MGMT5604 Asia Pacific Business & Management

Business School
School of Management
MGMT5604
Asia Pacific Business & Management
Course Outline
Semester 1, 2017
Part A: Course-Specific Information
Part B: Key Policies, Student Responsibilities

and Support
Please consult Part B for key information on Business School
policies (including those on plagiarism and special consideration),
student responsibilities and student support services.
business.unsw.edu.au
CRICOS Code 00098G

MGMT5604 Asia-Pacific Business and Management S1 2017
Table of Contents
PART A: COURSE-SPECIFIC INFORMATION 2
1 STAFF CONTACT DETAILS 2
2 COURSE DETAILS 2
2.1 Teaching Times and Locations 2
2.2 Units of Credit 2
2.3 Summary of Course 2
2.4 Course Aims and Relationship to Other Courses 2
3 LEARNING AND TEACHING ACTIVITIES 4
3.1 Approach to Learning and Teaching in the Course 4
3.2 Learning Activities and Teaching Strategies 4
4 ASSESSMENT 4
4.1 Formal Requirements 4
4.2 Assessment Details 4
4.3 Assessment Format 6
4.4 Assignment Submission Procedure 7
4.5 Late Submission 7
5 COURSE RESOURCES 8
6 COURSE EVALUATION AND DEVELOPMENT 9
7 COURSE SCHEDULE 10
ASSIGNMENT COVER SHEET 12
PART B: KEY POLICIES, STUDENT RESPONSIBILITIES AND SUPPORT 13
8 PROGRAMME LEARNING GOALS 13
9 ACADEMIC HONESTY AND PLAGIARISM 13
10 STUDENT RESPONSIBILITIES AND CONDUCT 14
10.1 Workload 14
10.2 Attendance 15
10.3 General Conduct and Behaviour 15
10.4 Occupational Health and Safety 15
10.5 Keeping Informed 15
11 SPECIAL CONSIDERATION 15
12 STUDENT RESOURCES AND SUPPORT 16
CRICOS Code 00098G

PART A: COURSE-SPECIFIC INFORMATION
1 STAFF CONTACT DETAILS

Lecturer-in-charge/Tutor: Amer Saleem Khan
Email: a.saleemkhan@unsw.edu.au
Consultation Times: by appointment
2 COURSE DETAILS
2.1 Teaching Times and Locations

Lectures and tutorials start in Week 1(to Week 12): The Times and Locations are as follows:
Lecture Thursday 18:00 - 19:30 (Chemical Sc M11)

Seminar Wednesday 17:00 - 18:30 (Blockhouse G13)
Seminar Thursday 16:00 – 17:30 (Law Building 276)
Seminar Thursday 19:30 - 21:00 (Business Sch. 207)
2.2 Units of Credit

The course is worth 6 units of credit.
2.3 Summary of Course

MGMT 5604 provides conceptual tools for understanding the institutional and policy mechanisms that
enable the rise of latecomer firms. It explains the meaning of the alternative Asian late
industrializing paradigm. Attention is directed to the nature and source of competitive advantage of
latecomer firms across the region. Performance outcomes are examined through cases on different
companies and industries operating in newly industrializing/emerging markets.
2.4 Course Aims and Relationship to Other Courses
This course is designed to provide students with the conceptual tools to understand:
 Catching-up and latecomer industrialization paradigm

 National innovation systems in Japan, Korea, Taiwan, Hong Kong, Singapore and India
 The role of markets, and non-market institutions; clusters and inter-firm linkages
 Strategic trade policy; dynamic learning and innovation in Asian business
 Paradigms of industrial development; state guided capitalism
 Lessons from innovations in late-movers and emerging economies
MGMT 5604 primarily dwells on the institutional mechanisms to support catch-up in latecomer
firms in newly industrialising economies (NIEs). It presents alternative models and
frameworks to those generic ones learned earlier courses MGMT 5601 (Global Business and
Multinational Enterprise) and is complementary to MGMT 5603 (Global Business Strategy) and
MGMT 5609 (Global Business Operations) to demonstrate how Asian enterprises gain
competitive advantage by managing their learning and innovation process with state support.
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Student Learning Outcomes
The Course Learning Outcomes are what you should be able to DO by the end of this course if
you participate fully in learning activities and successfully complete the assessment items.
The Learning Outcomes in this course also help you to achieve some of the overall Program
Learning Goals and Outcomes for all postgraduate coursework students in the Business School.
Program Learning Goals are what we want you to BE or HAVE by the time you successfully
complete your degree (e.g. ‘be an effective team player’). You demonstrate this by achieving
specific Program Learning Outcomes - what you are able to DO by the end of your degree (e.g.
‘participate collaboratively and responsibly in teams’).
For more information on the Postgraduate Coursework Program Learning Goals and Outcomes,
see Part B of the course outline.
Business Postgraduate Coursework Program Learning Goals and Outcomes
1. Knowledge: Our graduates will have current disciplinary or interdisciplinary knowledge applicable
in local and global contexts.
You should be able to identify and apply current knowledge of disciplinary or interdisciplinary theory and
professional practice to business in local and global environments.
2. Critical thinking and problem solving: Our graduates will have critical thinking and problem
solving skills applicable to business and management practice or issues.
You should be able to identify, research and analyse complex issues and problems in business and/or
management, and propose appropriate and well-justified solutions.
3. Communication: Our graduates will be effective communicators in professional contexts.

You should be able to:
a. Produce written documents that communicate complex disciplinary ideas and
information effectively for the intended audience and purpose, and
b. Produce oral presentations that communicate complex disciplinary ideas and information effectively
for the intended audience and purpose.
4. Teamwork: Our graduates will be effective team participants.

You should be able to participate collaboratively and responsibly in teams, and reflect on your own teamwork,
and on the team’s processes and ability to achieve outcomes.
5. Ethical, social and environmental responsibility: Our graduates will have a sound awareness of
ethical, social, cultural and environmental implications of business issues and practice.
You should be able to:
a. Identify and assess ethical, environmental and/or sustainability considerations in business
decision-making and practice, and
b. Consider social and cultural implications of business and /or management practice.
The following table shows how your Course Learning Outcomes relate to the overall Program
Learning Goals and Outcomes, and indicates where these are assessed (they may also be
developed in tutorials and other activities):
Program Learning Goals Course Learning Outcomes Course Assessment

and Outcomes Item
This course helps you to On successful completion of the course, This learning outcome
achieve the following you should be able to: will be assessed in the
learning goals for all following items:
Business postgraduate
coursework students:
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1 Knowledge Understand and conceptualise the Seminar questions

specific trajectories of growth of Written assignment
Asian enterprises In-seminar tests
Exams
2 Critical thinking and Apply models to interpret and Seminar Problems
problem solving Analyse/assess the strategies of Written assignment
Asian firms in the global economy In-seminar Tests
Exams
3a Written communication Construct written work which is Written assignment
logically and professionally presented on Exams
Asian enterprises
3b Oral communication Communicate ideas in a succinct Seminar participation
and clear manner
4 Teamwork Work collaboratively and Written assignment
responsibly to complete a task. Seminar participation
5a. Ethical, social and Identify and assess sustainability Written assignment
environmental of competitive advantage of Asian business Exams
responsibility
5b. Social and cultural Evaluate welfare implications in In-group discussions
awareness international business activities. and preparations
3 LEARNING AND TEACHING ACTIVITIES
3.1 Approach to Learning and Teaching in the Course

The learning system in this course consists of lectures and seminars. Lectures expound the
appropriate theoretical content in the readings listed below. Seminars provide a more detailed
and nuanced analysis of the theoret ical content b y applying it to a set of case studies.
Seminars are strongly oriented towards interactive discussion. The assigned readings should
be read before the lecture and seminars to participate in discussions.
3.2 Learning Activities and Teaching Strategies

See above.
4 ASSESSMENT
4.1 Formal Requirements

In order to pass this course, you must:
 achieve a composite mark of at least 50
4.2 Assessment Details
Assessment Weighting Length Due Date

Task
Mid-Semester 20% TBA Mid-semester exam

Exam will be held in
Week 6 during the regular
lecture
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Seminar Participation 10% 1.5 hours x 12 weeks On Going
Written 25% Week 10 ( M a y 1 2 )

2,000 words
Assignment
Lecture 5% 1.5 hours x 12 weeks On Going.

Attendance Absence from more
than three lectures during the
semester
will result in a zero attendance
mark
Final Exam 40% 2 hours University Exam

Period
Total 100%
Important Notice:
The LIC cannot arrange alternate times for the exams. Exceptions, including
special considerations, are approved only by the Business School. Please check
with other course timetables, if you have a timetable clash. It is your responsibility to work
out how you will attend the MGMT 5604 exam. Part time students should notify their employer
that the attendance at the mid- session exam is compulsory and obtain their time off.
Mid-Semester Exam (20%)
The mid semester exam will cover the topics discussed between weeks 1-6. This is a
closed book examination. Mid-semester exam will be held in Week 7 during the regular
lecture hours in the lecture hall (check Moodle announcements)
Final Exam (40%)
The final examination will cover all topics discussed in the course between weeks 1-12. This is
a closed book examination.
Written Assignment (20 %)
This is a group assignment. Groups will be formed during seminars in Week 1. This
involves written analysis of a case or an article. The case/article will be provided to you by
week 6.
Seminar participation (10%)
This is a continuous assessment. You are required to actively participate in all seminars.
Attendance withouth active participation will not ensure that you receive a satisfactory mark for
participation and a mark of 0 is possible. You must come prepared to all tutorials (including having
read all required readings) and be actively
CRICOS Code 00098G

involved in all discussions and activities.
You may be assigned to groups during tutorials in order to facilitate discussion. Each group will
discuss a particular aspect of the required/assigned reading(s). Each group’s contributions will be
presented to the rest of the class who will in turn have the opportunity to respond as well as
introduce other issues pertaining to the required/assigned reading(s).
Assessment Criteria
• evidence of pre-class preparation in use of weekly readings
• quality contribution to group and class discussions during tutorials, including use of readings,
lecture
• content and additional information
• evidence of facilitating contributions of others in group discussions including eliciting
contributions and synthesising contributions
• respect for other’s points of view and active listening (this does not mean that all responses are
equally valid and beyond challenge)
Lecture attendance (5%)
You are advised to attend all lectures as there is no prescribed textbook for the course
and lectures provide detailed guidance on key concepts and how to approach the assigned
readings .
A minimum attendance of 80 percent is compulsory. Absence from more than three lectures
during the semester will result in a zero mark.
General marking criteria for all assessment tasks as follows. Detailed information on the
criteria will be provided later on Moodle, and further discussed in the seminars/lectures.
Marking Criteria Marks Learning outcomes/attributes

Quality of arguments: 20 Ability to give compelling arguments and
relevance, reasoning
logic and
Use of cohesion
frameworks to 20 to support
Ability to analysis
structure problems in accordance
support with
Use of case evidence to support 20 Ability to conduct applied research to gather
analysis data/information pertaining to the case
Originality and usefulness of 20 Ability to engage in creative problem solving skills
the
Organisation, clarity of 20 Clarity of vision
expression,
editing etc.
4.3 Assessment Format
Mid-Semester Exam (20%)
This is a closed book examination consisting of short answer questions. Further details will be
provided later in lectures/seminars and Moodle.
Final Exam (40%)
This is a closed book examination. Further details will be provided later in lectures/seminars
and Moodle.
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Length and Style: 2000 words excluding abstract/ executive summary, footnotes,
bibliography, figures, tables and references. Include an executive summary (maximum of
100 words). For literature citation, use the Harvard style of referencing in text and footnotes
for citing additional information sources (details will follow).
Seminar participation (10%)
This is a continuous assessment. You are required to actively participate in all seminars.
You may be assigned to groups during tutorials in order to facilitate discussion. Each group will
discuss a particular aspect of the required/assigned reading(s). Each group’s contributions will be
presented to the rest of the class who will in turn have the opportunity to respond as well as
introduce other issues pertaining to the required/assigned reading(s). Further details will be
provided in seminars and Moodle.
Lecture attendance (5%)
You are advised to attend all lectures as there is no prescribed textbook for the course
and lectures provide detailed guidance on key concepts and how to approach the assigned
readings .
A minimum attendance of 80 percent is compulsory. Absence from more than three lectures
during the semester will result in a zero mark.
4.4 Assignment Submission Procedure
The assignment must be handed online. Please use the assignment cover sheet template
provided below. Further details will be provided later.
Students must keep both soft and hard copies of all work submitted. In case the
assignment is misplaced, you will be required to submit a duplicate copy of the original.
All work must be original and must not have been submitted for any other subject or course
here or elsewhere.
Late Submission: Late work will be penalised at the rate of 5 percentage points per “week
day” (per 24 hours of the weekday or part thereof). Assessed work will not be accepted for the
award of a mark if it is more than five ‘weekdays’ late.
4.5 Late Submission

Late work will be penalised at the rate of 5 percentage points per “week day” (per 24 hours
of the weekday or part thereof). Assessed work will not be accepted for the award of a mark if
it is more than five ‘weekdays’ late.
Quality Assurance
The Business School is actively monitoring student learning and quality of the student
experience in all its programs. A random selection of completed assessment tasks may
be used for quality assurance, such as to determine the extent to which program learning
CRICOS Code 00098G

goals are being achieved. The information is required for accreditation purposes, and
aggregated findings will be used to inform changes aimed at improving the quality of
Business School programs. All material used for such processes will be treated as
confidential.
5 COURSE RESOURCES
The following are your compulsory readings, provided on Moodle, which will be covered every
week in the lecture and seminars. Course Schedule below provides information on the weekly
coverage of each reading. Weekly seminar case studies will be uploaded to Moodle every
week, or provided in seminars.
Amsden AH. (1991) Diffusion of development: The late-industrializing model and greater East
Asia. The American Economic Review 81: 282-286.
Bartlett C and Ghoshal S. (2000) Going global: Lessons from late movers. Harvard Business
Review 78: 132-141.
Chang H. (2003) Kicking away the ladder: Infant industry promotion in historical perspective.
Oxford development studies 31: 21-32.
Crawford R. (1998) Reinterpreting the Japanese economic miracle. Harvard Business Review
76: 179-184.
Dawar N and Frost T. (1999) Competing with giants: Survival strategies for local companies in
emerging markets. Harvard Business Review 77: 119-132.
Ernst D and Kim L. (2002) Global production networks, knowledge diffusion, and local
capability formation. Research policy 31: 1417-1429.
Goto A and Odagiri H. (2003) Building technological capabilities with or without inward direct
investment: the case of Japan. In: Lall S and Urata S (eds) Competitiveness, FDI and
technological activity in East Asia. Cheltenham, UK: Edward Elgar.
Kanta Ray P, Ida M, Suh C, et al. (2004) Dynamic Capabilities of Japanese and Korean
Enterprises and the ‘Flying Geese’of International Competitiveness. Asia Pacific
Business Review 10: 463-484.
Khanna T and Palepu K. (2006) Emerging giants: Building world-class compaines in
developing countries. Harvard Business Review 84.
Kim L. (1998) Technology policies and strategies for developing countries: lessons from the
Korean experience. Technology Analysis & Strategic Management 10: 311-324.
Kim L. (1999) Building technological capability for industrialization: analytical frameworks and
Korea's experience. Industrial and corporate change 8: 111-136.
Kim L. (2003) The dynamics of technology development: lessons from the Korea experience.
In: Lall S and Urata S (eds) Competitiveness, FDI and technological activity in East
Asia. Cheltenham, UK: Edward Elgar.
Kojima K. (2000) The “flying geese” model of Asian economic development: origin, theoretical
extensions, and regional policy implications. Journal of Asian Economics 11: 375-401.
Lall S. (1994) The East Asian miracle: Does the bell toll for industrial strategy? World
Development 22: 645-654.
Lall S. (1999) Promoting industrial competitiveness in developing countries: lessons from Asia:
Commonwealth Secretariat.
Lall S. (2003) Foreign direct investment, technology development and competitiveness: issues
and evidence. In: Lall S and Urata S (eds) Competitiveness, FDI and technological
activity in East Asia. Cheltenham, UK: Edward Elgar.
Lall S. (2006) Some insights to reinvent industrial strategy in developing countries. International
Journal of Technology Management 36: 16-20.
Lall S and Urata S. (2003) Introduction and overview. In: Lall S and Urata S (eds)
Competitiveness, FDI and technological activity in East Asia. Cheltenham, UK: Edward
Elgar.
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Mathews J. (2002) Competitive advantages of the latecomer firm: A resource-based account of

industrial catch-up strategies. Asia Pacific journal of management 19: 467-488.
Nelson R. (2008) Economic development from the perspective of evolutionary economic
theory. Oxford development studies 36: 9-21.
Odagiri H. (1991) The interaction of growth and competition: the key to understanding
Japanese management. Business Strategy Review 2: 25-37.
Perkins D. (1994) There are at least three models of East Asian development. World
Development 22: 655-661.
Porter M and Sakakibara M. (2004) Competition in Japan. The Journal of Economic
Perspectives 18: 27-50.
Ramamurti R. (2012) Competing with emerging market multinationals. Business Horizons 55:
241-249.
Tezuka H. (1997) Success as the source of failure? Competition and cooperation in the
Japanese economy. Sloan Management Review 38: 83.
The Economist. (2010) The world turned upside down: A special report on innovation in
emerging markets. The Economist 10 April 2010.
Wade R. (1990) Governing the Market: Economic Theory and the Role of Government in East
Asian Industrialization. Princeton: Princeton University Press.
Wade R. (2003) What strategies are viable for developing countries today? The World Trade
Organization and the shrinking of ‘development space’. Review of International Political
Economy 10: 621-644.
Yeung H. (2014) Governing the market in a globalizing era: Developmental states, global
production networks and inter-firm dynamics in East Asia. Review of International
Political Economy 21: 70-101.
Yoo S and Lee S. (1987) Management style and practice of Korean chaebols. California
Management Review 29: 95-110.
Recommended Internet sites

Sirius- ABI Inform/Business Source Premier
Business Week
The Economist
Fortune
Useful Journals:
World Development
Economic Geography
Asia Pacific Business Review
Transnational Corporations
Harvard International Review California Management Review Harvard Business Review
The website for this course is on Moodle at:

http://moodle.telt.unsw.edu.au
6 COURSE EVALUATION AND DEVELOPMENT

Each year feedback is sought from students and other stakeholders about the courses offered
in the School and continual improvements are made based on this feedback. UNSW's Course
and Teaching Evaluation and Improvement (CATEI) Process
(http://www.ltu.unsw.edu.au/ref4-5-
1_catei_process.cfm) is one of the ways in which student evaluative feedback is gathered.
Significant changes to courses and programs within the School are communicated to
subsequent cohorts of students.
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7 COURSE SCHEDULE
COURSE SCHEDULE
Other
Week Lecture Topic Tutorial Topic References Activities/
Assessment
Introduction:
Explain
Globalisation, Lall and
Week 1 assessment Icebreaking;
nation-states, and Urata (2003);
27 February tasks related to Forming groups
competitiveness in East Lall (1999)
seminars
Asia
The FG model of Kojima
Case: Case of
Week 2 industrial (2000); Ray, Lecture/seminar
‘Third-World’
6 March development in East Ida and Suh participation
Multinationals
Asia (2006)
Amsden
National Systems of (1990);
Innovation Case: Japanese Nelson Lecture/seminar
Week 3
in East Asian economies car producers in (2008); participation
13 March
and latecomer firms: The Thailand Mathews
LLL Model (2002)
Odagiri
(1991),
Tezuka
(1997),
Industrial policy, Case: Porter
Week 4 Keiretsus and Technological and Lecture/seminar
20 March internationalization in catch up by Sakakibara participation
Japan Chinese firms (2004),
Crawford
(1998); Goto
and Odagiri
(2003)
Case:
Industrial policy, Organisation Kim (1998,
Week 5 Chaebols and learning in 1999, 2003), Lecture/seminar
27 March internationalization in Hitachi, Yoo and Lee participation
Korea Matsushita, (1987)
Toyota
Mid Semester
Review of topics Test during
Week 6
Midterm test in lecture covered lecture
03 April
week 1-5 Lecture/seminar
participation
Case: Ernst and
The role of FDI in export
Week 7 Semiconductor Kim (2002); Lecture/seminar
competitiveness Asia
10 April industry in Japan Lall (2003); participation
Pacific
and Korea Yeung (2014)
Mid-semester break: Friday 14 – Saturday 22 April inclusive
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Lall (1994);
Case:
Perkins
Week 8 Industrial policy in East Technological Lecture/seminar
(1994); Wade
24 April Asia learning in participation
(1995)
Samsung
Week 9 Case: Paradox Lall (2006);

Institutional development Lecture/seminar
of Samsung’s Wade (2003);
1 May in Asia participation
rise Chang (2003)
Khanna and
Palepu
(2006), Written
Case:
Institutional voids and Ramamurti Assignment due
Week 10 Semiconductor
strategy of emerging (2012); May 12
8 May industry in
market firms Mathews Lecture/seminar
Singapore
(2002); participation
Economist
(2010
Dawar and
Frost (1999),
Lessons from late
Bartlett and
Week 11 movers -
Case: Beyond Ghoshal Lecture/seminar
emerging economies and
15 May global factory (2000), participation
internationalisation
Hammond
strategy
and Prahalad
(2004)
Summary
Case: EMFs’ discussion on
Week 12 The Future of Asia- Lecture/seminar
Value for Money key lessons
22 May Pacific participation
Strategy based on all
readings
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THE UNIVERSITY OF NEW SOUTH WALES

SCHOOL OF MANAGEMENT
ASSIGNMENT COVER SHEET
Student names and nos:
Seminar Time:
Tutor Name:
Date Submitted:
Word Count:
We hereby certify that this assignment is our own group work, based on our personal study
and/or research, and that we have acknowledged all material and sources used in the
preparation of this assignment whether they be books, articles, reports, lecture notes, any
other kind of document or personal communication. We also certify that the assignment has
not previously been submitted for assessment in any other subject or at any other time in the
same subject and that we have not copied in part or whole or otherwise plagiarised the work
of other students and/or persons.
Signature:
ASSESSOR’S
COMMENTS:
Marking Criteria Full Marks Actual Mark

Quality of arguments: relevance, logic and cohesion 20
Use of frameworks to support analysis 20
Use of case evidence to support analysis 20
Originality and usefulness of the analysis 20
Organisation, clarity of expression, editing etc. 20
MARK/GRADE: PENALTY:
FINAL MARK:
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PART B: KEY POLICIES, STUDENT RESPONSIBILITIES

AND SUPPORT
8 PROGRAMME LEARNING GOALS
The Business School Program Learning Goals reflect what we want all students to BE
or
HAVE by the time they successfully complete their degree, regardless of their
individual
majors or specialisations. For example, we want all our graduates to HAVE a high level
of
business knowledge, and a sound awareness of ethical, social, cultural and
environmental
implications of business. As well, we want all our graduates to BE effective problem-
solvers,
communicators and team participants. These are our overall learning goals for you and
are
sought after by employers.
You can demonstrate your achievement of these goals by the specific outcomes you
achieve
by the end of your degree (e.g. be able to analyse and research business problems
and
propose well-justified solutions). Each course contributes to your development of two or
more
program learning goals/outcomes by providing opportunities for you to practise these
skills
and to be assessed and receive feedback.
Program Learning Goals for undergraduate and postgraduate students cover the same
key
areas (application of business knowledge, critical thinking, communication and
teamwork,
ethical, social and environmental responsibility), which are key goals for all Business
students and essential for success in a globalised world. However, the specific
outcomes
reflect different expectations for these levels of study.
We strongly advise you to choose a range of courses which assist your development of
these skills, e.g., courses assessing written and oral communication skills, and to keep
a
record of your achievements against the Program Learning Goals as part of your
portfolio.
9 ACADEMIC HONESTY AND PLAGIARISM
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The University regards plagiarism as a form of academic misconduct, and has very
strict rules regarding plagiarism. For UNSW policies, penalties, and information to
help you avoid plagiarism see: https://student.unsw.edu.au/plagiarism as well as the
guidelines in the online ELISE seminars for all new UNSW students:
http://subjectguides.library.unsw.edu.au/elise
To see if you understand plagiarism, do this short quiz:

https://student.unsw.edu.au/plagiarism-quiz .
For information on how to acknowledge your sources and

reference correctly, see: https://student.unsw.edu.au/harvard-referencing
For the Business School Harvard Referencing Guide, see the Business Referencing
and Plagiarism webpage (Business >Students>Learning support>
Resources>Referencing and plagiarism).
More detailed information on plagiarism is available on the Course Outline Website.
10 STUDENT RESPONSIBILITIES AND CONDUCT
Students are expected to be familiar with and adhere to university policies in relation to
class attendance and general conduct and behaviour, including maintaining a safe,
respectful environment; and to understand their obligations in relation to workload,
assessment and keeping informed.
Information and policies on these topics can be found in UNSW Current Students
‘Managing your
Program’ webpages: https://student.unsw.edu.au/program.
10.1 Workload
It is expected that you will spend at least nine to ten hours per week studying this
course. This time should be made up of reading, research, working on exercises and
problems, online activities and attending classes. In periods where you need to
complete assignments or prepare for examinations, the workload may be greater.
Over-commitment has been a cause of failure for many students. You should take
the required workload into account when planning how to balance study with
employment and other activities.
We strongly encourage you to connect with your Moodle course websites in the first
week of semester. Local and international research indicates that students who
engage early and often with their course website are more likely to pass their course.
Information on expected workload: https://student.unsw.edu.au/uoc
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10.2 Attendance
Your regular and punctual attendance at lectures and seminars is expected in this
course. University regulations indicate that if students attend less than 80% of
scheduled classes they may be refused final assessment. For more information, see:
https://student.unsw.edu.au/attendance
10.3 General Conduct and Behaviour
You are expected to conduct yourself with consideration and respect for the needs of
your fellow students and teaching staff. Conduct which unduly disrupts or interferes
with a class, such as ringing or talking on mobile phones, is not acceptable and
students may be asked to leave the class. More information on student conduct is
available at: https://student.unsw.edu.au/conduct
10.4 Occupational Health and Safety
UNSW Policy requires each person to work safely and responsibly, in order to avoid
personal injury and to protect the safety of others. For more information, see
http://www.ohs.unsw.edu.au/.
10.5 Keeping Informed
You should take note of all announcements made in lectures, seminars or on the
course web site. From time to time, the University will send important announcements
to your university e-mail address without providing you with a paper copy. You will be
deemed to have received this information. It is also your responsibility to keep the
University informed of all changes to your contact details.
11 SPECIAL CONSIDERATION
You must submit all assignments and attend all examinations scheduled for your
course. You should seek assistance early if you suffer illness or misadventure which
affects your course progress.
General information on special consideration for undergraduate and

postgraduate courses:
1. All applications for special consideration must be lodged online through myUNSW
within
3 working days of the assessment (Log into myUNSW and go to My Student Profile
tab > My Student Services > Online Services > Special Consideration). You will then
need to submit the originals or certified copies of your completed Professional Authority
form (pdf - download here) and other supporting documentation to Student Central. For
more information, please study carefully in advance the instructions and conditions at:
https://student.unsw.edu.au/special-consideration
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2. Please note that documentation may be checked for authenticity and the
submission of false documentation will be treated as academic misconduct. The
School may ask to see the original or certified copy.
3. Applications will not be accepted by teaching staff. The lecturer-in-charge
will be automatically notified when you lodge an online application for special
consideration.
4. Decisions and recommendations are only made by lecturers-in-charge (or by
the Faculty
Panel in the case of UG final exam special considerations), not by tutors.
5. Applying for special consideration does not automatically mean that you will be
granted a supplementary exam or other concession.
6. Special consideration requests do not allow lecturers-in-charge to award
students additional
marks.
Special Consideration and the Final Exam:
Applications for special consideration in relation to the final exam are considered by an
Business School Faculty panel to which lecturers-in-charge provide their
recommendations for each request. If the Faculty panel grants a special consideration
request, this will entitle the student to sit a supplementary examination. No other form
of consideration will be granted.
Where a student is granted a supplementary examination as a result of a request for

special consideration, the student’s original exam (if completed) will be ignored and
only the mark achieved in the supplementary examination will count towards the final
grade. Failure to attend the supplementary exam will not entitle the student to have
the original exam paper marked and may result in a zero mark for the final exam.
If you attend the regular final exam, you are extremely unlikely to be granted a
supplementary exam. Hence if you are too ill to perform up to your normal standard in
the regular final exam, you are strongly advised not to attend. However, granting of a
supplementary exam in such cases is not automatic. You would still need to satisfy the
criteria stated above.
The Business School’s Special Consideration and Supplementary Examination Policy

and Procedures for Final Exams for Undergraduate Courses is available at:
www.business.unsw.edu.au/Students-
Site/Documents/supplementary_exam_procedures.pdf.
12 STUDENT RESOURCES AND SUPPORT
The University and the Business School provide a wide range of support
services for students, including:
• Business School Education Development Unit (EDU)

https://www.business.unsw.edu.au/students/resources/learning-support
The EDU provides academic writing, study skills and maths support specifically for
Business students. Services include workshops, online resources, and individual
consultations. EDU
Office: Level 1, Room 1033, Quadrangle Building. Phone: 9385 5584;
Email: edu@unsw.edu.au.
CRICOS Code 00098G

17
• Business Student Centre

https://www.business.unsw.edu.au/students/resources/student- centre
Provides advice and direction on all aspects of admission, enrolment and graduation.
Office:
Level 1, Room 1028 in the Quadrangle Building; Phone: 9385 3189.
• Moodle eLearning Support
For online help using Moodle, go to: https://student.unsw.edu.au/moodle-
support. For
technical support, email: itservicecentre@unsw.edu.au; Phone: 9385 1333.
• UNSW Learning Centre www.lc.unsw.edu.au
Provides academic skills support services, including workshops and resources, for all
UNSW
students. See website for details.
• Library training and search support services
http://info.library.unsw.edu.au/web/services/services.html
• IT Service Centre: Provides technical support for problems logging in
to websites, downloading documents etc.
https://www.it.unsw.edu.au/students/index.html Office: UNSW Library Annexe (Ground
floor). Ph: 9385 1333.
• UNSW Counselling and Psychological Services
https://student.unsw.edu.au/wellbeing Provides support and services if you need help
with your personal life, getting your academic life back on track or just want to know
how to stay safe, including free, confidential counselling. Office: Level 2, East Wing,
Quadrangle Building; Phone: 9385 5418; Email: counselling@unsw.edu.au
• Student Equity & Disabilities Unit http://www.studentequity.unsw.edu.au
Provides advice regarding equity and diversity issues, and support for students
who have a disability or disadvantage that interferes with their learning. Office: Ground
Floor, John Goodsell Building; Phone: 9385 4734; Email: seadu@unsw.edu.au
CRICOS Code 00098G

MGMT5604 Asia Pacific Business & Management

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Business School

Part A: Course-Specific Information

Part B: Key Policies, Student Responsibilities

CRICOS Code 00098G

CRICOS Code 00098G

PART A: COURSE-SPECIFIC INFORMATION

1 STAFF CONTACT DETAILS

2.1 Teaching Times and Locations

Lecture Thursday 18:00 - 19:30 (Chemical Sc M11)

2.2 Units of Credit

2.3 Summary of Course

2.4 Course Aims and Relationship to Other Courses

 Catching-up and latecomer industrialization paradigm

CRICOS Code 00098G

Student Learning Outcomes

Business Postgraduate Coursework Program Learning Goals and Outcomes

3. Communication: Our graduates will be effective communicators in professional contexts.

4. Teamwork: Our graduates will be effective team participants.

Program Learning Goals Course Learning Outcomes Course Assessment

CRICOS Code 00098G

1 Knowledge Understand and conceptualise the Seminar questions

3 LEARNING AND TEACHING ACTIVITIES

3.1 Approach to Learning and Teaching in the Course

3.2 Learning Activities and Teaching Strategies

4.1 Formal Requirements

4.2 Assessment Details

Assessment Weighting Length Due Date

Mid-Semester 20% TBA Mid-semester exam

CRICOS Code 00098G

Seminar Participation 10% 1.5 hours x 12 weeks On Going

Written 25% Week 10 ( M a y 1 2 )

Lecture 5% 1.5 hours x 12 weeks On Going.

Final Exam 40% 2 hours University Exam

Mid-Semester Exam (20%)

Final Exam (40%)

Written Assignment (20 %)

Seminar participation (10%)

CRICOS Code 00098G

involved in all discussions and activities.

Lecture attendance (5%)

Marking Criteria Marks Learning outcomes/attributes

4.3 Assessment Format

Mid-Semester Exam (20%)

Final Exam (40%)

CRICOS Code 00098G

Written Assignment (20 %)

Seminar participation (10%)

Lecture attendance (5%)

4.4 Assignment Submission Procedure

Written Assignment (20 %)

4.5 Late Submission

CRICOS Code 00098G

CRICOS Code 00098G

Mathews J. (2002) Competitive advantages of the latecomer firm: A resource-based account of

Recommended Internet sites

The website for this course is on Moodle at:

6 COURSE EVALUATION AND DEVELOPMENT

CRICOS Code 00098G

CRICOS Code 00098G

Week 9 Case: Paradox Lall (2006);

CRICOS Code 00098G

THE UNIVERSITY OF NEW SOUTH WALES

Student names and nos: