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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 |
99-2 |
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授課對象 |
國際企業學系 |
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授課教師 |
莊正民 |
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課號 |
IB3008 |
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課程識別碼 |
704 41100 |
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班次 |
01 |
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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 |
星期二2,3,4(9:10~12:10) |
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上課地點 |
管一會二 |
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備註 |
限學士班三年級以上 且 限本系所學生(含輔系、雙修生)
總人數上限：60人 |
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Ceiba 課程網頁 |
http://ceiba.ntu.edu.tw/992IB3008_01 |
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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 past decades have witnessed the fast and growing trend of globalization in our modern societies. Globalization brings forth profound influences on ways of living and thought, on individuals, companies, and governments. This course focuses on the managerial challenges associated with developing strategies and managing the operations of the companies whose activities stretch across national boundaries. In particular, three levels of globalization issues are focused in this course: (1) Industry Globalization: drivers and dynamics of globalization of industry and competition; (2) Firm Globalization: building, applying, extending and sustaining firm-specific capabilities; tapping into and leveraging location-specific resources (resource configuration); and, (3) Management Globalization: integrating and coordinating internationally dispersed activities and resources within and among firms. The contents will include the following parts:
Part I Management, Management Education, and Globalization
Part II Environmental Challenges to Globalization
Part III Organizational Challenges to Globalization
Part IV Management Challenges to Globalization
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課程目標 |
The class focuses on participant-centered learning. A discussion-oriented class is a partnership in which students and instructor share the responsibilities and power of teaching, and the privilege of learning together. A discussion group must evolve from a collection of individuals into a learning community with shared values and common goals. In particular, in order to achieve the expected learning effectiveness, students in this class are required to accomplish the following:
Pre-class
1. Read the materials and prepare the weekly assignments individually;
2. Participate in study group for the assignments, sharing and revising individual perspectives;
3. Do the two-page write-up assignment individually and e-mail to TA before the deadline (i.e., 10 pm of the day before class).
In-class
1. Attend every class on time, and do not use Note Book computer in class;
2. Active listening and responding, expressing your perspectives and challenging others. Relate your own experience to the subject. Different views are normal, desirable, and inevitable. There is not necessarily only one single conclusion or right answer about each case;
3. Some basic values for the participation:
- Civility: politeness, openness, and sharing;
- Willingness to take risks: encourage daring and innovation, no sense of fear;
- Appreciation of diversity: in backgrounds, personalities, questions posed, learning styles, frames of inquiry, and spectrum of interpretations.
Post-class
1. Personal reflections: What impresses you most in this class? Do I learn anything unknown before? How can I reinforce the learning effects, and feed back into my own knowledge system?
2. What can I learn from other students and instructor in particular about the ways of interpersonal communication, as well as the attitudes and skills towards making points and counterpoints in public?
3. List what I can do to improve in the learning process for the next session, and execute it.
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課程要求 |
Your grade of this course will be evaluated based upon the following:
Write-up Assignments 50%
Presentation and Discussion 30%
Final Group Project 20%
1. Every student has to e-mail the write-up to TA on or before 10 pm of the day before class. The write-up should focus only on your recommendations and the accompanying analysis to the major questions asked in the assigned cases, without repeating the case facts. It should be done independently and completely by each individual student.
2. Each student has to prepare to be called upon by the instructor in class. Your participation grade will be based on both the frequency and quality of the participation in class.
3. Each study group consists of four students, and each will have a discussion leader to organize the weekly discussions and also e-mail the Group Meeting’s Minute to TA on the same time as you email the individual write-up. (For the case studies, i.e., sessions 4, 6, 7, 8, 11, 12, 13, and 14)
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預期每週課後學習時數 |
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Office Hours |
另約時間 |
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指定閱讀 |
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參考書目 |
1. Text: C. Bartlett, S. Ghoshal, and P. Beamish (2011), Transnational Management: Text, Cases, and Readings in Cross–Border Management, sixth edition, Irwin.
2. 參考書 : C. Bartlett and S. Ghoshal (1998), Managing Across Borders, 2nd ed., Irwin. (中譯本-無國界管理, 遠流出版社)。
3. 參考書 : J. Micklethwait and A. Wooldridge (2000), A Future Perfect: The Challenge and Hidden Promise of Globalization, Random House. (中譯本-完美大未來：全球化機遇與挑戰，2002年，商周出版社) 。
4. 參考書 : H. Mintzberg (2004), Managers, Not MBAs, Berrett Koehler. (中譯本: MBA≠經理人，2006年，台灣培生教育出版).
5. 參考書 : J. Micklethwait and A. Wooldridge (1997), The Witch Doctors: What the management gurus are saying, why it matters and how to make sense of it, Heinemann: London. (中譯本: 企業巫醫, 2005年，商周出版社).
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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. |
Write-up Assignments |
50% |
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2. |
Presentation and Discussion |
30% |
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3. |
Final Group Project |
20% |
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週次 |
日期 |
單元主題 |
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第1週 |
2/22 |
Overview |
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第2週 |
3/01 |
Management Education: What business are we in?
(1) S. Ghoshal (2005), “Bad Management Theories Are Destroying Good Management Practices”, Academy of Management Learning and Education, vol. 4, no. 1, March, pp. 75-91.
(2) J. Micklethwait & A. Wooldridge (1997), The Witch Doctor: What the Management Gurus are saying, Why it matters and How to make sense of it. Heinemann: London. (中譯本: 企業巫醫, 2005年，商周出版社). Read and write a feed-back on Preface, Chapters 2, 10, and Conclusion.
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第3週 |
3/08 |
Globalization and its Impacts: Is the Earth Flat?
(1) Case: Ingvar Kamprad and IKEA
Write-up Assignment: Facing fragmented furniture market structure with distinct demand characteristics in different countries, how would you suggest IKEA for its international product policy, using China market as an example? What might be the options? How would you evaluate them? What kind of organization structure and management process is required to support your choice? Discuss in detail how the arguments in Levitt (1989) relate to your recommendations and analysis.
(2) T. Levitt (1983), “The Globalization of Markets”, Harvard Business Review, May/June.
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第4週 |
3/15 |
Environmental Challenges to Globalization
(1) Text, Chapter 2.
(2) C. K. Prahalad & Y. Doz (1987), The Multinational Mission,
Chapter 2.
(3) Video: Managing Across Borders
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第5週 |
3/22 |
Challenges to Industry Globalization
(1) Text: Chapter 2.
(2) Case: Global Wine Wars: New World Challenges Old (A) (Text: Case 2-2).
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第6週 |
3/29 |
Entry and Expansion Strategies of MNE’s
(1) Text: Chapter 3.
(2) Case: Jollibee Foods Corporation (A): International Expansion (Text: Case1-2).
Write-up Assignment: As Noli Tingzon, rank what you want to do. How would you evaluate the strategic options? How would you implement your decision? What are the general characteristics of Chinese entrepreneurs? How would these characteristics affect the decision-making and management process? Discuss in detail how the external opportunities facing a firm and internal capabilities of a firm affect its strategic choice and implementation.
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第8週 |
4/12 |
Organizational Challenges to Globalization (I)
(1) Text: Chapter 4.
(2) Text: Reading 4-3..
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第9週 |
4/19 |
Organizational Challenges to Globalization (II)
(1) Text: Reading 4-3.
(2) Case: Corning Glasswork International (A)
Write-up Assignment: What are your recommendations for the organizational changes in Corning? Discuss your analysis and recommendations with respect to structure, process, and culture respectively.
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第10週 |
4/26 |
Developing Coordination and Control: The Organizational Challenge (III)
(1) P. Drucker (1989), “What Business can Learn from Non-Profits”, Harvard Business Review, July-August, 1989.
(2) Case: World Vision International’s AIDS Initiative: Challenging a Global Partnership
Write-up Assignment: Discuss the characteristics of the industry, and explain the business model and organizational model of this international non-profit organization. How would you evaluate the performance of each president since its inception? Discuss how the arguments in Drucker (1989) relate to your explanations.
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第11週 |
5/03 |
Management Challenges to Globalization (I): What is a Global Manager?
(1) Text, Chapter 7.
(2) Case: BRL Hardy: Globalizing an Australian Company (Text: Case 7-2) (Role Play)
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第12週 |
5/10 |
Management Challenges to Globalization (II): Role of Country Manager
(1) Text, Chapter 7.
(2) Case: Silvio Napoli at Schindler India (A) (Text: Case 7-3)
Write-up Assignment: Was Silvio the right choice for general manager of Schindler’s India operations? What advice would you give to Silvio regarding his decision on the nonstandard glass wall elevator that has been ordered? How should he deal with the challenges he is facing over transfer prices and limited technical cooperation from the European plants? Should he change the strategy for Schindler India that he developed when he was in the company’s headquarters? Summarize and discuss the major roles and required skills for country managers of MNE’s.
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第13週 |
5/17 |
Management Challenges to Globalization (III): HQ-Subsidiary Relationship in Cross-Border Knowledge Management
(1) Text, Chapter 5.
(2) Case: P&G Japan: The SK-II Globalization Project (Text: Case 5-2)
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第14週 |
5/24 |
Management Globalization Challenges (III): Evolutionary Roles of Subsidiaries in Multinational Enterprises
(1) T. Malnight (1995), “Globalization of an Ethnocentric Firm: An
Evolutionary Perspective”, Strategic Management Journal, 16: 119-141.
(2) Case: Acer America: Development of Aspire
Write-up Assignment: In 1998, how should Stan Shih respond to broader issues raised by the Aspire problems? Should he continue to support the goal of building Acer as a global brand? What changes would you recommend he make in Acer’s global strategy, organizational structure and management philosophy to ensure that it can continue to operate successfully worldwide? How should he implement your recommendations? Summarize what you learn from this case with respect to (1) strategy planning and implementation, and (2) role, responsibilities, and relationships in managing complicated organizations.
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第15週 |
5/31 |
Evolving Role of MNE’s in Global Society
(1) Text: Chapter 8.
(2) Case 8-1: IKEA’s Global Sourcing Challenge: Indian Rugs and Child Labor (A).
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第16週 |
6/07 |
Group Presentations (I) |
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第17週 |
6/14 |
Group Presentations (II) |
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第18週 |
6/21 |
Group Presentations (III) |
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