BUSM1222 Global Business
The Complete Study & Assessment Guide · S2 2026BUSM1222 Overview
- School of Management, RMIT University
- Semester 2, 2026
Within School of Management, RMIT University, BUSM1222 Global Business walks a firm through the external environments it has to survive in once it crosses a border — globalisation and its drivers and backlash, culture (Hofstede's dimensions), political and legal systems and political risk, the technological environment (AI, platforms, data privacy, cybersecurity), regional economic integration (EU, USMCA, ASEAN, RCEP/CPTPP) and global institutions, sustainability and CSR (licence to operate, ESG, triple bottom line, materiality, hidden supply-chain impacts), the economic and financial environment (economic systems, PPP, inflation, interest rates, exchange rates), competing in global markets (market structures, Porter's Five Forces, entry mode and Dunning's OLI framework), and emerging economies both as destinations and as the home base of EMNEs like BYD, Tata and
Lenovo.
- BUSM1222 grading 20% Assessment 1 — Perusall interactive reading & annotation (four set journal articles, one per week, Weeks 2-5) · 30% Assessment 2 — Global Business Environment Analysis group presentation (slides + Teamwork Book due Week 9, live in-class presentations Weeks 10-11) · 50% Assessment 3 — Career Profile (1,000 words, 20%) + Strategic Career Plan (1,500 words, 30%), due Week 13
- BUSM1222 task mode No examination. The weighted assessment table totals 100% across three coursework tasks with no exam group, and the Week 12 class is a Final Assessment Review + Q&A for Assessment 3, not exam revision. What replaces exam conditions is a hard formatting spec on the 50% task: Arial, Calibri or Times New Roman; size 11 or 12; double-spaced; submitted as Word or PDF via Canvas.
- BUSM1222 mark trap The 50% assessment is marked on five named criteria and the preparation guide states plainly where the marks are lost. The single biggest trap is topic-listing: Strategic integration of course concepts - Do you genuinely apply at least four course topics, or just list them? The integration is what's marked, not the count (§2), reinforced in the pitfalls list. Each topic must do analytical work - connect to your specific country, evidence the claim, and shape your career plan (§7).
What you get in the full BUSM1222 Study & Assessment Guide
- 10 chapters, 28 pages — every assessed topic
- 13 original practice questions, each with a model answer
- 10 worked examples, solved the way BUSM1222 marks
- 18 computed figures, redrawn from the course’s own numbers
- Before-you-submit checklist for the Global Business Career Profile and Strategic Planning (50%) — what markers reward, what costs marks
Free on this page: assessment table, chapter map, one worked example, key terms, FAQ. The rest is in the full study & assessment guide.
How BUSM1222 is assessed
| Component | Weight | Format |
|---|---|---|
| Perusall Activities | 20% | Individual social-annotation activities |
| Global Business Environment Analysis Presentation | 30% | Presentation task; use the current Canvas brief |
| Global Business Career Profile and Strategic Planning | 50% | Career profile 20% plus strategic planning 30% |
The three current components total 100%. Assessment 3 combines a 20% Global Business Career Profile and a 30% Strategic Planning component within the published 50% task; current Canvas briefs control formats and submission settings.
What other students are asking about BUSM1222
- Where can I find lecture notes or study guides for BUSM1222 at RMIT?
- The BUSM1222 study guide in AskSia Library covers Global Business in 10 chapters, with the assessment table, a chapter-by-chapter topic map, key terms and a worked example, free to read on this page.
- Is there a final exam in BUSM1222?
- No final exam is listed in the offering this AskSia Library guide is built from; BUSM1222 is assessed by Perusall Activities 20%, Global Business Environment Analysis Presentation 30%, Global Business Career Profile and Strategic Planning 50%.
- What does BUSM1222 cover on globalisation and international business?
- In AskSia Library's BUSM1222 guide, the Globalisation and International Business chapter explains globalisation drivers · cross-border interdependence · global value chains · distinguish scale, scope and coordination effects in a firm's international activity.
- What does BUSM1222 cover on cultural environments?
- In AskSia Library's BUSM1222 guide, the Cultural Environments chapter explains cultural values · institutional context · cross-cultural communication · compare behaviour without turning country averages into individual stereotypes.
- What does BUSM1222 cover on political and legal environments?
- In AskSia Library's BUSM1222 guide, the Political and Legal Environments chapter explains political risk · legal systems · regulatory legitimacy · connect institutional change to an exposed decision, stakeholder and response.
What BUSM1222 covers
Start with Assessment Map and Global Decision Frame; use Regional Integration and Trade Architecture as the turning point; finish by bringing the course together in Emerging Economies and Strategic Career Planning.
Assessment Map and Global Decision Frame
three linked assessments · environmental evidence · career and strategy application · map each assessment to the global-business decision it testsAssessment Map and Global Decision Frame frames a decision through three linked assessments, environmental evidence and career and strategy application.
- three linked assessments
- environmental evidence
- career and strategy application
- Applying three linked assessments
- Limits of environmental evidence and career and strategy application
Globalisation and International Business
globalisation drivers · cross-border interdependence · global value chains · distinguish scale, scope and coordination effects in a firm's international activityGlobalisation and International Business frames a decision through globalisation drivers, cross-border interdependence and global value chains.
- globalisation drivers
- cross-border interdependence
- global value chains
- Applying globalisation drivers
- Limits of cross-border interdependence and global value chains
Cultural Environments
cultural values · institutional context · cross-cultural communication · compare behaviour without turning country averages into individual stereotypesCultural Environments frames a decision through cultural values, institutional context and cross-cultural communication.
- cultural values
- institutional context
- cross-cultural communication
- Applying cultural values
- Limits of institutional context and cross-cultural communication
Political and Legal Environments
political risk · legal systems · regulatory legitimacy · connect institutional change to an exposed decision, stakeholder and responsePolitical and Legal Environments frames a decision through political risk, legal systems and regulatory legitimacy.
- political risk
- legal systems
- regulatory legitimacy
- Applying political risk
- Limits of legal systems and regulatory legitimacy
Technology and Global Business
digital infrastructure · technology diffusion · platform dependence · evaluate how technology changes entry, coordination and exclusion across marketsTechnology and Global Business frames a decision through digital infrastructure, technology diffusion and platform dependence.
- digital infrastructure
- technology diffusion
- platform dependence
- Applying digital infrastructure
- Limits of technology diffusion and platform dependence
Regional Integration and Trade Architecture
trade agreements · regional blocs · tariff and non-tariff barriers · trace how a rule changes market access, sourcing or competitive positionRegional Integration and Trade Architecture frames a decision through trade agreements, regional blocs and tariff and non-tariff barriers.
- trade agreements
- regional blocs
- tariff and non-tariff barriers
- Applying trade agreements
- Limits of regional blocs and tariff and non-tariff barriers
Sustainability and Corporate Responsibility
stakeholder responsibility · global supply-chain impact · governance and disclosure · test whether a global strategy shifts environmental or social costs out of viewSustainability and Corporate Responsibility frames a decision through stakeholder responsibility, global supply-chain impact and governance and disclosure.
- stakeholder responsibility
- global supply-chain impact
- governance and disclosure
- Applying stakeholder responsibility
- Limits of global supply-chain impact and governance and disclosure
Economic and Financial Environments
economic indicators · currency and financing · country comparison · select indicators that explain a particular business exposure instead of ranking countries genericallyEconomic and Financial Environments frames a decision through economic indicators, currency and financing and country comparison.
- economic indicators
- currency and financing
- country comparison
- Applying economic indicators
- Limits of currency and financing and country comparison
Competing in Global Markets
international entry · global-local adaptation · competitive advantage · match a mode of competition to capabilities, customer differences and control needsCompeting in Global Markets frames a decision through international entry, global-local adaptation and competitive advantage.
- international entry
- global-local adaptation
- competitive advantage
- Applying international entry
- Limits of global-local adaptation and competitive advantage
Emerging Economies and Strategic Career Planning
institutional transition · emerging-market opportunity · career capability evidence · connect an evidence-led market analysis to a realistic capability-development planEmerging Economies and Strategic Career Planning frames a decision through institutional transition, emerging-market opportunity and career capability evidence.
- institutional transition
- emerging-market opportunity
- career capability evidence
- Applying institutional transition
- Limits of emerging-market opportunity and career capability evidence
It is Undergraduate — the Canvas site header reads 'UGRD Semester 2 2026 (2650)'.
There is no exam at all — the weighted assessment table totals 100% across three coursework tasks, and half the course grade is a piece of writing about your own career.
Assessment 3 (50%) is a Career Profile (1,000 words, 20%) plus a Strategic Career Plan (1,500 words, 30%) in which you pick a target country, industry and role and apply at least four course topics to it, with a compulsory ~150-word AI-Originality Statement. Assessment 1 (20%) is not an essay either: it is four weeks of annotating set journal articles inside Perusall, auto-scored and synced to Canvas.
Assessment 2 (30%) is a group environment-analysis presentation — slides plus a Teamwork Book due Week 9, live tutorial presentations in Weeks 10-11.
The teaching runs on a strict before/during/after-class rhythm, with the 'during' hour spent on activity work (a trade-bloc station carousel, a market-entry consulting scenario stress-tested against OLI, institutional role-play), so the theory only lands if you did the pre-reading.
Assessment in BUSM1222 is distributed as follows: 20% Assessment 1 — Perusall interactive reading & annotation (four set journal articles, one per week, Weeks 2-5) · 30% Assessment 2 — Global Business Environment Analysis group presentation (slides + Teamwork Book due Week 9, live in-class presentations Weeks 10-11) · 50% Assessment 3 — Career Profile (1,000 words, 20%) + Strategic Career Plan (1,500 words, 30%), due Week 13
The operational assessment conditions matter here.
No examination. The weighted assessment table totals 100% across three coursework tasks with no exam group, and the Week 12 class is a Final Assessment Review + Q&A for Assessment 3, not exam revision.
What replaces exam conditions is a hard formatting spec on the 50% task: Arial, Calibri or Times New Roman; size 11 or 12; double-spaced; submitted as Word or PDF via Canvas.
What makes BUSM1222 demanding is concrete: The 50% assessment is marked on five named criteria and the preparation guide states plainly where the marks are lost.
The single biggest trap is topic-listing: Strategic integration of course concepts - Do you genuinely apply at least four course topics, or just list them? The integration is what's marked, not the count (§2), reinforced in the pitfalls list. Each topic must do analytical work - connect to your specific country, evidence the claim, and shape your career plan (§7).
Treat the BUSM1222 hurdle status as unconfirmed.
Check the current official course outline for any component-level pass rule before relying on the overall mark.
Start with Assessment Map and Global Decision Frame; use Regional Integration and Trade Architecture as the turning point; finish by bringing the course together in Emerging Economies and Strategic Career Planning.
Worked example · free
Worked example: Global Business integrated response
- 1State the exact comparison the task requires in Global Business integrated response.
- 1Define three linked assessments and place the observation that belongs to it under that heading.
- 1Define globalisation drivers separately, then name the clue that prevents it being collapsed into three linked assessments.
- 1Apply digital infrastructure to the same evidence and give a conclusion that respects this limit: Technical availability does not guarantee adoption, trust or equal access.
Key terms
- Dunning's OLI framework
- Dunning's OLI framework explains foreign direct investment through Ownership advantages held by the firm, Location advantages of the host country and Internalisation gains from controlling activities rather than contracting them out.
- Hofstede's cultural dimensions
- Hofstede's dimensions compare national cultures through tendencies such as power distance, individualism, uncertainty avoidance, masculinity, long-term orientation and indulgence; they are aggregate comparisons, not individual stereotypes.
- Porter's Five Forces
- Porter's Five Forces assesses industry profit pressure from rivalry, new entrants, substitutes, buyer power and supplier power.
- regional economic integration / trade bloc (EU, USMCA, ASEAN, RCEP, CPTPP)
- Regional economic integration reduces trade or investment barriers among member economies through arrangements ranging from preferential agreements to common markets and deeper political-economic unions.
- market entry mode (greenfield, acquisition, joint venture, partnership)
- A market entry mode is the governance form used to enter a foreign market: greenfield builds new operations, acquisition buys an existing firm, and joint ventures or partnerships share ownership, resources or control.
- internationalisation motives
- Internationalisation motives are the strategic reasons a firm expands across borders, including seeking markets, resources, efficiency, knowledge, strategic assets or risk diversification.
- emerging market multinational (EMNE)
- An EMNE is a multinational enterprise headquartered in an emerging economy that owns or controls value-creating activities in more than one country.
- licence to operate, ESG and the triple bottom line
- A licence to operate is continuing stakeholder acceptance, ESG evaluates environmental, social and governance performance, and the triple bottom line assesses economic, social and environmental outcomes together.
BUSM1222 FAQ
Is BUSM1222 hard?
The 50% assessment is marked on five named criteria and the preparation guide states plainly where the marks are lost. The single biggest trap is topic-listing: Strategic integration of course concepts - Do you genuinely apply at least four course topics, or just list them? The integration is what's marked, not the count (§2), reinforced in the pitfalls list.
Each topic must do analytical work - connect to your specific country, evidence the claim, and shape your career plan (§7).
How is BUSM1222 assessed?
20% Assessment 1 — Perusall interactive reading & annotation (four set journal articles, one per week, Weeks 2-5) · 30% Assessment 2 — Global Business Environment Analysis group presentation (slides + Teamwork Book due Week 9, live in-class presentations Weeks 10-11) · 50% Assessment 3 — Career Profile (1,000 words, 20%) + Strategic Career Plan (1,500 words, 30%), due Week 13
What is the BUSM1222 exam or final-task format?
No examination. The weighted assessment table totals 100% across three coursework tasks with no exam group, and the Week 12 class is a Final Assessment Review + Q&A for Assessment 3, not exam revision. What replaces exam conditions is a hard formatting spec on the 50% task: Arial, Calibri or Times New Roman; size 11 or 12; double-spaced; submitted as Word or PDF via Canvas.
Does BUSM1222 have a hurdle or component-level pass rule?
Treat the BUSM1222 hurdle status as unconfirmed. Check the current official course outline for any component-level pass rule before relying on the overall mark.
What prerequisites or restrictions apply to BUSM1222?
Check the current official handbook before enrolling in BUSM1222; prerequisites are not inferred from its course number.
Is BUSM1222 offered in Semester 2, 2026?
This resource is aligned to Semester 2, 2026. Confirm your class and assessment timetable in the current institutional system.
Is this BUSM1222 resource an official university guide?
No. It is an independent BUSM1222 study resource; current institutional instructions remain authoritative for assessment operation.
Questions students ask in each BUSM1222 chapter
- What is the main task in Assessment Map and Global Decision Frame?
- Map each assessment to the global-business decision it tests. Chapter 01 · Assessment Map and Global Decision Frame
- What is the main task in Globalisation and International Business?
- Distinguish scale, scope and coordination effects in a firm's international activity. Chapter 02 · Globalisation and International Business
- What is the main task in Cultural Environments?
- Compare behaviour without turning country averages into individual stereotypes. Chapter 03 · Cultural Environments
- What is the main task in Political and Legal Environments?
- Connect institutional change to an exposed decision, stakeholder and response. Chapter 04 · Political and Legal Environments
- What is the main task in Technology and Global Business?
- Evaluate how technology changes entry, coordination and exclusion across markets. Chapter 05 · Technology and Global Business
- What is the main task in Regional Integration and Trade Architecture?
- Trace how a rule changes market access, sourcing or competitive position. Chapter 06 · Regional Integration and Trade Architecture
- What is the main task in Sustainability and Corporate Responsibility?
- Test whether a global strategy shifts environmental or social costs out of view. Chapter 07 · Sustainability and Corporate Responsibility
- What is the main task in Economic and Financial Environments?
- Select indicators that explain a particular business exposure instead of ranking countries generically. Chapter 08 · Economic and Financial Environments
- What is the main task in Competing in Global Markets?
- Match a mode of competition to capabilities, customer differences and control needs. Chapter 09 · Competing in Global Markets
- What is the main task in Emerging Economies and Strategic Career Planning?
- Connect an evidence-led market analysis to a realistic capability-development plan. Chapter 10 · Emerging Economies and Strategic Career Planning
How to prepare for the assessments
Retrieve the course map, practise the recurring method—compare national and global environments, identify the mechanism affecting a firm and convert that evidence into a defensible international decision—on changed scenarios, and verify every operational assessment detail in the live institutional system.
Your AI Management tutor for BUSM1222
Stuck on a hard BUSM1222 question? Sia is AskSia’s AI Management tutor — ask any BUSM1222 Global Business question and get a clear, step-by-step explanation grounded in how the course is actually taught and assessed. Read this whole study guide free, then take your hardest questions to Sia.