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 is 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 organisations, as well as for domestic firms which inevitably face the dilemma of workforce diversification. However, as organisations 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 addresses these issues.

This unit of study, third in the sequence of six core units students complete 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 and 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 analyse 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 design business models that allow a company to adapt to unique host country conditions, and operate successfully and sustainably across a range of diverse markets. The unit draws on knowledge previously gained regarding the diversity among cultures and among various international markets (MIBS6001 and MIBS6002). It focuses on issues related to designing environment-appropriate business models and on the challenges of business model innovation in light of dynamic global change. To complement the conceptual discussions, students gain first-hand experience in launching the overseas operations of a business.

This unit aims to prepare students for global careers and to develop and improve their professional practice in cross-border and cross-cultural settings. It provides the opportunity to undertake advanced training in the areas of research methodology, professional communication in its many forms, teamwork, analytical skills, project management and consulting. The unit also involves preparatory work for the International Business Project B (MIBS6006). Project scoping, planning and analysis forms an important part of the activities and assessment for this unit. This allows students to apply their domain knowledge and professional skills to solving a real-life problem in international business.

This unit is completed at the end of the Master of International Business program. It enables students to apply the knowledge, theories and skills which they have developed throughout the program. Students engage in a mini-consulting project where they work on a brief provided by participating companies and designed in consultation with academic staff. The project requires students to define, analyse and propose solutions to actual problems related to the relevant international dimensions of the participating company's operations. Successful completion of the project requires demonstration of the analytical, communication, cross-cultural, teamwork and ethical skills required to perform at a professional level in a global business context.

The Business Practicum offers students an opportunity to interact with a sponsor organisation (e.g., corporate, SME, NFP, government) while working on a project provided by it that requires a specific outcome by the end of the semester. The project examines the sponsor's current activities, challenges and future aspirations. While undertaking the unit, participants research the issues presented by the project and determine its scope and key deliverables in consultation with the sponsor. This process enables students to apply theoretical knowledge learned in class, where it is useful, and critically analyse data found during research to provide possible solutions to the problems identified. The final stage is communicating the key outcomes via a written report to the sponsor at the end of the project. Additionally, for the duration of the project, students are expected to reflect on how they have developed as an individual and as part of a team as a means of developing a professional identity that highlights their distinctive self and to consider their own personal employment strategies while building professional networks.

This unit is available to outstanding students and involves a self-sourced professional placement with a business, government, or non-government organisation. It includes preparatory coursework in reflection learning, professional practice and report writing.

The Job Smart Edge unit is designed to provide students with the employability skills and tools to work effectively in an organisation. The unit features a client project bootcamp jointly delivered by careers and employability practitioners and educators. The focus is on preparing students to successfully undertake industry-focused problem-solving work in diverse teams. The learning journey includes an intensive 2-week virtual Digital Industry Project with a real client, with pre- and post-project employability workshops to provide students with the skills, models and tools to allow them to navigate and secure further employability opportunities. Workshops cover learning how to plan a project, launch a project, ensure project engagement, wrap up a project and communicate about a project. The assessments are designed to assist students with setting personal, team and project goals, with working on a project challenge and preparing a report for a client, and with developing and reflecting on individual employability capabilities developed through the program (including innovative problem solving and interpersonal leadership skills). By the end of the unit it is expected that students will be more equipped and prepared to face the world of employment.

This unit introduces students to the multi-level risk environments encountered by multinational enterprise and the processes and strategies that can be employed to identify, assess, manage and mitigate risk. Topics covered include multinational enterprise and expropriation, sovereign risk and corruption, political and regulatory risk, brand and corporate reputation risk management, managing anti-globalization protests and consumer boycotts, terrorism risk, and executive risk and risk management and a short introduction to financial risk and risk management. The unit also introduces the various analytical approaches involved in designing risk identification systems, reporting and monitoring protocols, and how risk is able to be assessed, prioritized and effectively managed. The unit emphasizes a problem case-based approach to learning using workshops and simulation exercises.

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. Upon 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.

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.

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 lays 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, the unit analyses 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 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.

This unit of study is structured to equip students with the concepts, tools and techniques to understand managerial cognition and how that can be leveraged to achieve competitive advantage in international business. The unit of study covers attention, heuristic and managerial capital to elaborate the role of managerial cognition in achieving competitive advantage in international business. The unit builds on understanding the concepts of global strategy taught in global business units and provides students an opportunity to advance their knowledge in application of strategic management in international business. The unit uses a variety of learning methods such as case discussion, role play and real life analysis.

This unit offers the tools to analyze the present and forecast the future of evolving phenomena that are yet to be revealed and explore all the big questions that are yet to be answered. Starting from the challenges modern digital era presents to contemporary IB thinking to exploring substantial shifts in the ways multinational corporations and global new ventures strategize and organize around highly fluid, disaggregated, and geographically dispersed value chains, the unit forces students to challenge every piece of conventional wisdom received about national institutional systems, internationalization process, multinational strategies, global innovation and international entrepreneurship. Students gain the necessary insight to analyze the emerging era of digital globalization from multitudes of perspectives and the readiness to adapt international business skills to a digital arena. Let's begin to know the unknown.

The university as well as the business school aim to widen the students' exposure to entrepreneurship. This course is complementing the other entrepreneurship course in the MCom by providing a broader overview about entrepreneurship. Thus, such a course is introducing the topic and provides a foundation for the other more specialized entrepreneurship course in this program.

This unit is designed to encourage students to consider the role and significance of leadership in various organisational contexts. The unit introduces the major streams of leadership theory and traces the development of our understanding about leadership. The unit explores how these theories allow us to understand leadership in practice and in what ways leadership is linked to different aspects of organisational effectiveness. It then examines the 'good, the bad, and the ugly' sides of leadership, e.g. positive forms (transformational, charismatic) and negative forms (narcissistic and Machiavellian). The unit explores 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 is explored and the leadership of top management teams and leadership succession is examined. The unit also examines leadership development programs and instruments and students have an opportunity to reflect on factors that might influence their own leadership style.