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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 |
100-2 |
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授課對象 |
國際企業學系 |
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授課教師 |
吳青松 |
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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 |
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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 |
星期三2,3,4(9:10~12:10) |
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上課地點 |
管二102 |
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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：35人 |
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Ceiba 課程網頁 |
http://ceiba.ntu.edu.tw/1002IB_Strategy |
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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 |
This course is designed to present an overview of international strategic management in an increasingly global marketplace. It provides frameworks for
• understanding the globalization potential of different industries
• assessing the desirability of specific foreign markets
• globalizing the marketing mix
• determining strategic actions relative to both global and local firms
• organizing transnational firms to better implement global strategies
Specifically, the course has the following learning objectives:
1. To familiarize students with the major concepts and paradigms in international strategic management.
2. To enhance an awareness of the impact of internationalization on firms
3. To develop the ability to analyze MNC’s strategies and behaviors.
The basic pedagogical approach of the course will be case discussion. Short lectures and discussions of reading assignments will supplement the case analysis. Reading assignments are students’ responsibility and they will in most cases not be discussed specifically in class
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課程目標 |
本課程以多元化方式進行知識與經驗之交流，授課內容包括課堂講授、文獻探討與實證研究、個案討論、影片、公司實地參訪與高階管理層雙向討論。個案涵蓋金融服務業、資訊網通業、生物科技與製藥業、汽車業與時尚業等。更進一步以宏觀之視野探討國際經貿及金融政策與政治體制如何影響產業競爭之規則與運作。本課程並規劃至知名國際學術研究單位及企業與政府機構參訪交流及參與座談研討。本課程之特色為:
1. Interdisciplinary Emphasis
2. Comparative Economic Systems Emphasis
3. Domestic, Global Emphasis
4. Administrative Agency and Regulatory Process Emphasis
5. Business Organization & Securities Regulation Emphasis
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課程要求 |
-Active and Meaningful Participation.
-Thorough understanding of textbook and assigned readings
-Preparation of HBR articles and by-group presentation.
-Preparation of Harvard Business School cases and write-ups.
Class participation will be graded based on the quality of contributions to class discussion, including useful questions addressed to the instructor or to students making presentations. Preparation is critical(846f)I expect you to complete the reading assignments prior to the class meeting. Students are strongly encouraged to participate in class discussion. With regard to quality, some of the criteria normally applied are;
1. Are the points that have been made relevant to the discussion?
2. Are the points simple recitations of case facts or have implications been drawn?
3. Is there evidence of analysis rather than expressions of opinions?
4. Are the comments linked to those of others?
5. Did the contribution further the class' understanding of the issues?
Each student will begin the course with 20 points in class participation, and can lose points by repeated absence from class or complete lack of class participation.
Oral presentation will be based on the assigned cases and will be part of the class discussion. You will be asked to choose one of the cases numbered on this syllabus and make a presentation on your analysis of the case. You will have maximum of 30 minutes to discuss the assigned case for the class, with supporting analysis and evidence from the case.
Mid-term exams will be given in class. The exam will consist of essay questions. Material for the exams will come from the following sources: 1) class lecture 2) assigned readings, 3) class discussion, 4) in-class video, and 5) any in-class exercises and handouts. Lectures are primarily designed to address the major points from the readings.
Term Project:
At the beginning of the semester, students will form groups-- consisting of four to five students per group--to follow assigned cases and readings listed in the syllabus.
Over the course of the semester, each group should select an international business whose global competitive strategy can be improved upon. The group should critically assess the global competitive strategy of the selected international business, after providing some background information on the business and the industry.
Alternatively, one may be able to identify in what ways is the company vulnerable to international competition? How has the competitive landscape changed in recent years? How can the company better explore its potential strengths as it ventures into new markets, redefines its supply chain, attempts to form critical partnerships, and targets international customers? Can you think of any untapped sources of global value added? What can the company learn from the global strategies of leading competitors? How would you advise the company’s top executives?
Each group can also choose a real, public traded company in Asia as a sample corporate entity. The team will engage in a term project drafting a proposal to engage an international entry strategy (acquire or merge or ally with other public traded companies of their choosing) when expanding into a specific host country/region.
The paper shall contain relevant and concrete information on strategic rationale of the proposed strategy. The term project will be presented during the two final sessions in the course. The paper will provide students the opportunity to gain an in-depth and hand-on knowledge of the topics that have been discussed in the class.
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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 |
(83e6) 教學講義（課前印發）, 課外讀物(隨上課進度，另行提供)。
(83e6) 哈佛商學院個案
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參考書目 |
建議參考教科書：
C. Bartlett, and P. Beamish, Transnational Management: Text, Cases, and Readings in Cross–Border Management, sixth edition, McGraw-Hill/Irwin, 2011. (華泰書局代理).
W.Chan Kim, Ren'ee Mauborgne著（黃秀媛譯）（民95），藍海策略，天下文化。
Grant, Robert. M. (2008) Contemporary Strategy Analysis: Concepts, Techniques,
Applications, 6th ed., Blackwell Business. |
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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. |
個案分析報告（組成績） |
20% |
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2. |
期末報告（組成績，個人成績） |
40% |
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3. |
課程參與（個人成績） |
20% |
強調個人積極主動研讀相關課程相關資料,參與討論並從事原創性資料蒐集與分析 |
4. |
期中考 |
20% |
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週次 |
日期 |
單元主題 |
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第0週 |
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Syllabus |
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第1週 |
2/22 |
Lec 1:
Introduction to International Business Strategy |
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第2週 |
2/29 |
Lec 2:
Foreign Direct Investment: Patterns and Determinants |
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第3週 |
3/07 |
Lec 3: Country Analysis and Competitive Advantage of Nations
Case 2-1: Global Wine Wars 2009: New World Challenges Old |
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第4週 |
3/14 |
Lec 4: Culture and Organization
Case 1-1: Lincoln Electric |
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第5週 |
3/21 |
Lec 5: Theories of Multinational Corporations
Case 1-3: Acer, Inc.: Taiwan’s Rampaging Dragon |
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第6週 |
3/28 |
Lec 6:International Entry Strategy: Franchising and Licensing
Case 1-2 Jollibee Foods Corporation (A): International Expansion |
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第7週 |
4/04 |
溫書假 |
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第8週 |
4/11 |
Lec 8: Engaging in Cross-border Collaboration: Managing across Corporate Boundaries
Case 6-1: Nora-Sakari: A Proposed JV in Malaysia (Revised) |
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第9週 |
4/18 |
期中考試 |
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第10週 |
4/25 |
Lec 10: International Mergers and Acquisitions
Case 2-2: The Globalization of CEMEX |
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第11週 |
5/02 |
Lec 11: Developing Transnational Strategies: Building Layers of Competitive Advantage
Case 4-1: Philips versus Matsushita: Competing Strategic and Organizational Choices |
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第12週 |
5/09 |
Lec 12: Organizational Challenges to Globalization (I)
Case 3-3: GE's Imagination Breakthrough: The Evo Project |
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第13週 |
5/16 |
Lec 13: Organizational Challenges to Globalization (II)
Case 4-2: ECCO A/S - Global Value Chain Management |
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第14週 |
5/23 |
Lec 14: Organizational Challenges to Globalization (II)
Case 5-2: P&G Japan: The SK-II Globalization Project |
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第15週 |
5/30 |
Lec 15: Management Globalization Challenges: What is a Global Manager?
Case 7-1: ING Insurance in Asia/Pacific |
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第16週 |
6/06 |
Lec 16: Evolving Role of MNE’s in Global Society
Case 8-2: IKEA’s Global Sourcing Challenge: Indian Rugs and Child labor |
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第17週 |
6/13 |
Term Paper Presentation (I) |
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第18週 |
6/20 |
Term Paper Presentation (II) |
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