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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 |
99-2 |
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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 |
邱宏仁 |
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課號 |
IB7018 |
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課程識別碼 |
724 M0460 |
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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 |
星期三2,3,4(9:10~12:10) |
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上課地點 |
管二205 |
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備註 |
限碩士班以上
總人數上限：80人
外系人數限制：10人 |
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Ceiba 課程網頁 |
http://ceiba.ntu.edu.tw/992ibs_M |
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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 |
每週三 09:10~12:10 |
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指定閱讀 |
Bhattacharay, Hemerling, and Waltermann (2010) Competing for
advantage: How to succeed in the new global reality. The BCG Report, Boston Consulting Group.
Bhattacharay and Michael (2008) BCG 50 local dynamos: How dynamic
RDE-based companies are mastering their home markets. The BCG Report, Boston Consulting Group.
Bhattacharay and Zabit (2009) Taking R&D global: Meeting the challenge
of getting it right. The BCG Report, Boston Consulting Group.
Carpet, Conigliaro, and Boroujerdi (2009) Commodities in the
crosshairs – A commodity shortage lies ahead. Global Investment Institute, Goldman Sachs.
Cellich, C. and S. Jain (2004) Global Business Negotiation: A Practical
Guide. US: South-Western.
Cohen and Semaya (2009) Copenhagen – On the road to a new global
climate change treaty. Global Markets Institute, Goldman Sachs.
Cools, et al. (2007) The brave new world of M&A: How to create value
from mergers and acquisitions. The BCG Report..
Ghemawat, Pankaj (2007) Redefining Global Strategy: Crossing Borders
in a World Where Differences Still Matter. US: HBS Press.
Lang and Mauerer (2010) Winning BRIC auto markets: Achieving deep
localization in Brazil, Russia, India, and China. The BCG Report.
Lindgardt, et al. (2009) Business model innovation. The BCG Report.
Manyika, et al. (2010) How to compete and grow: A sector guide to
policy. McKinsey Global Institute.
Michael, et al. (2007) Beyond Great Wall: Intellectual property strategies
for Chinese companies. The BCG Report.
Olsen, et al. (2008) Missing link: Focusing corporate strategy on value
creation. The BCG Report, Boston Consulting Group.
Roxburgh, et al. (2010) Lions on the move: The progress and potential
of African economies. McKinsey Global Institute.
Treisman, D. (2010) “Loans for shares” revisited. NBER WP, No. 15819.
Walters, et al. (2010) The keys to kingdom: Unlocking China’s consumer
power. The BCG Report, Boston Consulting Group.
World Economic Forum (2010) Stimulating economies from fostering
talent mobility. In collaboration with Boston Consulting Group. |
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參考書目 |
教科書(Textbook):
Peng, M. (2009) Global Strategic Management (2nd ed.). US: South-Western [The book agent in Taiwan: Princeton Books (Tel: 2290-0318)] |
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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% |
Textual materials & readings |
2. |
Case Study Report (by Group) |
30% |
We will discuss 6 cases in global strategy. Each study group consisting of 3 - 4 members needs to pick TWO cases to analyze and then to write case study reports for them, respectively. The length of the report should be 2500 words or so (excluding exhibits).
Students are also expected to make ONE oral presentation in class, based on the two cases chosen. If there are more than two groups choose the same case, the instructor will make the coordination. |
3. |
Term Project (by Group) |
30% |
Each study group should choose an industry to write ONE term project that aims at addressing issues related to global strategy. Then, each group is expected to make ONE oral presentation in class.
The following industries are worth studying due to 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, clean energy, biotech, etc. The length of the term project is at your discretion. |
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週次 |
日期 |
單元主題 |
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第1週 |
2/23 |
Course Introduction & Class Administration Matters
Global Strategy in Open-Innovation Business Ecosystem |
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第2週 |
3/02 |
Study-Group Formation
The “Surly-Work” Case Study Method & Alternatives |
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第3週 |
3/09 |
Strategic Thinking for Opportunity-Seeking vs. Threat-Driven FDI (Chapter 1) |
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第4週 |
3/16 |
(1)Identifying Global Opportunities & Strategy Configuration,
(2)Entry Modes for Foreign Markets (Chapter 5) |
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第5週 |
3/23 |
(1) Global Industrial Competition
(2) Deregulation and Privatization: Implications from Economic Reforms (Chapter 2) |
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第6週 |
3/30 |
Enhancing Competitive Positioning from Quickly Responding to Institutional & Cultural Shifts (Chapter 4) |
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第7週 |
4/06 |
Holiday |
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第8週 |
4/13 |
Fostering Entrepreneurship, Learning, and Knowledge Transfer from Global Best Practices (Chapter 6) |
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第9週 |
4/20 |
(1) Leveraging Critical Resources and Strategic Capabilities
(2) Sources of Global Competitive Advantage (Chapter 3) |
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第10週 |
4/27 |
Global Mergers and Acquisitions, Partnership, and Restructuring (Chapter 7) |
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第11週 |
5/04 |
Localization & Globalization Issues in Business- & Functional-Level Strategies (Chapter 8) |
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第12週 |
5/11 |
Delivering and Restructuring MNE’s Value Creation Mechanisms from Global Operations (Chapter 9) |
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第13週 |
5/18 |
Strategic Innovation in Technology, Supply Chains, and Client Relations in the Multinational Setting (Chapter 10) |
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第14週 |
5/25 |
Implementing & Governing Global Strategy: Leadership, Systems, and Structure (Chapter 11) |
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第15週 |
6/01 |
Sustaining Profitable Growth in the Context of Global Citizenship and Social Responsibility (Chapter 12) |
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第16週 |
6/08 |
Strategic Negotiation and Bargaining
Around the World (Chapter 13) |
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第17週 |
6/15 |
Term Project Presentation I |
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第18週 |
6/22 |
Term Project Presentation II
Final Exam |
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