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課程名稱 |
國際進入策略研討
Seminar on International Entry Strategy |
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開課學期 |
101-2 |
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授課對象 |
管理學院 國際企業學研究所 |
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授課教師 |
吳青松 |
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課號 |
IB8021 |
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課程識別碼 |
724 D3230 |
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班次 |
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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 |
星期二6,7,8(13:20~16:20) |
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上課地點 |
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備註 |
限博士班 且 限本系所學生(含輔系、雙修生)
總人數上限：10人 |
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Ceiba 課程網頁 |
http://ceiba.ntu.edu.tw/1012IBEntry |
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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 |
國際進入策略研討
This is a required course in the International Business Ph.D. program, designed to introduce students to key areas of frontier research on International Business Entry Strategies. The principal focus is on broader IB research issues such as Franchising, Licensing and Technology Transfer, Joint ventures, Strategic Alliances, Mergers and Acquisitions, and De Novo (Greenfield) Establishments
The course will follow a research seminar format, based on academic papers. A student project, based on analyzing the main thems outlined in the course lecture and reading lists is another major component. This exercise will aid Ph.D. students in learning about current paragigm and getting a feel on independent research in IB fields.
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課程目標 |
The objectives of this course are...
•To provide the students with a in-depth review of International Business Entry Strategy research.
•To familiarize the students with the basic theoretical, conceptual, empirical, and methodological traditions in the field.
•To enable the students to develop the skills necessary to evaluate, critique, and contribute academic papers to the field.
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課程要求 |
Each student will undertake or participate in the following tasks:
1. For each meeting, each student is assigned one reading to summarize in a two to three page report. Student shall submit 3 individual reports during the course, and make formal presentation and critique of the paper, and leading a 15-20 minute discussion on each paper in class. The content of the reports and the quality of the student presentations will be graded.
2. Through the semester, students will individually research an International Business Entry Strategy topic. A comprehensive research paper is required. You are asked to write a theory review and/or empirical research paper concerning an International Business Entry Strategy issue treated in this course. Term papers should not exceed 25 pages. The title for the term paper must be chosen from the titles associated with a particular class topic. All students will give a presentation on their chosen topic to the class towards the end of the semester (1-2 weeks prior to the submission of the paper).
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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 |
Topic 1: Theoretical Review of International Entry Modes
1. Hennart, J-F. & Reddy, S. 1997. “The choice between mergers, acquisitions and joint ventures: The case of Japanese investors in the United States”, Strategic Management Journal. 18: 1-12
2. Buckley, P. & Casson, M. 1998. “Analyzing foreign market entry strategies: Extending the internalization approach”, Journal of International Business Studies. 29: 539-562
3. Chi, T. & McGuire, D. 1996. “Collaborative ventures and value of learning: integrating the transaction cost and strategic option perspectives on the choice of market entry modes”, Journal of International Business Transactions. 27: 285-307
4. Maktoba Omar; Porter, Marc. “Reducing risk in foreign market entry strategies: standardization versus modification”, Competitiveness Review 21.4 (2011): 382-396.
5. Ahsan, Mujtaba; Musteen, Martina.2011 “Multinational enterprises' Entry Mode Strategies and Uncertainty: A Review and Extension”, International Journal of Management Reviews 13.No.4. pp. 376-392.
6. Ulhi, John. 2012 “Modes and orders of market entry: revisiting innovation and imitation strategies”, Technology Analysis & Strategic Management 24.No.1 pp. 37.
7. Fan, Terence. 2010 “De novo venture strategy: arch incumbency at inaugural entry”, Strategic Management Journal 31.1 (Jan 2010): 19.
8. Estrin, Saul; Baghdasaryan, Delia; Meyer, Klaus E. “The Impact of Institutional and Human Resource Distance on International Entry Strategies”, The Journal of Management Studies 46.7 (Nov2009 ): 1171.
9. Meyer, Klaus F; Wright, Mike; Pruthi, Sarika. “Managing knowledge in foreign entry strategies: a resource-based analysis”, Strategic Management Journal 30.5 (May 2009): 557.
10. Otto, Peter. “A system dynamics model as a decision aid in evaluating and communicating complex market entry strategies”, Journal of Business Research 61.11 (Nov 2008): 1173.
11. Forlani, David; Parthasarathy, Madhavan; Keaveney, Susan M. “Managerial risk perceptions of international entry-mode strategies”, International Marketing Review 25.3, (2008): 292-311.
Topic 2: Franchising
1. M K Rahatullah, Robert Raeside. Autumn 2009. “The Dynamism of Partner Selection Criteria in Franchising”, S.A.M. Advanced Management Journal. Vol. 74, Iss. 4; p. 36
2. Rozenn Perrigot. Recherche et. 2008. “Franchising networks survival: an approach through population ecology and survival analysis”, Applications en Marketing. Vol. 23, Iss. 1; p. 21
3. Vinay K Garg, Abdul A Rasheed. 2006. “An explanation of international franchisors’ preference for multi-unit franchising”, International Journal of Entrepreneurship. Vol. 10; p. 1
4. Dianne H B Welsh, Ilan Alon, Cecilia M Falbe. Jan 2006. “An examination of international Retail Franchising in Emerging Markets”, Journal of Small Business Management. Vol. 44, Iss. 1; p. 130.
Topic 3: Licensing and Technology Transfer
1. Hagedoorn, J. & Narula, R. 1996. “Choosing organizational modes of strategic technology partnering: International and sectoral differences”, Journal of International Business Studies. 27: 265-284
2. Sadao Nagaoka. Apr 2009. “Does strong patent protection facilitate international technology transfer? Some evidence from licensing contracts of Japanese firms”, Journal of Technology Transfer. Vol. 34, Iss. 2; p. 128
3. Shih-Fen S Chen. Mar 2005. “Extending internalization theory: a new perspective on international technology transfer and its generalization”, Journal of International Business Studies. Vol. 36, Iss. 2; p. 231
4. Tanut Waroonkun, Rodney Anthony Stewart. Dec 2008. “Modeling the international technology transfer process in construction projects: evidence from Thailand”, Journal of Technology Transfer. Vol. 33, Iss. 6; p. 667
5. YoungJun Kim, Anand Jha, Siddharth Shankar. Dec 2010 “Transaction Costs and Technology Licensing: Evidence from Latin American Companies”, The Business Review,. Vol. 16, Iss. 1; p. 271
Topic 4: International Joint Ventures
1. P.J., Salk, J.E., Lyles, M.A. Dec 2001. “Absorptive capacity, learning, and performance in international joint ventures Lane”, Strategic management journal. Vol. 22, Iss. 12; 1139-1162
2. Ilya Rp Cuypers, Xavier Martin. Jan 2010. “What makes and what does not make a real option? A study of equity shares in international joint ventures”, Journal of International Business Studies. Vol. 41, Iss. 1; p. 47
3. Taco H Reus, Daniel Rottig. Oct 2009. “Meta-analyses of International Joint Venture Performance Determinants: Evidence for Theory, Methodological Artifacts and the Unique Context of China”, Management International Review. Vol. 49, Iss. 5; p. 607
4. Eric (er) Fang, Shaoming Zou. Jun/Jul 2009. “Antecedents and consequences of marketing dynamic capabilities in international joint ventures”, Journal of International Business Studies. Vol. 40, Iss. 5; p. 742
5. Hemant Merchant. Summer 2008. “International Joint Venture Configurations in Big Emerging Markets”, Multinational Business Review. Vol. 16, Iss. 3; p. 93
6. H Kevin Steensma, Jeffrey Q Barden, Charles Dhanaraj, Marjorie Lyles, Laszlo Tihanyi. Apr/May 2008. “The evolution and internalization of international joint ventures in a transitioning economy”, Journal of International Business Studies. Vol. 39, Iss. 3; p. 491
7. Cheng Lu Wang, Xiaohua Lin, Allan K K Chan, Yizheng Shi. 2005. “Conflict Handling Styles in International Joint Ventures: A Cross-cultural and Cross-national Comparison”, Management International Review. Vol. 45, Iss. 1; p. 3
Topic 5: International Strategic Alliances and Networks
1. Contractor, F. and Ra, W. 2002. “How knowledge attributes influence alliance governance choices: a theory development note”, Journal of International Management, vol. 8, no. 1, pp. 11-27.
2. Dunning, J.H. 1995. “Reappraising the eclectic paradigm in an age of alliance capitalism”, Journal of International Business Studies, vol. 26, no. 3, pp. 461-491.
3. Gulati, R., Nohria, N. & Zaheer, A. 2000. Strategic Networks. Strategic Management Journal. 21: 203-215
4. Matthew J Robson, Constantine S Katsikeas, Daniel C Bello. Jul/Aug 2008. “Drivers and Performance Outcomes of Trust in International Strategic Alliances: The Role of Organizational Complexity”, Organization Science. Vol. 19, Iss. 4; p. 647
5. Yadong Luo, Oded Shenkar, Haresh Gurnani. Apr/May 2008. “Control- cooperation interfaces in global strategic alliances: a situational typology and strategic responses”, Journal of International Business Studies. Washington: Vol. 39, Iss. 3; p. 428
6. Yue Wang, Stephen Nicholas. Jun 2007. “The formation and evolution of non-equity strategic alliances in China”, Asia Pacific Journal of Management. Singapore: Vol. 24, Iss. 2; p. 131
7. Matthew J Robson, Constantine S Katsikeas. 2005. “International strategic alliance relationships within the foreign investment decision process”, International Marketing Review. Vol. 22, Iss. 4; p. 399
Topic 6: Global M&A Strategy
1. Erik Eschen, Rudi K F Bresser, 2005. “Closing resource gaps: toward a resource-based theory of advantageous mergers and acquisitions”, European Management Review, 23(2): 167-178.
2. Ingmar Bjorkman, Gunter K Stahl, Eero Vaara, 2007. “Cultural differences and capability transfer in cross-border acquisitions: the mediating roles of capability complementarity, absorptive capacity, and social integration”, Journal of International Business Studies, 38(4): 658-672.
3. Anna Nadolska, Harry G Barkema, 2007. “Learning to internationalise: the pace and success of foreign acquisitions”, Journal of International Business Studies, 38(7): 1170-1186.
4. Rajesh Chakrabarti, Swasti Gupta-Mukherjee and Narayanan Jayaraman, “Mars–Venus marriages: Culture and cross-border M&A”, J Int Bus Stud 40: 216-236.
5. Lundan, S. and Hagedoorn, J. 2001. “Alliances, acquisitions and multinational advantage”, International Journal of the Economics of Business, vol. 8, no. 2, pp. 229-242.
6. Tan, Danchi. “Foreign market entry strategies and post-entry growth: Acquisitions vs greenfield investments”, Journal of International Business Studies 40.6 (Aug 2009): 1046-1063.
7. Fatica, Serena. “Investment Liberalization and Cross-Border Acquisitions: The Effect of Partial Foreign Ownership”, Review of International Economics 18.2 (May 2010): 320-333.
Topic 7: Emerging MNCs’ Global Entry Strategy
1. Cui, Lin; Jiang, Fuming. “Behind ownership decision of Chinese outward FDI: Resources and institutions”, Asia Pacific Journal of Management 27.no.4 (Dec 2010): 751-774.
2. Farrell, Carlyle; Lin, Xiaohua. “Strategies of Chinese Multinational Enterprises: Observations and Preliminary Conceptualization”, International Journal of China Marketing 2.No. 1 (Nov 2011) pp. 92-109.
3. Yu-Ching Chiao; Fang-Yi, Lo; Chow-Ming, Yu. “Choosing between wholly-owned subsidiaries and joint ventures of MNCs from an emerging market”, International Marketing Review 27.3 (2010): 338-365.
4. Meyer, Klaus F; Estrin, Saul; Bhaumik, Sumon Kumar; Peng, Mike W. “Institutions, resources, and entry strategies in emerging economies”, Strategic Management Journal, 30.1 (Jan 2009): 61.
5. Rhee, Jay. “International Expansion Strategies of Korean Venture Firms: Entry Mode Choice and Performance”, Asian Business & Management, Special Issue: Emerging Economies in Asia, (Mar 2008): 95-114.
6. Gielens, Katrijn; Dekimpe, Marnik G. “The Entry Strategy of Retail Firms into Transition Economies”, Journal of Marketing 71.2 (Apr 2007): 196.
7. Yu-Ching Chiao; Fang-Yi, Lo; Chow-Ming, Yu. “Choosing between wholly- owned subsidiaries and joint ventures of MNCs from an emerging market”, |
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參考書目 |
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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. |
Reading Discussion |
30% |
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2. |
Mid-term Exam |
20% |
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3. |
Term Paper |
40% |
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4. |
Class participation |
10% |
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週次 |
日期 |
單元主題 |
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第1週 |
2/19 |
Topic 1: Theoretical Review of International Entry Modes |
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第2週 |
2/26 |
Topic 1: Theoretical Review of International Entry Modes |
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第3週 |
3/05 |
Topic 1: Theoretical Review of International Entry Modes |
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第4週 |
3/12 |
Topic 2: Franchising |
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第5週 |
3/19 |
No Class |
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第6週 |
3/26 |
Topic 3: Licensing and Technology Transfer |
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第7週 |
4/02 |
Topic 3: Licensing and Technology Transfer |
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第8週 |
4/09 |
Mid-Term Exam |
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第9週 |
4/16 |
Topic 4: International Joint Ventures |
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第10週 |
4/23 |
Topic 4: International Joint Ventures |
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第11週 |
4/30 |
Topic 5: International Strategic Alliances and Networks |
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第12週 |
5/07 |
Topic 5: International Strategic Alliances and Networks |
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第13週 |
5/14 |
Topic 6: Global M&A Strategy |
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第14週 |
5/21 |
Topic 6: Global M&A Strategy |
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第15週 |
5/28 |
Topic 7: Emerging MNCs’ Global Entry Strategy |
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第16週 |
6/04 |
Topic 7: Emerging MNCs’ Global Entry Strategy |
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第17週 |
6/11 |
Term Paper presentation |
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