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課程名稱 |
國際企業管理
Multinational Business Management |
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開課學期 |
107-2 |
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授課對象 |
國際企業學系 |
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授課教師 |
邱宏仁 |
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課號 |
IB2010 |
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課程識別碼 |
704 21610 |
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班次 |
02 |
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學分 |
3.0 |
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全/半年 |
半年 |
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必/選修 |
必修 |
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上課時間 |
星期二7,8,9(14:20~17:20) |
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上課地點 |
管二205 |
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備註 |
限學士班二年級以上
總人數上限：70人
外系人數限制：10人 |
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Ceiba 課程網頁 |
http://ceiba.ntu.edu.tw/1072IB2010_02_Chiu |
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課程簡介影片 |
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核心能力關聯 |
核心能力與課程規劃關聯圖 |
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課程大綱
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為確保您我的權利,請尊重智慧財產權及不得非法影印
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課程概述 |
本課程專注於探討國際化經營環境之營利企業與非營利組織,之主要管理議題: 當然這包括跨國界經營企業之國際化進程模式(stage model), 在IR(integration, responsiveness)方格中的定位, 擁有相對於專注在單一市場之OLI(ownership, location, internalization)競爭優勢. 以及選用的EPRG(ethnocentric, polycentric, regiocentric, geocentric)國際經營模式… 等. 課程的結構包括相關核心理論.最佳實務.前瞻思維.以及政策規劃. 我們將聚焦在當前艱困的全球經營環境中,如何理解與發展.執行能強化績效.提升創新.快速回應.與彈性應變的國際化經營所需之管理視野與知識.
In-person experiential learning -- i.e., either on an individual or group basis -- lays the groundwork for my teaching on campuses around major universities in Asia for the past 26 years. For teaching effectiveness for the 2nd-year undergraduate core course at the Department of International Business, Prof. Chiu emphasizes the importance of in-class participation at the either individual or group level, pre-class preparations for the textual chapter(s) and course readings, and on-time attendance for the class.
To update and enhance my pedagogical approach in line with the global benchmark of the top universities overseas, I have implemented a four-year long “Global Teaching & Research Effectiveness 2.0” project since 2015 on behalf of a Hong Kong-based not-for-profit foundation with an endowment of US$ 140 million up to date. The leading universities that I have visited and benchmarked their teaching protocols include the Wharton School, Stanford, UC-Berkeley, U Chicago, U Minnesota, HEC-Montreal, U Sydney, Humboldt U, Berlin Technical U., U Paris, Ecole Polytechique, Waseda, Keio, U Hong Kong, National U Singapore, Beijing U, Beijing Tsinghua, among others.
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課程目標 |
This course focuses on the challenges and opportunities associated with organizational management and business strategy in the global environment. The International Business Management (IBM) course is intended to be a challenging management course for equipping you for a future global talent and well-regarded professional. There are three objectives guiding the instructor’s pedagogical approach and in-class interactions:
First, you can expect to gain a general overview of the process and effect of sequential internationalization – or accelerated globalization of an entrepreneurial firm – in each class, with an introduction to theories, concepts and skills relevant to managing effectively. Second, this course provides you with great opportunities for integrating knowledge and practices across cultural, institutional, and industry contexts. A “surely working case study method will help your apply what you learned and are learning to solve the problems raised by the cases. Finally, this course will serve a bridge connecting your basic understandings of economics, accounting, international business environments with advanced learning in functional areas of finance, marketing, human resources, and so on, from the cross-cultural, institutional force-driven, and industry dynamics-oriented integrative perspective. |
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課程要求 |
These are three parts of the final grading:
(1) Group Case-Study Written Report + Oral presentation 40%
(2) Individual/Group In-Class Participation 20%
(3) Final Exam 40%
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預期每週課後學習時數 |
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Office Hours |
每週三 12:00~13:00 備註： and by appointment for mutually agreed time slots |
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指定閱讀 |
(Textbook -- Everyone needs to have one copy)
Luthans, F, Doh, J.P. (2018) International Management: Culture, Strategy, and Behavior (10th ed.), McGraw-Hill Irwin. |
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參考書目 |
Course Readings (Available on the Course Website for free)
(R1) Alanis, et al. (2018) Shifting trade rules and the future of North
America’s auto industry. BCG Report, Boston Consulting Group.
(R2) Alstyne, et al. (2016) Pipelines, Platforms, and the New Rules
of Strategy. Harvard Business Review, April, ppt. 54-62.
(R3) Atluri, et al. (2017) Competing in a World of Sectors without
Borders. McKinsey Quarterly, McKinsey & Co.
(R4) Bughin, et al. (2016) Lions on the Moves II: Realizing the
Potential of Africa’s Economies. McKinsey Global Institute.
(R5) Bughin, et al. (2017) European Business: Overcoming Uncertainty,
Strengthening Recovery. McKinsey Global Institute.
(R6) Bughin et al., (2018) Testing the Resilience of European Inclusive
Growth Model. McKinsey Global Institute.
(R7) Capgemini (2018) World FinTech Report 2018.
(R8) CBInsights (2018) Global Tech Hubs Report – global metro areas
and their tech companies.
(R9) Ding, et al. (2018) Embracing China’s New Retail. Bain Report,
Bain & Company.
(R10) Felenbok et al., (2018) Asia’s Conglomerates: End of the Road?
Bain Brief, Bain & Company.
(R11) Ghemawat, P. (2017) Globalization in the age of Trump. Harvard
Business Review, July-August, ppt. 114-123.
(R12) Iansiti & Lakhani (2017) Managing our Hub Economy. Harvard
Business Review, September, ppt. 85-92.
(R13) Idehen, et al. (2017) Drawing a Route to Market for Multinationals
in Africa. BCG Report, Boston Consulting Group.
(R14) Manyika et al. (2018) Superstars – The Dynamics of Firms,
Sectors, and Cities Leading the Global Economy. McKinsey Global Institute.
(R15) Morel, et al. (2017) Bridging to Brexit: insights from European
SMEs, corporates and investors. BCG Report, Boston Consulting Group.
(R16) Nettesheim, C. et al. (2016) Transformation in Emerging Markets.
BCG Report, Boston Consulting Group.
(R17) Ransbotham, S. et al. (2017) Reshaping Business with Artificial
Intelligence. MIT Sloan Management Review, Fall.
(R18) Woetzel, et al. (2017) China’s Digital Economy – A Leading
Global Force. McKinsey Global Institute.
(R19) Woetzel, et al. (2018) Outperformers – High-Growth Emerging
Economies and the Companies that Propel Them. McKinsey Global Institute.
(R20) Wong (2018) China’s Internet Giants Go Global. Presentation
materials for Money 20/20 Asia, CBInsights
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評量方式
(僅供參考) |
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No. |
項目 |
百分比 |
說明 |
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1. |
Group Case-Study Written Report + Oral presentation |
40% |
We will discuss nine (9) cases in international business strategy. Each study group consisting of max 5 members needs to pick one case to analyze and then to write a case study report. The length of the report should be 2500 words or so (excluding exhibits).
You are also expected to make ONE in-class oral presentation that addresses the discussion questions given in the syllabus, based on the case chosen. If there are more than two groups choose the same case, the instructor or TA will make the coordination.
The grading criteria for your group written report and presentation power point file are shown in the following exhibit. |
2. |
Individual/Group In-Class Participation |
20% |
The grading for your participation for class discussions will be recognized as the “sticker-awarding” system. The total number of stickers collected in every class will be counted toward your contributions to class discussions. To get a highest grade (A+) on this part, you are expected to get at least 10 stickers. The number of stickers your receive will serve the basis for your participation grade. |
3. |
Final Exam |
40% |
You can expect 4 short-essay questions + 20 multiple-choice questions in the in-class final exam. The exam questions will cover all textual materials taught and discussed in class. The exam date is scheduled to take place on June 4, 2018 (i.e., W16). |
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週次 |
日期 |
單元主題 |
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第1週 |
2/19 |
(1) Course Introduction & Class Administration Matters
(2) Overview of the IBM Cases.
(3) Introduction to International Business Management, from the perspectives of Taiwan and other emerging economies. |
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第2週 |
2/26 |
(1) Globalization and International Linkages
(2) The “Surely-Working” Case Study Method & Alternatives
(3) Special Topic: China-based digital giants go global.
Learning from Cases:
In-class group discussions on “The emergence of
e-sports ecosystem for better value integration” |
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第3週 |
3/05 |
(1) The Political, Legal, and Tech Environment
(2) Ethics, Social Responsibility, and Sustainability
Deadline for Forming the case study group and LINE group. |
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第4週 |
3/12 |
(1) The Meanings and Dimensions of Culture
(2) Managing Across Cultures |
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第5週 |
3/19 |
Organizational Cultures and Diversity
Euro Disneyland/ Disney in Asia (In-Depth Case 2.1a&b in the textbook)
Introductory Case Analysis on Post-Scandal Volkswagen |
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第6週 |
3/26 |
Cross-Cultural Communications and Negotiation
Case 1: Huawei |
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第7週 |
4/02 |
Spring Break!
--> No Class |
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第8週 |
4/09 |
(1) Strategy Formulation and Implementation
(2) Types of Competitiveness in the Global Landscape
Case 2: Airbnb |
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第9週 |
4/16 |
(1) Entry Strategies & Organizational Structures
(2) Competitive and Collaborative Dynamics in Emerging Economies
Case 3: Singapore & Korea |
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第10週 |
4/23 |
Managing Political Risk, Government Relations, and Alliances
Case 4: Zara |
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第11週 |
4/30 |
Management Decision and Control
Case 5: Lufax, PayTm, NuBank in Fintech |
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第12週 |
5/07 |
Motivation Across Cultures
IKEA’s Global Renovation (Brief Case 4.1 in the textbook)
Case 6: Amazon v. Alibaba |
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第13週 |
5/14 |
Leadership Across Cultures
HSBC in China (In-Depth Case 4.1)
Case 7: Celgene |
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第14週 |
5/21 |
Human Resource Selection and Development Across Cultures
Case 8: Netflix |
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第15週 |
5/28 |
(1) Case Study Wrap-up
(2) Final-Exam Questions Review
Case 9: Foxconn & Softbank |
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第16週 |
6/04 |
In-Class Final Exam |
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第17週 |
6/11 |
Final Exam Results
Special Topic: Leading Strategic Change and Family Business Executive Succession Worldwide
Course Wrap-up |
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