6.1 Definition 3 3 3 .5 6 12.5
6.2 Big Emerging Markets
6.3 What Makes Them Different?
6.4 What Brings Them into Being?
6.5 Paradigm Shift of IB
6.6 Emerging Economies as Growing
Markets
5
6.7 Emerging Markets as Global Sources
6.8 Major Concerns and Prospects
7.0 Malaysian MNCs: Issues and Challenges
7.1 MNC revisit 3 3 3 .5 6 12.5
7.2 MNC orientation/approaches
7.3 Ethnocentric, polycentric, Geocentric
7.4 Obstacles
7.5 Issues and Challenges
7.6 Malaysian Companies to Watch
20 18 4 42 84
Student Learning & Online Online
Face to Face SLPA TLT
Assessment Learning Assessment
Course Delivery and
38 4 42 84
Preparation
Coursework
0.88 0 35.12 36
60%
Final Examination
0 0 0 0
40%
Total Notional Hours 42 4 0 77.12 120
Credit Hours 3
Main References:
1. Hill, C. W.L., Wee, C.H., & Udayasankar, K. (2015). International Business: An Asian Perspective.
McGraw-Hill Education (Asia).
2. Hill, C. W.L., Hernandez-Requejo, W. (2015). Global Business Today. Global Edition. New York:
McGraw Hill.
Additional References:
1. Ball, D. McCulloch, W. Geringer, M. Minor, M., & McNett, J. (2014). International Business: The
Challenge of Global Competition. 15th ed., New York: Irwin/McGraw-Hill
2. Daniels, John D., & Radebaugh, L.H. and Sullivan, D. P. (2016). International Business,16th ed.,
New Jersey: Pearson Education