課程資訊
課程名稱
國際企業經營策略
International Business Strategy 
開課學期
103-2 
授課對象
國際企業學系  
授課教師
莊正民 
課號
IB3008 
課程識別碼
704 41100 
班次
01 
學分
全/半年
半年 
必/選修
必修 
上課時間
星期二2,3,4(9:10~12:10) 
上課地點
管一104 
備註
先修科目 : 國際企業管理。
限學士班三年級以上
總人數上限:60人 
Ceiba 課程網頁
http://ceiba.ntu.edu.tw/1032IB_SMME_15 
課程簡介影片
 
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課程概述

國企經 

課程目標
This course attempts to develop an understanding of international business strategy and the business environment in the Asia-Pacific region.

The past decades have witnessed the fast and growing trend of globalization in our modern societies. Globalization brings forth profound influence on ways of living and thought, and also generates tremendous opportunities and challenges to individuals, companies, and governments. This course focuses on managing the challenges associated with devising strategies, building organization capabilities, and governing the operations of the enterprises whose activities stretch across national boundaries.
What makes the study of multinational enterprises unique? How does it differ and relate to conventional management and organization studies? One of the most striking characteristics of multinational enterprises (MNEs) is having subsidiaries or agents simultaneously operating in various countries with distinct economic, social, and political context. Global managers then have to deal with the diversity, dynamics, and inter-dependency arising from both external and internal environments facing MNEs. Accordingly, in addition to the traditional approach of studying the various global economic forces and international institutions, this course puts more emphasis on examining the behaviors and decision-making process of various global managers, be it CEO, global business manager, country manager, or functional manager, in dealing with complex context.
This course intends to first familiarize the students with the related analytical framework and logics developed from both academia and practice, and then to build up the capabilities for the application. The contents of this course are organized as follows:

Part I Management, Management Education, and Globalization
Part II Environmental and Strategic Challenges to Globalization
Part III Organizational Challenges to Globalization
Part IV Management Challenges to Globalization
 
課程要求
Students are expected to be familiar with the basic concepts of strategic management and international business. It is hoped that all of you have taken functional courses and, hopefully, corporate strategy as well.

This is a discussion-oriented class where all students are expected to participate. The text and the readings cover many of the issues and challenges in depth and provide structure for the discussion in class. You are expected to read all of the assigned materials before class and to be prepared to discuss them. Please also inform me if you must be absent, leave the class early, or arrive late for professional reasons. Please turn off your mobile phones while you are in class. Unless it is absolutely essential, please refrain from leaving the class in the middle of a discussion.

 
預期每週課後學習時數
 
Office Hours
另約時間 備註: By Appointment 
參考書目
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)
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)
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)
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) 
指定閱讀
C. Bartlett and P. Beamish (2011), Transnational Management: Text, Cases, and Readings in Cross–Border Management, sixth edition, Irwin. 
評量方式
(僅供參考)
 
No.
項目
百分比
說明
1. 
Case Write-up Assignments 
45% 
1. Every student has to e-mail the write-up to TA on or before 2 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 also requires you to apply the concepts and framework learned in the class to the analysis and recommendations for the case. It should be done independently and completely by each individual student. 3. Each study group consists of four to six 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. 
2. 
Presentation and In-Class Discussion 
30% 
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. 
Final Exam 
25% 
 
 
課程進度
週次
日期
單元主題
第1週
2/26  Overview 
第2週
3/05  Management Education: What business are we in?
(1) S. Ghoshal, Bad Management Theories Are Destroying Good Management Practices.
(2) H. Mintzberg, Managers, Not MBAs, Berrett Koehler. (中譯本: MBA≠經理人,2006年,台灣培生教育出版). Chapters 3 and 4.
(3) J. Micklethwait & A. Wooldridge, 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, 商周出版社). Preface, Chapters 1 and 2.
Write-up Assignment: Write a feedback on these readings, in particular share your genuine personal reflection of your journey of management studies thus far.
 
第3週
3/12  Globalization and its Impacts: Is the Earth Flat?
(1) T. Levitt, The Globalization of Markets.
(2) Text: Chapter 1.
(3) 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.
(4) K. Kling and I. Goteman, IKEA CEO Anders Dahlvig on international growth and IKEA’s unique corporate culture and brand identity.
 
第4週
3/19  Environmental Challenges to Globalization
(1) Text, Chapter 2.
(2) Ghemawat, The Cosmopolitan Corporation.
(3) C. K. Prahalad & Y. Doz, The Multinational Mission. Chapter 2.
(4) Video: Managing Across Borders
 
第5週
3/26  Challenges to Industry Globalization
(1) Text: Reading 1-2.
(2) M. Porter, The Competitive Advantage of Nations.
(3) Case: Global Wine War 2009: New World versus Old (Text: Case 2-1).
Write-up Assignment: Compare and contrast the different business model and organizational model of the wine industry from both Old World and New World, and provide the feasible recommendations to respective players in this industry from France, Australia, and U.S.
 
第6週
4/02  Developing Strategies for Globalization
(1) Text: Chapter 3.
(2) D. Bell and M. Shelman, KFC’s Radical Approach to China.
(3) T. Khanna and K. Palepu, Emerging Giants: Building World-Class Companies in Developing Countries.
(4) Case: Levendary Café: The China Challenge (Text: Case 7-1)
Write-up Assignment: What is your evaluation of the strategy and management of the entry of Levendary Café into China? How would you envision and manage the roles, responsibilities, and relationships between headquarter and subsidiaries over times? What would Mia Foster do about Louis Chen and other associated issues? Prepare a specific action program for her.
 
第7週
4/09  Entry and Expansion Strategies of MNE’s
(1) Bartlett and Ghoshal, Going Global: Lessons from Late Movers.
(2) Kumar and Steenkamp, Diaspora Marketing.
(3) Case: Jollibee Foods Corporation (A): International Expansion (Text: Case1-2).
Write-up Assignment: As Noli Tingzon, rank what you want to do since assuming the new job. 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.
 
第8週
4/16  Organizational Challenges to Globalization
(1) Text: Chapter 4.
(2) Text: Reading 4-3.
 
第9週
4/23  Developing Organizational Capabilities of MNEs
(1) Text: Reading 4-3.
(2) Case: Kent Chemical: Organizing for International Growth (Text: Case 4-4)
Write-up Assignment: What are the problems and their root causes facing Luis Morales and Kent Chemical? How would you evaluate the organizational changes made to those problems, and what would you do differently to make them work?
 
第10週
4/30  Managing Transnational Non-Profit Enterprises
(1) Drucker, What Business can Learn from Non-Profits.
(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. Compare and contrast the similarities and differences between the regular businesses and non-profit organization with respect to the various governance and management issues. How would you evaluate the performance of each president since its inception? Discuss how the arguments in Drucker’s article relate to your explanations.
 
第11週
5/07  What do Global Managers do?
(1) Text, Chapter 7.
(2) Bartlett and Ghoshal, Building Competitive Advantage through People.
(3) Case (Role Play): BRL Hardy: Globalizing an Australian Company
 
第12週
5/14  Management Challenges to MNEs Country Manager
(1) Bartlett and Ghoshal, The Myth of Generic Manager: New Personal Competencies and New Management Roles.
(2) Developing Your Global Know-How, Harvard Business Review.
(3) 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.
 
第13週
5/21  Evolutionary Development of Subsidiaries in Multinational Enterprises
(1) T. Malnight, Globalization of an Ethnocentric Firm: An
Evolutionary Perspective.
(2) C. Bartlett and S. Ghoshal, Tap Your Subsidiaries for Global Reach. (Reading 7-2)
(3) 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.
 
第14週
5/28  HQ-Subsidiary Relationship in Cross-Border Knowledge Management
(1) Text, Chapter 5.
(2) H. Hong and Y. Doz, L’Oreal Masters Multiculturalism.
(3) Case: P&G Japan: The SK-II Globalization Project (Text: Case 5-2)
Write-up Assignment: Does SK-Ⅱ have the potential to become a global brand within Procter &Gamble’s worldwide operations? Which of the three market options should Paolo DeCesare recommend to the GLT? How should he implement your recommended option?
 
第15週
6/04  Evolving Role of MNE’s in Global Society
(1) Text: Chapter 8.
(2) Case: IKEA’s Global Sourcing Challenge: Indian Rugs and Child Labor (A) (Text: Case 8-2)
Write-up Assignment: Discuss how you recommend to IKEA to resolve the coming crisis. Why is the child labor issue in India associated with IKEA? And how responsible? Explain your short-run and long-run plans to deal with this issue.
 
第16週
6/11  Final Exam 
第17週
6/18  Guest Speech