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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 |
110-2 |
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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 |
IB3008 |
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課程識別碼 |
704 41100 |
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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 |
星期二2,3,4(9:10~12:10) |
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上課地點 |
管二102 |
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備註 |
先修科目 : 國際企業管理。國企系大三7選5必修．
限學士班三年級以上
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/1102IB3008_02 |
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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 |
In this semester, we are going to discuss a set of 8 brand-new IBS (International Business Strategy) cases written by Prof. Chiu in person. In the metaverse economy, the physical borders between nations, industries, and individuals have become blurred. Thus, the learning challenge to our learning the theories and practices of IBS is beyond what I have known.
Thus, it is beneficial for us the co-learn through landmark cases in this knowledge domain such as:
(1)Spotify's Global Leadership in Music Streaming Services
(2)Emirates vs. Singapore Airlines in Premium Services-based Competition
(3)Dyson's Global HQ Relocation and EV Ventures in the Post-Brexit
(4)ByteDance_TikTok's (字結跳動-抖音) Platform Strategy for Global Social Video-Sharing Platforms
(5)Nintendo's Strategic Resources and Capabilities for the Metaverse Economy
(6)Alaphbet_Google's Ecosystem in the Converging Mobile, AI, and Metaverse Technologies
(7)Activision-Blizzard's Digital Gaming/e-Sport Value Migration into the Metaverse World
(8)BTS's(Bulletproof Boy Scouts,防彈少年團) ESG(Environmental, Social, and Governance)-Driven Performing-Art Strategy
This case-based teaching strategy aims at shedding light on the critical issues on why and how a firm goes global and competes in the global marketplace, responds to Covid-19 Pandemic & de-globalization; an industry profits from disruptive innovation & global entrepreneurial opportunities, and a nation makes policy changes toward smart cities/nations, clean energy, among others. |
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課程目標 |
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 28 years.
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$ 180 million up to date. The leading universities that I have benchmarked their teaching protocols during my in-person visits include the Harvard U., MIT, Columbia, Wharton School, Stanford U., UC-Berkeley, U. Chicago, U Minnesota, Cambridge U., Oxford U., London Business School, HEC-Montreal, Humboldt U zu Berlin, Berlin Technical U., U Paris, Ecole Polytechique, Waseda U., Keio U., U Hong Kong, Chinese U Hong Kong, U Sydney, Melborne U., Australia National U., National U Singapore, Beijing U, Beijing Tsinghua, among others.
Our International Business Strategy (IBS) course focuses on the key issues on formation, decision-making, communication & negotiation, and implementation of IBS. By key issues, we mean to leverage and integrate resources to achieve the effectiveness of objective-driven strategic processes, and to improve the efficiency of strategic conduct that links objectives and performance. As open-innovation business eco-systems prevail in current global marketplace, we further intend to redefine international strategy to incorporate strategic challenges across economic, political, cultural & social boundaries.
Regarding the pedagogical approach, we are going to discuss core theories, best business practices, visionary thinking, seamless implementation, and policy implications. In global business environment under strategic uncertainty, flexibility and speed are key to competitive supremacy. You can expect to learn the relevant models and approaches for seeking untapped opportunities, for strengthening economic performance and social legitimacy, for upgrading technical and structural innovation, and for responding to dynamic changes in frontier-, or emerging-, or maturing-economies. |
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課程要求 |
You can expect to learn timely professional knowledge and experience in global strategy. Also, we will interact and exchange thoughts on the essence of conducting analyses and making discussions on global strategy. Our learning focus is on competitive & cooperative drivers, resources integration, capability deployment, strategic leadership, inter-firm alliance, managing institutional relationship, innovation and entrepreneurship, and acquisition & restructuring in the global marketplace. Finally, Professor Chiu commits to enhance students’ understandings of strategic thinking, decision-making framework, and action programs that are working surely.
To facilitate in-class mutual learning and contributions to each other, Professor Chiu expects you to be present in class on time. Those who arrive at class late should NOT disturb classmates. You are also expected to notify the class TA in e-mail in advance, if you will be absent from an upcoming class. |
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預期每週課後學習時數 |
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Office Hours |
備註： By appointment at mutually convenient time. I will myself available for in-person or online Q&As or course consulting. Just contact me through my NTU e-mail address: hongjen@ntu.edu.tw. |
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指定閱讀 |
(Textbook) Peng, Mike. Global Strategic Management (4th ed.) or Global Strategy (2nd ed.) US: Wiley & Sons.
Because there is the supply-side issue on our textbook in Taiwan, Prof. Chiu will provide a set of lecture notes based on our textbook on our CIEBA. |
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參考書目 |
Course Readings (Available on the course website for free). |
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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. |
In-Class and Online 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, such as
More than ( > ) 10 stickers A +
9 -10 stickers A
7 - 8 stickers A -
5 - 6 stickers B +
3 - 4 stickers B
1 – 2 stickers B-
0 sticker C |
2. |
Group Case Study |
40% |
We will discuss 8 cases in international business strategy. Each study group consisting of max 4 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). |
3. |
Final Exam |
40% |
You can expect 4 short-essayquestions 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 7th, 2022 (W17). |
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週次 |
日期 |
單元主題 |
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第1週 |
2/15 |
Ever-Changing IBS Domain Knowledge & Practices in our De-globalizing and Metaverse Economy across Physical and Online World.
(Landmark Case) LVMH Bernard Arnault’s Leadership and Pursuit of Acquisitive Growth for Global Dominance in Luxury Goods |
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第2週 |
2/22 |
IBS Theories Set I: Industry Competition and Foreign Market Entry
(Video Story I) Why China is Beating the U.S. in Electric Vehicles
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第3週 |
3/01 |
IBS Theories Set II: Competitive Advantage, Resources, and Capabilities
(Video Story II) Everything Facebook (Renamed to Meta) Revealed about the Metaverse |
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第4週 |
3/08 |
IBS Theories Set III: International Entrepreneurship, Venturing, and Innovation
(Video Story III) How McKinsey Became One of the Most Powerful Companies in the World |
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第5週 |
3/15 |
IBS Theories Set IV: Networks, Platforms, and Ecosystem Worldwide
(Video Story IV) Samsung Foundry vs. TSMC |
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第6週 |
3/22 |
IBS Theories V: Global Alliances, Acquisitions, and Learning
(Video Story V) How Amazon Beat Supply Chain Chaos (2021/12) |
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第7週 |
3/29 |
IBS Theories Set VI: Global CSR in the Changing Contexts of Institutions, Culture, and Ethics.
(Video Story VI) Social Experiments to Fight Global Poverty |
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第8週 |
4/05 |
National Holiday (清明節) --> No Class. |
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第9週 |
4/12 |
IBS Practices I: International Entrepreneurship & Venturing Strategy
Case 1: Spotify's Global Leadership in Music Streaming Services |
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第10週 |
4/19 |
IBS Practices II: Nature and Sources of Competitive Advantage Worldwide
Case 2: Emirates vs. Singapore Airlines in Premium Services-based Competition |
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第11週 |
4/26 |
學期考試(Semester Exam) |
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第12週 |
5/03 |
學期考試問題解答
IBS Practices IV: Networks and Platforms
Case 5: Nintendo's Strategic Resources and Capabilities for the Metaverse Economy |
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第13週 |
5/10 |
線上教學Google Meet帳號:
iwo-ngif-bwj
IBS Practices V: Global Dynamics and Strategic Evolution Worldwide
Case 4: ByteDance_TikTok's (字節跳動-抖音) Platform Strategy for Global Social Video-Sharing Platforms
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第14週 |
5/17 |
IBS Practices VI: Multinational Strategies, Structures, and Learning in an Expanding Ecosystem
(1)鴻海退出群創董事會, 鴻海的事業組合管理, 是否意味 群創與合併的可能性大增? 面板業的產業整併, 是否將改變台灣"面板雙虎"的全球策略?
(2)金融業如何度過今年防疫險保單風暴? 2021高獲利來自業外收入, 如何鞏固核心事業與開發國際市場?
(3)全球航運業將面臨完美的產業風暴? 如何調適策略與結構? |
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第15週 |
5/24 |
IBS Practices VII: Global Diversification, Acquisitions, and Restructuring
Case 6: Alaphbet_Google's Ecosystem in the Converging Mobile, AI, and Metaverse Technologies(延期至今天)
Case 7: Activision-Blizzard's Digital Gaming/e-Sport Value Migration into the Metaverse World
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第16週 |
5/31 |
IBS Practices VIII: Global Social Responsibility in ESG
上課討論問題:
(1) 在能源/食物供應失衡下, ESG對於企業全球經營策略有何影響? 台灣企業如何調適?
(2)從2022 Computex Taipei, 看台灣科技產業的競爭動態轉變. 以及科技零組件業者的因應策略.
(3)文化創意產業的發展與全球化: 從K-PoP/韓劇. 以及台灣老街再造之發想.
Case 8: BTS's(Bulletproof Boy Scouts,防彈少年團) ESG(Environmental, Social, and Governance)-Driven Performing-Art Strategy |
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第17週 |
6/07 |
IBS Practices III: Foreign Market Entry Modes
(1)Intel收購了以色列Tower半導體, 三星傳聞正在洽談收購荷商NXP, 如此的跨國併購所達成的垂直整合, 是否對半導體產業的全球競爭產生影響?
(2)台灣金控業者, 若想進入迅速壯大的東盟市場, 那些業務板塊是值得考慮的? 而新加坡大華金融(BOU)收購花旗退出的印尼. 馬來西亞. 泰國. 越南的消費金融業務, 成長策略的動機為何?
Case 3: Dyson's Global HQ Relocation and EV Ventures in the Post-Brexit
Discussion Questions:
(1) In response to Brexit (UK leaving EU),Dyson decided to relocate its headquarters to Singapore. Do you think that this is a smart strategic decision? To which extent, Dyson's current supply chain networks may need to be restructured?
(2) Dyson is famous for its disruptive innovation capability for consumer electronics products. Do you agree on that the company's capability can be leveraged to the electric vehicle (EV) venture? Even this EV project is scraped for the time being, do you suggest reconsidering the EV venture with different strategy? If not, please explain the reasons.If yes, which strategic option do you recommend the most?
(3) Why has East Asia attracted Dyson to refocus its production and distribution on this region? In particular, what did the production and marketing experiences in Singapore and Malaysia affect this strategic shift in the post-Brexit era? |
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第18週 |
6/14 |
Final Exam Results.
Course Wrap-up. |
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