21595 International Management Field Study
Warning: The information on this page is indicative. The subject outline for a
particular session, location and mode of offering is the authoritative source
of all information about the subject for that offering. Required texts, recommended texts and references in particular are likely to change. Students will be provided with a subject outline once they enrol in the subject.
Subject handbook information prior to 2019 is available in the Archives.
Credit points: 6 cp
Subject level:
Undergraduate
Result type: Grade and marksThere are course requisites for this subject. See access conditions.
Description
This subject enables students to undertake a focused overseas study tour, during which the business, management and cultural practices of a selected country are researched and experienced. Through this, students gain first-hand exposure to the various business and international management theories that have been studied in their course.The subject involves pre-departure briefings and lessons, as well as a mixture of in-country activities that may include visits to businesses, talks by business leaders and trade officials, tours of culturally significant venues, and/or time to explore freely.
Feedback from previous students suggests that they have found the subject personally rewarding because, in the course of experiencing business, culture and travel in a foreign country, individuals discover capacities for leadership, collaborative support, and problem solving in themselves that might not emerge in a classroom.
This subject involves overseas travel and students taking this subject incur travel costs, which are in addition to the normal study fee. The faculty endeavours to keep travel costs as low as possible by negotiating group rates with airlines, hotels and other providers. To ensure the affordability of the study tour, it is only run if a sufficient number of students enrol and commit to the subject.
Subject learning objectives (SLOs)
| 1. | discuss prevailing economic conditions and management and cultural practices in a foreign country |
|---|---|
| 2. | analyse the pressures, problems, challenges and opportunities faced by Australian businesses in a foreign country |
| 3. | develop self-awareness, and interpersonal and communication skills in a foreign culture |
| 4. | examine cultural differences that might impact on building working relationships |
| 5. | synthesise learning by observing the practical application of management and business theories in an overseas setting. |
Contribution to the development of graduate attributes
This subject enables students to study the practical application of theories and concepts which have been covered throughout their course.
Content (topics)
- Pre-departure study of the cultural and business practices of a foreign country
- Travel with fellow students to a selected foreign country to follow a program focused on business and cultural exposure
- Visits to business, government and cultural establishments relevant to the foreign country
- Lectures and conversations with managers from the country being visited
- Analysis of business conditions in the country
- Post-visit reflection and analysis of overseas experiences
Assessment
Assessment task 1: Country Research Report (Individual)
| Weight: | 60% |
|---|---|
| Length: | Part A. Interim analysis briefing: 800 words, +/- 10% excluding references Part B. Final report: 2000 words, +/- 10% excluding references |
Assessment task 2: Reflective Journal (Individual)
| Weight: | 40% |
|---|---|
| Length: | 3000 words +/- 10% of quality reflection (about 500 words per activity). |
Minimum requirements
Students must achieve at least 50% of the subject’s total marks.
References
Meyer, K.E., Tran, Y.T.T. & Nguyen, H.V., 2006, ‘Doing business in... Vietnam’, Thunderbird International Business Review, vol. 48, no. 2, pp. 263-290.
Mukherjee, K., Torres de Oliveira, R., Yan, Q. & Pore, A., 2017, ‘The strategic shift of US firms towards Vietnam at the expense of China: A business system analysis’, Journal of International Business Research and Practice, vol. 11, pp. 44-62.
Napier, N. K., & Hoang, V. Q. 2011, ‘Getting to the real story: What Vietnamese business people wish foreigners understood about doing business in emerging and transition countries like Vietnam – before they start’, International Journal of Human Resources Development and Management, vol. 11, no. 2-4, pp. 208-220.
Seagon, M., Booth, C. & Pearce, J., 2018 in press, ‘Ethics, bribery, corruption and management in Vietnam’, Journal of Business Ethics.
Tran, A.N. & Jeppesen, S. 2016, ‘SMEs in their own right: The views of managers and workers in Vietnamese textiles, garment, and footwear companies’, Journal of Business Ethics, vol. 137, no. 3, pp. 589-608.
Tran, D.M., Fallon, W. & Vickers, M.H. 2017, ‘Leadership in the transition from a socialist to a market economy: Multi-stakeholder perceptions of business leadership in Vietnam’, in N. Muenjohn & A. McMurray (eds.), The Palgrave Handbook of Leadership in Transforming Asia, Palgrave Macmillan, London, pp. 445-459.
Wang, Y. L., & Tran, E. 2012, ‘Effects of cross?cultural and language training on expatriates’ adjustment and job performance in Vietnam’, Asia Pacific Journal of Human Resources, vol. 50, no. 3, pp. 327-350.
