課程大綱

課程資訊

課程名稱

國際企業經營策略
INTERNATIONAL BUSINESS STRATEGY

開課學期

93-2

授課對象

國際企業學研究所

授課教師

李吉仁

課號

IB7018

課程識別碼

724 M0460

班次

學分

全/半年

半年

必/選修

必修

上課時間

星期一6,7,8(13:20~16:20)

上課地點

管壹102

備註

研二必修。先修科目:國際企業管理(適用全校)。
限碩士班以上
總人數上限：80人

Ceiba 課程網頁

http://ceiba.ntu.edu.tw/932IBS

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課程概述

This course is to provide a strategy framework for managing international
business operations within the context of a multinational corporation. More
specifically, this course emphasizes on three themes that are central to the
general management of a multinational corporation: (1) How to successfully
build, transfer and sustain a company’s competitive advantages within a global
context, (2) How to manage inter-organizational linkages for building and
leveraging competencies, and (3) How to manage effective organizational
architecture and achieve corporate coherence and growth.

課程目標

To tackle these issues, we will address both strategic and organizational
principles that underlie the formation of firm-specific competitive advantages
in the context of global management. Pedagogically, this course heavily relies
upon case-based learning and conscious reading efforts. As a managerial
course, your active participation and meaningful contribution to sustaining a
good conversation are a must. Overall, this course is to develop your
competencies in strategic thinking and managerial problem-solving within the
context of multinational management.

課程要求

1. Active and Meaningful Participation
Active participation, both in the class and in the group, is an essential
element of learning experience. Meaningful participation means making a
contribution to the intellectual conversation. Our interest is not “right”
or “wrong”, it is whether you have made a contribution to the development of
the issues under study by the class (group), and whether you have moved the
class (group) forward. Failure to participate penalizes you and the class in
several ways: you deprive all of us from your insights into the class, you lose
the chance to learn from others, and eventually you will lose incentive to
learn from the course. To prevent this scenario from occurring, you should
actively follow the course schedule, read text before the class, and make group
works efficiently and effectively. In addition, it is your duty to clarify any
point of confusion, either those coming from the process or from our
communication.
Your participation score will share 20% of your final score. In order to
provide an unbiased judgment on your participation performance, we will first
provide a visible name card for you before the second meeting and measure the
effectiveness of your participation based on the following five criteria:
(83d1) Active Listening: Is the participant a good listener?
(83d1) Relevant Discussion: Are the points made relevant to the discussion? Are
they linked to the comments of others and to the themes that the class is
exploring together?
(83d1) Value-adding Inquiry: Do the comments add to our understanding of the
situation? Do they cut to the core of the problem? Is there a willingness to
test new ideas?
(83d1) Constructive Questioning: Is there a willingness to challenge the ideas that
being expressed in a constructive manner?
(83d1) Integrative Conversation: Does the participant show efforts of integrating
cases, readings, or theoretical arguments learned from past classes?
2 Cases & Write-ups (CWs)
Case discussion is to provide an arena for bridging theoretical framework with
reality. Cases also provide us valuable learning experience of exploring logic
underlying critical managerial decisions. Along with the session subjects,
this course selects 11 cases for discussion. The content of these cases
reflects a balanced blending of types of industry, countries of origin, and
stages of corporate development. Each case has its distinct strategic decision
issues to be resolved, on which your case write-ups have to focus.
You are required to form a group of FIVE and turning in the team organization
sheet by 5 pm. of 2/23. Each group has to read the case, identify critical
decision issues, and work out managerial solutions in a systematic manner.
Each group is also required to submit a write-up for each case before the
class. In other words, every group has to trun in TWELVE CWs in this
semester. However, considering potential poor performance in the early stage
due to inadequate adjustments, we will only count the best ELEVEN scores as the
final grade.
CWs have to be wordprocessed, with reasonable line space and fonts, and signed
by team members before turning in. Since report length will not necessarily
reflect its quality, please limit your CWs within TWO pages each, excluding
necessary appendices. You should take this as a goal to consolidate your
thinking and present your arguments in an effective manner. Finally and the
most importantly, all assignments are due by the date of case discussion.
There will be no credit provided for overdue CWs and, for the sake of
maintaining fairness for the class, no excuses.
3. Final Examination
Although written test may not be a perfect device for evaluating the
intellectual level of an individual, we need a test as a critical measure for
evaluating the effectiveness of our class communication. With a fair test, we
are able to further differentiate efforts made by each individual throughout
the whole learning process. Hence, the philosophy of an examination is to test
what you shall know, not what you may not know. Of course, it is your
responsibility to make sure what you shall know from this course. We will have
only one final examination in this semester. The scope and format of the
examination will be announced a couple weeks before the designated test date.

預期每週課後學習時數

Office Hours

另約時間

指定閱讀

參考書目

Grant, Robert. M. (2002) Contemporary Strategy Analysis: Concepts, Techniques,
Applications, 4th ed., Blackwell Business. (Chinese version is available from 科
大圖書)
Bartlett, C., S. Ghoshal, and J. Birkinshaw. (2003) Transnational Management:
Text, Cases, and Readings in Cross-Border Management, 4th ed., New York, NY:
McGraw-Hill, Inc.

評量方式
(僅供參考)

No.	項目	百分比	說明
1.	Course Participation	20%
2.	Case Write-ups	55%
3.	Final Examination	25%

課程進度

週次	日期	單元主題
S01	2/21-2/28	Course Orientation
S02	3/02/W	Team Building and Management Case 0: Dessert Survival Situation Drucker (2004) What Makes an Effective Executive, HBR.
S03	3/07/M	Analytical Framework of Strategy Case 1: Baldwin Bike
S04	3/09/W	Building and Sustaining Competitive Advantages Case 2: Wal-Mart Stores in 2003 Hitt, Keats, and DeMarie. (1998) Navigation in the New Competitive Landscape: Building Strategic Flexibility and Competitive Advantage in the 21st Century, AME.
S05	3/14/M	From Local to Global Competitive Advantages Porter (1998) Competing Across Locations, On Competition. Gupta and Govindarajan. (2001) Converting Global Presence into Global Competitive Advantages, AME.
S06	3/16/W	Strategic Innovation and Global Competitiveness Case 3: Li & Fung: Beyond Filling the Mosaic, 1995-1998 (A) Hagel III (2002) Leveraged Growth: Expanding Sales without Sacrificing Profits, HBR.
S07	3/21/M	Global Configuration and Sustainability Case 4: Dell—New Horizon Wise and Baumgartner (1999) Go Downstream: The New Profit Imperative in Manufacturing, HBR.
S08	3/23/W	Entry Strategy and Competitive Advantage Case 5: Citibank: Launching Credit Card in Asia-Pacific (A)
S09	3/28/M	Acquisitive Growth and Integration Case 6: Cisco System, Inc.: Acquisitive Integration for Manufacturing (A) (8374) Chaudhuri and Tabrizi (1999) Capturing the Real Value in High-tech Acquisitions, HBR.
S10	4/06/W	Managing Alliance for Value Creation Case 7: Xerox and Fuji Xerox Spekman and Isabella (2000) Alliance Competence: Maximizing the Value of Your Partnerships, Chapter 1.
S11	4/11/M	Global Alliance and Competence Development Case 8-1: Nissan Motor, 2002 Case 8-2: Yu-Long Motor and Nissan Inkpen (1998) Learning and Knowledge Acquisition through International , HBR.
S12	4/13/W	Global Responsiveness and Organizational Change Case 9: GE Plastics: Organizing Marketing Functions Raynor and Bower (2001) Lead from the Center, HBR.
S13	4/18/M	Managing HQ-Subsidiary Relations Case 10: BRL Hardy: Globalizing an Australian Wine Company Birkinshaw and Hood (2001) Unleash Innovation in Foreign Subsidiaries, HBR. Santos, Doz, and Williamson (2004) Is Your Innovation Process Global? SMR.
S14	4/20/W	Managing Organizational Culture Globally Case 11: Trend Micro Bartlett and Ghoshal. (1997) The Myth of the Generic Manager: New Personal Competencies for New Management Roles, CMR.
S15	4/25/M	Corporate Coherence and Sustaining Growth Case 12: Synnex
S16	4/27/W	Guest Speakers: Career Challenges in IB Areas
S17	5/02/M	Final Exam