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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 |
102-2 |
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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 |
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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 |
管二202 |
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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/1022IB3008_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 global business strategy. 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 business settings, we further intend to redefine global strategy to incorporate strategic challenges across economic, political, cultural, and social boundaries. |
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課程目標 |
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 is “working surely”. |
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課程要求 |
Students are expected to be present in class on time. Those who arrive at class late should not disturb classmates and make noise to class discussions. The instructor seldom calls the roster. Nevertheless, students are expected to notify the instructor at least in e-mail in advance, if you will be absent from a upcoming class. |
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預期每週課後學習時數 |
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Office Hours |
備註： 13:00 - 14:00, Tuesday |
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指定閱讀 |
Bell & Shelman (2011) KFC’s radical approach to China. Harvard Business Review, November, pp. 137-142.
Corstjens & Lal (2012) Retail doesn’t cross borders. Harvard Business Review, April, pp. 104-111.
Frisch, B. (2011) Who really makes the big decisions in your company? Harvard Business Review, December, pp. 104 -111.
Ichii, S. et al. (2012) How to win in emerging markets: Lessons from Japan. Harvard Business Review, May, pp. 126-130.
Isaacson, W. (2012) The real leadership lessons of Steve Jobs. Harvard Business Review, April, pp. 93-102.
KPMG International(2012) KPMG’s Global Automotive Executive Survey 2012.
Lafley, et al.(2012) Bringing science to the art of strategy. Harvard Business Review, September, pp. 57 – 66. |
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參考書目 |
教科書(Textbook):
Grant, Robert (2013) Contemporary Strategy Anaylsis (8th ed.). US: Wiley [The book agent in Taiwan: Hwa Tai Publishing (華泰文化), contact Mr. Liu(劉朝棟先生)@0935-286-372(mobile) or (02)2162-1217 ext. 113.] |
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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. |
Final Exam |
40% |
Students can expect three (3) short-essay questions and 30 multiple-choice questions that are based on the textbooks. The short questions entail clear statements on your solutions to a variety of global strategic issues (e.g., given Taiwan-based tech firms weak patent portfolios, what’s likely strategic alternatives for solving such patent-based competitive dis-advantages?) Your answer could just be based on what you have learned from the textbook.
The multiple-choice questions are aimed at testing your comprehensive understandings of the basic textual materials.
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2. |
Group Case Study Report & Presentation |
30% |
We will discuss six (6) cases in international business strategy. Each study group consisting of no larger than 8 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). Students are also expected to make ONE in-class oral presentation that addresses the discussion questions given in the syllabus, based on the case chosen. If there are more than two groups choose the same case, the instructor or TA will make the coordination. |
3. |
Group Term Project & Presentation |
30% |
Each study group should choose an industry to write ONE term project that aims at addressing issues related to a firm’s global strategy. Then, each group is expected to make ONE oral presentation in class.
The choice of the firm for your group term project is at your group members’ collective discretion. Nevertheless, the instructor would like to recommend the following industries which have their strategic importance and relevance to open-innovation business eco-systems: social media, telecom services, smart phone, tablet computer, one-line game, cloud-computing software & devices, etc. The max length of the term project is about 20 pages in Word-format, with 12-font letter size.
The structure of the term project should include the following:
(1) One-page Executive Summary;
(2) The key strategic issues related to the firm’s global market or technology positioning, and who are the decision-maker(s) for such issues;
(3) Description of the firm and its industry (max. 2 pages);
(4) Applications of the analytical tools, frameworks, and concepts that you have learned from this IBS course to analyze the drivers or factors behind these strategic issues, and propose likely strategic alternatives (i.e., vertical integration vs. diversification, differentiation vs. flexibility) that respond to these drivers or factors (min. 4 pages);
(5) Compare and contrast the advantages and disadvantages of these alternatives, and prioritize them in terms of feasibility for implementing strategic change (min. 2 pages);
(6) Make clear recommendations to the decision-maker(s) for your choice of new strategic directions and implementation action programs.
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週次 |
日期 |
單元主題 |
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第1週 |
2/18 |
(1) Course Introduction – Current trends in strategic management in global settings…
(2) Class Administration Matters
(3) Introduction to Multinational Enterprises’ (MNEs) Cases and There Links to International Business Strategy (IBS) |
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第2週 |
2/25 |
(1) The Foundations of strategy and IBS in Global Open-Innovation Business Ecosystem
(2) The “Surely-Work” Case Study
Method & Alternatives
(3) Formation of Case Study/Term Project Group
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第3週 |
3/04 |
(1) Goals, Values, and Performance within MNEs
(2) Cross-Border Institutional Landscape & Strategic Leadership
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第4週 |
3/11 |
(1) Global Industry Analysis: Competition, Cooperation, or Co-opetition
(2) Deregulation and Privatization: Implications from Economic Reforms
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第5週 |
3/18 |
(1) Global Competitor’s Analysis - Automobile
(2) Competitive Dynamics in Asia Pacific
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第6週 |
3/25 |
(1) Resources, Capabilities, and Core Competencies (RCC)
(2) Developing & Leveraging RCC across National & Cultural Borders
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第7週 |
4/01 |
(1) Organizational & Managerial Constraints on IBS
(2) Nature & Sources of Competitive Advantage |
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第8週 |
4/08 |
Types of Competitiveness in the Global Landscape:
Cost-Leadership, Differentiation, Customer Loyalty, Speed, and Flexibility |
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第9週 |
4/15 |
Managing Evolution in Global Industries, MNEs, and Business Ecosystems
(2)What competitive advantage could firms acquire in mature industries?
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第10週 |
4/22 |
(1) Strategic Innovation in Technology, Supply Chains, and Client Relations in Global Settings
(2) International Entrepreneurship & Cross-Cultural Venturing
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第11週 |
4/29 |
(1) Vertical integration or NOT? Tech-push vs. demand pull…
(2) Strategic Issues on Off-shoring & Outsourcing
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第12週 |
5/06 |
(1) Delivering & Restructuring MNE’s Value Creation Mechanisms from Global Operations
(2) How to manage diversity of global operations?
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第13週 |
5/13 |
Global Mergers and Acquisitions, Leveraged Buyouts, Partnership, and Joint Ventures |
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第14週 |
5/20 |
(1) Governing & Implementing IBS
(2) Leading Strategic Change in Global Settings
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第15週 |
5/27 |
Term project presentation 1 |
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第16週 |
6/03 |
Term project presentation 2 |
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第17週 |
6/10 |
Final Exam |
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