1.An Australian mining company would like to make its foreign direct investment (FDI) into a new copper mining project in Myanmar. Given the recent political uncertainty in Myanmar, you are hired as a political risk consultant to the company. Your tasks are to identify the major types of political risks for this investment and recommend potential strategies to mitigate the risks identified.
2.Huawei, a Chinese large private telecommunication equipment manufacturer, has been developing its Australian market since 2004. It has been actively engaged in corporate political activity (CPA), primarily aiming to participate in the Australia’s national broadband network (NBN) project and the development of 5G telecommunication technologies. Huawei has used a variety of CPA practices, such as establishing an independent board for its Australian subsidiary (Huawei Australia), appointing several former politicians and military general (e.g., former Minister of Foreign Affairs, former Victorian Premier, and former navy Rear Admiral) to the board, inviting and paying Australian Members of Parliament (MPs) to visit its headquarters in Shenzhen, China, and sponsoring a rugby team in Canberra. Explain why Huawei has been so actively engaged in CPA in Australia, identify what factors at the industry-, organization- and issue-levels that have influenced Huawei’s decision to use a proactive CPA approach in Australia. Critically elaborate why the outcomes of these corporate political activities have been largely unsuccessful for Huawei?
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