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Australian National Business School
Emeritus Professor Darrell Mahoney
Australian National Business School
Professor Roger Smith
The University of Western Australia
David Neath
Deakin University
Business in Asia will be taught by a team of experts who singularly and collectively have extensive knowledge of, and extensive practical experience in, ‘…doing business in Asia.’ The aim of Business in Asia is to make you feel sufficiently
confident to advise senior management on how it should go about taking its business off-shore to a target Asian market on an exporting or investment basis, improving the off-shore performance of an existing operational unit, or encouraging Asian parties to export to or invest in an Australian business. In doing this, the unit will examine the economic dynamism of the Asian economies and will focus on a range of countries such as China, India, Indonesia, Malaysia, Singapore, South Korea, the Philippines and Vietnam. Forms of government, the structure of industry, inward investment, sourcing, trading relationships, government/ business relationships, and business and cultural style are some of the issues to be examined. Asian case studies will be integrated into the unit and you will be addressed by Asian experts and business people as well as visit local organisations.
Business in Asia Unit Outline (80 kb PDF).
Dr Kate Andrews
Griffith University
How do 21st century firms maximise the impact of human, relational and organisational capital on performance and results? The focus of this unit is the
identification, development and management of knowledge-based assets at the enterprise level. In the knowledge economy of the 21st century, value is created predominantly from innovation and the development of knowledge-based goods, services and solutions. Yet knowledge itself is poorly understood as a competitive and strategic resource for today’s organisations. Organisations and managers who appreciate knowledge as a core asset have a considerable strategic advantage.
This unit critically evaluates knowledge strategies at the national and enterprise level, and confirms elements of effective knowledge management in the Asian context. Firstly, national knowledge-based strategies for economic growth in Singapore, Korea, Malaysia and Australia will be examined. Secondly, knowledge strategies adopted by leading Asian firms (based on Most Admired Knowledge Enterprises - Asia 2005) will be reviewed. Based on these analyses, success criteria for knowledge management in Asia at national and enterprise levels will be identified.
This elective will change the way that you think about your organisation and its potential. It draws on rich transdisciplinary underpinnings complemented by practical applications. Case studies of leading organisations will demonstrate how to achieve value from intangible assets and participants will develop knowledge strategies to implement in their own organisations.
Intellectual Capital Development Unit Outline (61 kb PDF)
Professor Ray Fells
The University of Western Australia
This unit will provide a close examination of the dynamics of the process of negotiation. This will be achieved through an exploration of negotiation theory and research and through the practical exercise of various negotiating techniques. This theory into practice approach will encourage participants to develop a strategic rather than reactive perspective to the task of reaching an agreement through negotiation. The unit will also critically examine the inter-cultural dimensions of negotiation.
Strategic Negotiation Unit Outline (105 kb PDF)
Dr Peter Robertson
University of Wollongong
Marketplace forces are pressuring competing organisations and competing supply chains to respond and adapt to the changing demands of customer requirements and expectations, investor demands, globalisation, cost pressures and heightened competitive rivalry.
As it develops and applies the know-how to respond to the above changes, Supply Chain Management is increasingly becoming the competitive weapon of the 21st Century. Knowledge and understanding of Supply Chain Management, what it is, what it means, what it does and how to do it, are all therefore of vital importance to present and future business leaders and managers. This program provides you with the opportunity to be at the forefront of such knowledge and understanding.
In the context of supply chains now competing locally, regionally and globally, this unit will describe in detail both how to shape and link a supply chain strategy to an overall business strategy in response to the above marketplace forces, and how to engage supply chain partners in the collaborative effort necessary to achieve actual implementation of the strategy. It will provide a comprehensive explanation of the key building blocks (components) of Supply Chain Management and their interrelationships. Students will take their acquired knowledge of each such building block and use it to construct the ‘House of Supply Chain Management’ in its correct sequence.
This elective will provide you with the skills and knowledge necessary to competently redesign/realign your organisation’s supply chain in a relevant way and to implement your chosen strategy using a reliable and robust methodology that is proven in practice.
Supply Chain Management Unit Outline (89 kb PDF)
Assoc. Professor Tim Mazzarol
The University of Western Australia
Successful entrepreneurship requires more than mere luck and money. Successful entrepreneurship is a cohesive process of planning, idea development, creativity and risk taking. The main reasons for studying entrepreneurship are to create entrepreneurial awareness, to develop analytical and creative skills, and to encourage the self-development of participants into entrepreneurial business owners or employees.
The unit introduces participants to the nature and characteristics of entrepreneurship and innovation and explores the inter-relationship between the two within contemporary economies in the Asia Pacific region from a managerial perspective. The nature of enterprise behaviour and the characteristics of entrepreneurs in both large and small organisations are examined, as are the policy issues associated with encouraging enterprise and innovation within large organisations and the wider community. Participants examine their own propensity for enterprise andcreativity, while exploring the nature and process of innovation. They are provided with an understanding of how technology and innovation are distinct but related constructs, as well as the psychological, social and cultural forces that influence the creation of new business ventures in the Asia-Pacific region, and how enterprise and innovation can be unlocked within all types of organisation both large and small.
Fantastic. The opportunity to experience first-hand the challenges of commencing a business in Asia ...
Ros Rohde (AISAM 2007)
It highlighted how knowledge within an organisation can really add to the bottom line.
Ann O'Gorman Skarratts, AISAM 2005
The best feature was it is applicable to any situation in life - private or businessMonicah Gitau-O'Reilly, AISAM 2006
I would consider this course a must for any senior strategist.
Colin Boldra, AISAM 2005
...a great opportunity to learn how business is conducted in this region and how to go about it.
Joanna Murphy, AISAM 2007
*Note: Students who have previously undertaken graduate studies of business in Asia may, subject to the approval of the AISAM Director, undertake the unit Entrepreneurship and Innovation in an Asia-Pacific Context.