Many of the topics in an international accounting course have a domestic counterpart. However, new factors and complications arise in the international arena. Some of these are (1) diversity of laws, practices, customs, cultures, and competitive circumstances; and (2) risks associated with fluctuating exchange rates, differential rates of inflation, and unstable property rights. International accounting discusses issues from the perspective of companies that have internationalised their finance and/or their operations. It has a comparative aspect, comparing accounting across countries. It deals with corporate reporting and disclosure across national boundaries. It also deals with the harmonization of the worldwide diversity in financial reporting, in particular, convergence around International Financial Reporting Standards. It discusses foreign currency translation, a consolidations issue that arises from multinational operations. Finally, it aims to introduce the key issues relevant for undertaking cross-border analysis of financial statements.

Globalisation enables successful businesses to tap into the international economy to find new and bigger markets for their goods and services. Entering the global marketplace also means greater risk, as businesses deal with new customers, and are forced to operate in unfamiliar legal environments where the "normal" rules of business often don't apply. This unit is aimed at providing students with an understanding of how the global economy is regulated (if at all), and to provide the tools needed to use international business law to minimise the risks of doing business in the global economy. Questions the unit addresses include: What is international business law and what do I need to know?; What institutions ensure a level playing field for my business?; How do I make an agreement to sell my goods to foreign customers?; How do I protect those goods in transit?; How do I ensure payment for goods and services I provide?; How do I build a presence in a foreign market through local agents and distributors?; What considerations apply to entering and borrowing from foreign capital markets?; How can I safely do business online in the global virtual economy?; What if things go wrong?; and How do I fight foreign disputes by my rules and in my court?

China has recently become the second biggest economy in the world and is Australia's most important trading partner. Australian businesses are increasingly engaging with China. This Unit of Study addresses the frequently asked question of how to do business with China. It addresses China's unique business environment which has resulted from its unique culture, history and demography, and examines the business regulations, tax system, and the administrative and compliance issues businesses will face when carrying on business with China. The Unit first outlines the business environment in terms of culture, history, economics, demography, and government administration. It then provides students with an understanding of the legal environment that businesses will face in China. Through a hypothetical case study, different aspects of business regulation such as contract, entity structure, mergers and acquisition, property and intellectual property rights, the tax system, different tax types and associated international issues, and social insurance are analysed.

In our highly globalised and integrated world economy, understanding vital international dimensions of financial management is becoming increasingly essential for firms and businesses. This unit seeks to provide a greater understanding of the fundamental concepts and the tools necessary for effective financial decision making by business enterprises, within such a global setting.

Collaboration to achieve competitive advantage is one of the most commonly recommended cross border strategies. However, international alliances can take many different forms, and they can serve many different purposes. Managing international alliances raises a series of different issues for the alliance partners to manage. This unit examines the issues raised and considers the reasons for success and failure of international alliances. It looks at the forms that partnerships can take, it examines the methods for choosing among potential partners, it examines the potential forms of collaboration and the level of resources each may require. Managing the partnership for maximum advantage, avoiding possible risks, and deciding how and when to end the partnership, all are further issues that managers must consider. The unit considers these questions in the framework of general theoretical approaches, and pays particular attention to discussion of individual cases.

In order to succeed in international business, both corporations and individuals need broad decision-making abilities. Business decision-making tools yield more coherent and justifiable results when used with an understanding of the ethical, social and environmental aspects of the process. This applies to various situations in the international business setting including business relations with government, customers, employees, and NGOs. This unit is designed to look at these non-financial elements in the decisions made within the international business context. Following the completion of this unit, students will have enhanced skills and knowledge relevant to the understanding of ethical issues and ethical decisions making in international business organisations.

The triad regions, Japan, the United States, and the European Union, together are the homes of almost all of the world's largest 500 corporations. They account for a large majority of world exports. They provide most of the world's outward flows of foreign direct investment, and in addition, they are the recipients of most of inward FDI flows. However, they are very different, in firm structure, in regulatory environment, and in the relations between private firms and government agencies. Dealing with them as competitors, customers, suppliers, or partners requires international managers to be aware of these differences and to vary their strategy accordingly. This unit compares the structure and operations of triad firms, and the ways that government agencies frame the operating environment in each region. We look first at the ways firms in each region seek competitive advantage, and how governments have supported them. We then look at a series of cases where firms have moved from their home region into another, at the ways in which they have attempted to transfer their competitive advantage, and at the reasons for their successes and failures. In addition to the specific knowledge of the habits and tendencies of Japanese, United States, and European firms, the techniques of analysis developed in this unit are applicable to a wide range of competitive situations across the global economy.

Exporting is a key international business activity, especially for small and medium-sized enterprises (SMEs). This unit covers both the theory and practice of export management. The main areas covered in the unit are: 1) preparing to export (export stimulation, export readiness and planning), 2) forming and maintaining relationships with intermediaries (including legal considerations), 3) managing risks and export finance, 4) filling export orders. The unit therefore covers both the operational and strategic challenges associated with the exporting process.

For small open economies such as Australia's, opportunity identification and exploitation are often critical to firms' long-term growth and survival. Identifying new markets, developing new products and implementing new business models are highly-regarded and valuable skills for entrepreneurs and business managers alike. In addition to exploring the special problems (and advantages) associated with entrepreneurial start-ups, the unit will explore commercialisation and corporate venturing. Topics include opportunity recognition, structuring a business and investment proposal, venture capital and other funding sources, market entry strategies as well as entrepreneurial and creative leadership. The unit is structured around your learning from engaged practice, and requires you to work with startup and early stage businesses.

The business landscape is changing, with increasingly global business models and rapidly changing competitive environments buffeting established businesses.  Businesses that have 'survived' startup are immediately challenged to build sustainable business models that continually leverage into new markets and products. This unit centres on business- and corporate-level strategy, focussing on the development of skills and knowledge required to spark and cope with rapid business growth. Topics will include harnessing and leveraging resources and capabilities, internationalising ventures, forming alliances, mergers and acquisitions and avoiding the pitfalls of rapid growth.  You will also explore the processes involved in strategy formulation, including decision-making and design thinking.  The unit is structured around your learning from engaged practice, and requires you to work with businesses in their search for growth options and their appropriate funding.  

Entrepreneurial business opportunities do not always relate to early-stage or start-up businesses. Later-stage business investments, whether buying existing businesses or turning around failing enterprises, are a significant and growing focus of entrepreneurial activity. This unit explores the process of acquiring and reinvigorating established businesses and how to secure private equity funds (leveraged buy-outs) or corporate funding. The focus is on opportunity evaluation, business model innovation, management and revitalisation rather than financial structuring. You will have the opportunity to apply the functional skills learned in core strategy, finance, marketing, and management units to real opportunities. As well as being of interest to those wishing to acquire and manage their own business, the unit is appropriate for those working in 'big' business and the financial markets.

Intellectual property (IP) represents the property of your mind, intellect, and proprietary knowledge. There are a number of means of protecting your IP, including patents, copyright and trademarks.  Creating IP does not necessarily mean you own the rights to use it, as most forms require you to take formal steps to register your IP and obtain the legal rights of ownership (both in Australia and internationally).  This unit of study will cover aspects including the concept of IP, how to identify and protect it in a local and international context, creating the conditions to encourage and leverage IP in a commercial context, how to manage a portfolio of IP, and enforcement scenarios. The unit concentrates on how to utilise IP to create, control and exchange value, with particular attention paid to the practice of open innovation. 

Social entrepreneurs are committed to furthering a social mission through enterprises that rank social, environmental or cultural impact on a par with, or even above, profit. Intersecting the business and not-for profit worlds, social entrepreneurship addresses many complex local and global problems. This unit will critically introduce the concept and develop frameworks for understanding social entrepreneurship (also referred to as social enterprise and social innovation). Teaching and learning will utilise case studies, and include the opportunity to apply real-world experiences. Topics will include creating innovative social enterprises, sustainable business models, philanthropy and funding, impact assessment, and leadership. The unit is structured around your learning from engaged practice, and requires you to work with social enterprises.

The creative industries include architecture, design, film, television, music, the performing arts, advertising, publishing and the visual arts. These industries are characterised by the presence of creative individuals, large and powerful distributors (such as film studios) and the leveraging of copyright. Business success is driven by imagination and novelty, with creativity and innovation essential. This unit explores enterprise development in these industries, and will be of use to those intending to work in these industries, as well as those applying the skills and capabilities to other industries. Topics will include the creative entrepreneur, leveraging copyright, business model innovation in the creative industries, and the opportunities (and dangers) of the new digital economy. The unit is structured around your learning from engaged practice, and requires you to work with businesses in the creative industries.

The purpose of this course is to help you understand the theory of negotiation as it is practiced in a variety of strategic settings. The aim is to help you feel more comfortable and confident with the negotiation process. The course is designed to be relevant to the broad spectrum of negotiation problems that are faced by managers but we use specific examples from international strategy such as M&A and joint ventures. The course will provide participants with an opportunity to develop skills experientially and to understand negotiation in useful analytic frameworks. Considerable emphasis will be placed on role-playing exercises and case studies.
Note: this unit will require your participation in a number of negotiations. Preparation for these negotiations, which are a large part of your grade, will require time-pressured reading of material in class.

Do you have an Emerging Market Strategy? This is a question that an increasingly large number of company managers, especially in the developed western world, are trying to answer. This unit of study will lay the foundations of strategy making in emerging markets, with an emphasis on four of the largest emerging markets of the world today - Brazil, Russia, India and China - often termed as the BRIC countries. Utilising frameworks from mainstream strategy and international business disciplines, this unit will analyse emerging markets from the perspective of primarily two simultaneous phenomena - multinationals from developed markets trying to tap into emerging markets, and companies from emerging markets globalising their operations and consequently changing the global competitive landscape.

This unit aims to build a systematic approach to analysing contemporary developments in the global business environment. Topics covered include political regulation and political risk, international cooperation on trade and investment, the diversity of capitalism, technological and social change, and business responses to climate change. Business responses to the global business environment will be a focus, with students actively learning through real world cases, problem-solving and workshops. The unit provides students with the opportunity to develop skills in comparative and country analysis, assessing and managing risk and identifying business opportunities, designing risk identification and forecasting systems, as well as a consideration of ethics and human rights in business.

The effective management of employees from diverse backgrounds poses a significant challenge for many international organizations, as well as for domestic firms which inevitably face the dilemma of workforce diversification. However, as organizations move from domestic to global business arenas, meeting this cross-cultural challenge is also one of the key levers for achieving competitive advantage. For managers working in such contexts, the ability to carefully observe and analyse cross-cultural situations is fundamental to individual and organizational success. The underlying driver in achieving this success is the understanding of one's cultural assumptions and how these impact interactions with others, decision making processes and even perception of the world around us. This unit will address these issues.

This unit of study, third in the sequence of six core units students will take in the MIB program, focuses on how international companies win and lose in global competition. Topics include international strategies such as entry mode choices, cross-border strategic alliances, joint ventures, and mergers & acquisitions. The emphasis of the unit is on the application of contextual knowledge about international business and strategic management theories as tailored to emerging markets, and in particular to analyze decisions faced by companies operating in the Asia Pacific region.

While Global Strategy (MIBS6003) lays out the concepts and theory relevant to a firms' entry into a new market, this unit focuses on how to successfully implement and manage foreign market operations. The key question addressed is how to manage operations of foreign subsidiaries successfully and sustainably. The unit will first discuss the process of setting up global operations and managing the social and economic impact of global operations on host countries. It will then focus on issues related to managing the network of foreign subsidiaries, including managing international acquisitions and strategic alliances, and the flow of personnel, innovation, and knowledge within this network. To complement the conceptual discussions, students will be involved in a global strategy simulation game in which they will manage a simulated multinational company and its subsidiary network, as well as develop a plan to revamp existing global operations.

The International Business Project comprises of two units - MIBS6005 and MIBS6006 - and constitutes the final two units students take to complete the Master of International Business program. Students will engage in a real life mini-consulting project where they will work on a project brief provided by participating international companies and designed in consultation with academic staff. Students will work in small groups of four to five students, overseen both by academic staff and representatives from the company for which the project is being executed. Projects will typically last for six weeks and will aim primarily at defining and solving problems related to the participating company's international operations. Projects may be with companies based in Australia or overseas. Overseas projects in most cases will be part of an international study tour the discipline will organize from time to time. While most projects will be sourced and organized by the discipline, the unit coordinator and / or program director may also allow students to work on their own projects. On completion of the project, students will be expected to demonstrate that they have achieved the program's learning goals.

The International Business Project comprises of two units - MIBS6005 and MIBS6006 - and constitutes the final two units students take to complete the Master of International Business program. Students will engage in a real life mini-consulting project where they will work on a project brief provided by participating international companies and designed in consultation with academic staff. Students will work in small groups of four to five students, overseen both by academic staff and representatives from the company for which the project is being executed. Projects will typically last for six weeks and will aim primarily at defining and solving problems related to the participating company's international operations. Projects may be with companies based in Australia or overseas. Overseas projects in most cases will be part of an international study tour the discipline will organize from time to time. While most projects will be sourced and organized by the discipline, the unit coordinator and / or program director may also allow students to work on their own projects. On completion of the project, students will be expected to demonstrate that they have achieved the program's learning goals.

This unit introduces students to international marketing using the marketing concept. It firstly considers environmental factors and then studies how marketing strategies are affected by those environmental factors. It aims to give students an awareness and understanding of international marketing concepts and highlight their importance in a rapidly changing global economy. Additionally it aims to develop student skills in designing and implementing marketing strategies in diverse international and global contexts.

The trend toward an integrated global economy and global competitive arena is forcing companies to design products for the global market and to rationalise their production and distribution activities so as to maximise corporate resources. As a result, logistics in international operations has gained strategic importance. This unit takes a very strategic view of international logistics and deals with logistics from inland origin to final destination covering broad issues of system design and those associated with aspects of international transport, and location and distribution. It takes into account various issues in international operations such as differences in cultures, infrastructure, and transportation systems. The unit integrates concepts with examples of company practices in Australia and elsewhere. This unit does not assume any prior knowledge of logistics on the part of the student. As such, it is useful for students studying International Business/International Law who may wish to gain a strategic overview of the role of logistics in international trade and commerce.

This unit considers the opportunities and challenges associated with managing people in international and cross-cultural contexts, with specific emphasis on international recruitment, selection, preparation, placement, management development, performance management, reward and remuneration. The unit considers the implications of internationalisation and globalisation for human resource management (HRM), the different levels of international business activity, the difference between domestic and international HRM, the challenges of cross-cultural management, models of cross-cultural management, and specific international HR processes, including selection, development, performance management, remuneration and repatriation. The unit provides students with a practical understanding of the issues and challenges associated with managing employees in international, global and cross-cultural contexts.

This unit explores the role, influence and activities of management consultants in Australia and overseas. It examines management consultants as developers and disseminators of knowledge and practice and their role as change agents. The main management themes covered in the subject include: the consulting industry in Australia and overseas; consultant roles and the consultant-client relationship; consultants and organisational change; knowledge intensive firms and the management of expertise; the diffusion of management knowledge and fashion in a global economy; consulting as an occupation and career; managing a consultancy.

This unit of study is designed to encourage you to consider the role and significance of leadership in various organisational contexts. The unit introduces you to the major streams of leadership theory and traces the development of our understanding about leadership. We will explore how these theories allow us to understand leadership in practice and in what ways leadership is linked to different aspects of organisational effectiveness. We will examine the 'good, the bad, and the ugly' sides of leadership, e.g. positive forms (transformational, charismatic) and negative forms (narcissistic and Machiavellian). We will explore leading for diversity and diversity in leadership (e.g. based on gender, culture and ethnicity) and the role of leaders in constituting ethical and socially responsible organisations. The critical role of leaders in effecting organisational change will be explored and we will examine the leadership of top management teams, and leadership succession. We will also examine leadership development programs and instruments and you will have an opportunity to reflect on factors that might influence your own leadership style.