COLLEGE OF LAW, GOVERNMENT AND INTERNATIONAL STUDIES

UNIVERSITI UTARA MALAYSIA

No. Information on Course

1. Course Name: INTERNATIONAL BUSINESS POLICY

2. Course Code: GFMA 3103

3. Name(s) of Academic Staff:

DR WAN NURISMA AYU WAN ISMAIL (GROUP A)

4. Rationale for the inclusion of the course in the programme:

This is one of the compulsory core courses for BIBM students

5. Semester/Year Offered: 5/4

6. Total Student Learning Face to face Online SLPA TLT

Time (SLT) Learning

TL = Traditional Lecture SCL/

TL T P A OL OA
O
T = Tutorial
P = Practical
SCL/O = Student
Cantered Learning/Others
A = Assessment
OL= Online Learning
28 0 0 10 4.63 4 0 73.37 120
OA = Online Assessment
SLPA= Self Learning
Preparation and
Assessment
TLT = Total Learning
Time

7. Credit Value: 3

8. Pre-requisite (if any):

GFMA2023 INTERNATIONAL BUSINESS

9. Objective(s) of Course:

1
 After completing this course, students should be able to:
Students are expected to be able to:
1. explain the underlying concepts of business success and failures in international
markets
2. acquire knowledge and skills necessary to formulate and implement international
business policies
3. recognize the challenges and prospects of managing international business
policies
10. Course Learning Outcomes:
Upon completion of the course, students are able to
i. demonstrate the understanding of global business environment and the
government influence on trade (C3, A3)
ii. analyze why and how companies make foreign direct investments and the
major motives that guide managers when choosing a collaborative
arrangement for international business (C4,P2)
iii. analyze the policies and strategies forming the strategic alliances and the
strategic actions in managing global competition (C4, P2, A3)
iv. describe how to formulate and implement international marketing policies.
(C5,A1)

11. Transferable Skills:

Writing, communication, critical thinking, analytical thinking and team work

12. Teaching-learning and assessment strategy:

Mixed method between teacher-centred and student-centred. For the assessment strategy
it is a continuous assessment.

13. Synopsis:
The main aim of this course is to provide students with the fundamental theories of
international business and trade. Students will be exposed to the intricacies of
formulating and implementing global business strategy. These include
understanding and analysing business strategies across different markets, industries
and countries.

14. Mode of Delivery:

Lectures, discussions, presentations and case study.

Assessment Methods and Types:

15.
Coursework –100%
1. Mid Semester 30%
2. Group Assignment 20%
3. Case Study 20%
4. Presentation 10%
5. Quiz 20%

2
16. Mapping of the course/module to the Programme Aims

Programme Aims Course Learning Outcomes

1 2 3 4

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 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

An ability to understand knowledge, √

theories, essential facts, concepts, principles,
best practices and standards relating to IB.

An ability to apply and practice 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

3
 leaders in the creation of high performing
workforces.

An ability to critically analyse, present 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
Topics/Weeks Outcome OL SL TLT
SC
s TL T P
L/O
1. ASSESSING POLITICAL, ECONOMIC,
LEGAL, & TECHNOLOGICAL
ENVIRONMENT 1 3 1 4 8
 The Global Business Environment
 The Political and Economic Environment
 The Legal Environment
 The Technological Environment

REF DRS

2. GOVERMENTAL INFLUENCE ON
TRADE
 Conflicting Results of Trade Policies 1 3 1 4 8
 Economic and Non-Economic Rationale for
Government Intervention
 Instruments of Trade Control
 Dealing with Governmental Trade
Influences
 Tactics for Dealing with Import
Competition REF DRS
3. CROSS-NATIONAL COOPERATION
AND AGREEMENT
 World Trade Organization: WTO 1 4 1 5 10
 The Rise of Bilateral Agreements
 Regional Economic Integration
 Major Regional Trading Groups
REF DRS

4
4. FORMULATION OF NATIONAL
TRADE POLICIES
 Rationale for Trade Intervention 1,2 4 1 6 12
 Barriers to International Trade
 Promotion of International Trade
 Controlling Unfair Trade Practices

5. DIRECT INVESTMENT AND

1,2
COLLABORATIVE POLICIES
 Non-collaborative Foreign Equity 4 2 6 12
Arrangements: FDI
 Why Companies Collaborate?
 Types of Collaborative Arrangements
 Problem with Collaborative
Arrangements Managing International
Collaborations
REF DRS
6. MAKING STRATEGIC ALLIANCES
AND NETWORKS WORK
6.1 Defining Strategic Alliances and Network 3,4 3 1 1.5 5 10
6.2 A Comprehensive Model of
Strategic Alliances and Network
6.3 Formation
6.4 Evolution
6.5 Performance
6.6 Debates, Extensions and Implications
for Strategies
CHAP 7: DERESKY AND PENG

7. MANAGING GLOBAL COMPETITIVE

DYNAMICS 3,4 3 2 1.5 6 12
7.1 Strategy as Action
7.2 A Comprehensive Model of Global
Competitive Dynamics
7.3 Attack and Counter-back
7.4 Cooperation, Accommodation, and
Collusion
7.5 Local Firms versus Multinational
Enterprises
7.6 Debates, Extensions and Implications
for Strategies
REF PENG
8. INTERNATIONAL MARKETING
POLICIES
 International Marketing Management 4 4 1 1 6 12
 Product Policy
 Pricing Issues and Decisions
 Promotion Issues and Decisions
 Distribution Issues and Decisions
REF DRS
28 0 0 10 4 42 84

5
Student Learning & Online Online
Face to Face SLPA TLT
Assessment Learning Assessment

Course Delivery and

38 4 42 84
Preparation

Coursework
2.13 0 20.37 22.5
60%

Final Examination
2.5 0 11.0 13.5
40%

Total Notional Hours 42.63 4 0 73.37 120

Credit Hours 3

References:
Main References:
1. Daniels, J.D., Radebaugh, L.H., & Sullivan, D.P. (2013). International Business: Environments
and Operations, 14th Edition. New York: Pearson
2. Peng, M. W. (2011). Global Strategy, 2nd edition. Ohio: South-Western Cengage Learning
3. Deresky, H. (2014). International Management: Managing Across Borders and Cultures, 8th
Edition. New York: Pearson

Additional References:

1. Czinkota, M. R., Ronkainen, I. A., & Moffett, M. H. (2011). International Business, 8th Edition.
New Jersey: John Wiley & Sons.
2. Stonehouse, G., Campbell, D., Hamill, J., & Purdie, T. (2004). Global and Transnational
Business: strategy and management, 2nd Edition. England: John Wiley & Sons.
3. Hill, C.W.L., Wee, C., & Udayasankar, K. (2012). International Business: an Asian perspective,
8th Edition. New York: McGraw-Hill/Irwin.
4. Collinson, S. & Morgan, G. (2009). Images of the multinational firm. Chichester: Wiley.
5. Hill, J. S. (2005). World business: Globalization, strategy and analysis. NJ: Thomson.
6. Journal articles
7. Annual reports, magazines