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課程名稱 |
國際企業經營策略
INTERNATIONAL BUSINESS STRATEGY |
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開課學期 |
95-1 |
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授課對象 |
管理學院 國際企業學系 |
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授課教師 |
湯明哲 |
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課號 |
IB3008 |
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課程識別碼 |
704 41100 |
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班次 |
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學分 |
3 |
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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 |
星期一6,7,8(13:20~16:20) |
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上課地點 |
管壹B01 |
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備註 |
以個案方式進行,分組教室另有203,204,B02先修科目:國際企業管理(適用全校學士班學生)。
總人數上限：130人
外系人數限制：20人 |
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Ceiba 課程網頁 |
http://ceiba.ntu.edu.tw/951ib |
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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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課程概述 |
The purpose of this required course is to provide a strategy framework for
multinational corporations to successfully compete and grow in the changing
global environment. |
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課程目標 |
This course emphasizes on three themes that are central to the general
management of a multinational corporation: (1) How to successfully build,
transfer and sustain a company’s competitive advantages within a global context,
(2) How to manage inter-organizational linkages for building and leveraging
competencies, and (3) How to manage effective organizational architecture and
achieve corporate coherence and growth.
To tackle these issues, we will address both strategic and organizational
principles that underlie the formation of firm-specific competitive advantages
in the context of global management. Pedagogically, this course heavily relies
upon case-based learning and conscious reading efforts. As a managerial course,
your active participation and meaningful contribution to sustaining a good
conversation are a must. Overall, this course is to develop your competencies
in strategic thinking and managerial problem-solving within the context of
multinational management.
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課程要求 |
1. Active and Meaningful Participation
Active participation, both in the class and in the group, is an essential
element of learning experience. Meaningful participation means making a
contribution to the intellectual conversation. Our interest is not “right” or
“wrong”, it is whether you have made a contribution to the development of the
issues under study by the class (group), and whether you have moved the class
(group) forward. Failure to participate penalizes you and the class in several
ways: you deprive all of us from your insights into the class, you lose the
chance to learn from others, and eventually you will lose incentive to learn
from the course. To prevent this scenario from occurring, you should actively
follow the course schedule, read text before the class, and make group works
efficiently and effectively. In addition, it is your duty to clarify any point
of confusion, either those coming from the process or from our communication.
Your participation score will share 20% of your final score. In order to
provide an unbiased judgment on your participation performance, we will first
provide a visible name card for you before the second meeting and measure the
effectiveness of your participation based on the following five criteria:
1. Active Listening: Is the participant a good listener?
2. Relevant Discussion: Are the points made relevant to the discussion? Are they
linked to the comments of others and to the themes that the class is exploring
together?
3. Value-adding Inquiry: Do the comments add to our understanding of the
situation? Do they cut to the core of the problem? Is there a willingness to
test new ideas?
4. Constructive Questioning: Is there a willingness to challenge the ideas that
being expressed in a constructive manner?
5. Integrative Conversation: Does the participant show efforts of integrating
cases, readings, or theoretical arguments learned from past classes?
2 Cases & Write-ups (CWs)
Case discussion is to provide an arena for bridging theoretical framework with
reality. Cases also provide us valuable learning experience of exploring logic
underlying critical managerial decisions. Along with the session subjects, this
course selects 12 cases for discussion. The content of these cases reflects a
balanced blending of types of industry, countries of origin, and stages of
corporate development. Each case has its distinct strategic decision issues to
be resolved, on which your case write-ups have to focus.
You are required to form a group of FIVE and turning in the team organization
sheet by 5 pm. of 9/26. Each group has to read the case, identify critical
decision issues, and work out managerial solutions in a systematic manner. Each
group is also required to submit a write-up for each case before the class. In
other words, every group has to trun in TWELVE CWs in this semester. However,
considering potential poor performance in the early stage due to inadequate
adjustments, we will only count the best ELEVEN scores as the final grade.
CWs have to be wordprocessed, with reasonable line space and fonts, and signed
by team members before turning in. Since report length will not necessarily
reflect its quality, please limit your CWs within TWO pages each, excluding
necessary appendices. You should take this as a goal to consolidate your
thinking and present your arguments in an effective manner. Finally and the
most importantly, all assignments are due by the date of case discussion. There
will be no credit provided for overdue CWs and, for the sake of maintaining
fairness for the class, no excuses.
3. Mid-term Examination
Although written test may not be a perfect device for evaluating the
intellectual level of an individual, we need a test as a critical measure for
evaluating the effectiveness of our class communication. With a fair test, we
are able to further differentiate efforts made by each individual throughout the
whole learning process. Hence, the philosophy of an examination is to test what
you shall know, not what you may not know. Of course, it is your responsibility
to make sure what you shall know from this course. We will have only one
mid-term examination in this semester. The scope and format of the examination
will be announced a couple weeks before the designated test date.
4. Term Project
A complete learning process on strategy cannot miss an opportunity to conduct an
investigation on real world business operations with your own efforts. While
the case study provides you a business situation to start technical analysis,
the group project will motivate you to explore the business situation from
scratch. This course therefore requires you conduct a research-type, group-based
term project related to strategic issues faced by multinational corporations or
industry analyses in the global context. We will discuss the execution details
later in the class. The deliverable of this term project is a 20-30 minute
professional presentation. We will organize an IBS Forum at the end of the
course in order to help students in knowledge sharing. |
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預期每週課後學習時數 |
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Office Hours |
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指定閱讀 |
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參考書目 |
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評量方式
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