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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 |
103-2 |
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授課對象 |
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 |
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 |
星期四6,7,8(13:20~16:20) |
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上課地點 |
管二104 |
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備註 |
先修科目 : 國際企業管理。
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/1032IB3008_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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課程概述 |
This 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 (see the chart below) prevail in current global marketplace, we further intend to redefine international strategy to incorporate strategic challenges across economic, political, cultural & social boundaries. |
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課程目標 |
In his work of “Redefining Global Strategy”, Professor Ghemawat of HBS-IESE developed the “CAGE (i.e., Cultural, Administrative, Geographic, and Economic) Distance Framework” for country analysis before laying out the foundation of global strategy.
Then, Ghemawat redefined vital business strategy worldwide by making clever trade-off between the elements of the so-called “AAA triangle” (i.e., Adaptation, Aggregation, and Arbitrage). This model sounds relevant for figuring out strategic moves in current business landscape across the borders.
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. Students can expect to learn the best 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 |
This is an advanced course in the international business field, so basic knowledge in global business (or equivalent) is a pre-requisite for effective learning. Another pre-requisite is basic knowledge of management at the graduate level for conducting case analysis.
Students can expect to learn timely professional knowledge and experience in global strategy. Also, we will interact and exchange thoughts on the essence of conducting rigorous analyses and discussions on global strategy. Our learning focus is on competitive & cooperative drivers, resources integration, capability leverage, strategic learning, inter-firm alliance, managing institutional relationship, innovation and entrepreneurship, and acquisition & restructuring in the global marketplace.
Finally, the instructor commits to enhance students’ understandings of strategic thinking, decision-making framework, and action programs that are “working surely”. |
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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 |
待補 |
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參考書目 |
(R1) Bell & Shelman (2011) KFC’s radical approach to China.
Harvard Business Review, November, pp. 137-142.
(R2) Bhattacharay, Hemerling, & Waltermann (2010) Competing for
advantage: How to succeed in the new global reality. The BCG Report, Boston Consulting Group.
(R3) Bhattacharay & Michael (2008) BCG 50 local dynamos: How
dynamic RDE-based companies are mastering their home markets. The BCG Report, Boston Consulting Group.
(R4) Bhattacharay & Zabit (2009) Taking R&D global: Meeting the
challenge of getting it right. The BCG Report.
(R5) Corstjens & Lal (2012) Retail doesn’t cross borders. Harvard
Business Review, April, pp. 104-111.
(R6) Frisch, B. (2011) Who really makes the big decisions in your
company? Harvard Business Review, December, pp. 104 -111.
(R7) Ichii, S. et al. (2012) How to win in emerging markets: Lessons from
Japan. Harvard Business Review, May, pp. 126-130.
(R8) Isaacson, W. (2012) The real leadership lessons of Steve Jobs.
Harvard Business Review, April, pp. 93-102.
(R9) KPMG International(2012) KPMG’s Global Automotive Executive
Survey 2012.
(R10) Lafley, et al. (2012) Bringing science to the art of strategy. Harvard
Business Review, September, pp. 57 – 66.
(R11) Lang & Mauerer (2010) Winning BRIC auto markets: Achieving
deep localization in Brazil, Russia, India, and China. The BCG Report.
(R12) Lindgardt, et al. (2009) Business model innovation. The BCG
Report.
(R13) Manyika, et al. (2010) How to compete and grow: A sector guide to
policy. McKinsey Global Institute.
(R14) McAfee, A. (2011) What every CEO needs to know about the
cloud. Harvard Business Review, November, pp. 124-132.
(R15) Michael, et al. (2007) Beyond Great Wall: Intellectual property
strategies for Chinese companies. The BCG Report.
(R16) Olsen, et al. (2008) Missing link: Focusing corporate strategy on
value creation. The BCG Report.
(R17)Reeves, Love, and Tillmanns (2012) Your strategy needs a strategy.
Harvard Business Review, September, pp. 76 -83.
(R18) Roxburgh, et al. (2010) Lions on the move: The progress and
potential of African economies. McKinsey Global Institute.
(R19) Thompson, S. (2012) The perils of partnering in developing markets.
Harvard Business Review, June, pp. 23-25.
(R20) Walters, et al. (2010) The keys to kingdom: Unlocking China’s
consumer power. The BCG Report. |
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評量方式
(僅供參考) |
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