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課程名稱 |
國際企業管理
Multinational Business Management |
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開課學期 |
100-1 |
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授課對象 |
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 |
IB7033 |
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課程識別碼 |
724 M1430 |
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班次 |
01 |
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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 |
星期一6,7,8(13:20~16:20) |
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上課地點 |
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備註 |
上課教室：管二204。
限碩士班以上 且 限本系所學生(含輔系、雙修生) 且 限學號單號
總人數上限：60人 |
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Ceiba 課程網頁 |
http://ceiba.ntu.edu.tw/1001ib7033 |
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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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為確保您我的權利,請尊重智慧財產權及不得非法影印
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課程概述 |
國際企業管理
授課教師：吳青松
研究室及電話：管理學院二館1016室 Telephone : 33664963
Email :cswu@management.ntu.edu.tw
授課時間：星期一 2:20-5:10 教室：管壹102
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課程目標 |
課程目的：
本課程為探討國際企業之管理問題，並且為國際企業之進階課程【國際行銷管理、國際財務管理、國際企業經營策略】建立基礎。易言之，此門課為IB之總合課程。具體而言，本課程預期達成下列目標：
a. 熟悉IB領域之範圍，本領域之重要名詞、以及IB 之進入模式和策略、管理、人資等運作。
b. 分析IB 在跨國營運以及跨文化管理所面臨的議題。
c. 發展經理人決策力與執行力，從著名的國際企業個案與實例中，強化自己的分析力、判斷力和貫徹力。
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課程要求 |
Grading Schemes:
Case Discussion 40%
Class Discussion 20%
Term Project 40%
Term Project:
At the beginning of the semester, students will form groups-- consisting of four to six students per group--to follow assigned cases and readings listed in the syllabus.
Over the course of the semester, each group should select an international business whose global competitive strategy can be improved upon. The group should critically assess the global competitive strategy of the selected international business, after providing some background information on the business and the industry.
Alternatively, one may be able to identify in what ways is the company vulnerable to international competition? How has the competitive landscape changed in recent years? How can the company better explore its potential strengths as it ventures into new markets, redefines its supply chain, attempts to form critical partnerships, and targets international customers? Can you think of any untapped sources of global value added? What can the company learn from the global strategies of leading competitors? How would you advise the company’s top executives?
Each group can also choose a real, public traded company in Asia as a sample corporate entity. The team will engage in a term project drafting a proposal to engage an international entry strategy (acquire or merge or ally with other public traded companies of their choosing) when expanding into a specific host country/region.
The paper shall contain relevant and concrete information on strategic rationale of the proposed strategy. The term project will be presented during the two final sessions in the course. The paper will provide students the opportunity to gain an in-depth and hand-on knowledge of the topics that have been discussed in the class.
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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 |
Required Text
1. C. Bartlett, S. Ghoshal, and P. Beamish, Transnational Management: Text, Cases, and Readings in Cross–Border Management, Sixth edition, 2010, Irwin.
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參考書目 |
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評量方式
(僅供參考) |
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週次 |
日期 |
單元主題 |
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第2週 |
9/19 |
1. Introduction to International Business Strategy <br>
Reading: <br>
(1) Chapter 1: Expanding Abroad: Motivations, Means and Mentalities <br>
2. Foreign Direct Investment: Patterns and Determinants<br>
Reading: <br>
(1) World Investment Report, various years, UNCTAD http://www.unctad.org/
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第3週 |
9/26 |
Country Analysis and Competitive Advantage of Nations<br>
Readings: <br>
(1) Chapter 2: Understanding the International Context: Responding to Conflicting Environmental Forces<br>
(2) Cluster and the New Economics of Competition, (Text: Reading 2-2)<br>
Case 2-1: Global Wine Wars 2009: New World Challenges Old
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第4週 |
10/03 |
Readings: <br>
(1) Culture and Organization, (Text: Reading 2-1)<br>
1. Theories of Multinational Corporations<br>
Readings:<br>
(1) The Tortuous Evolution of the MNC, (Text: Reading 1-1)<br>
(2) Distance Still Matters: The Hard Reality of Global Expansion, (Text: Reading 1-2)<br>
Case 1-3: Acer, Inc.: Taiwan's Rampaging Dragon
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第5週 |
10/10 |
國慶日 |
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第6週 |
10/17 |
International Entry Strategy: Export and Licensing<br>
Reading:<br>
(1) When You Shouldn’t Go Global (Text: Reading 1-3)
Case 1-2 Jollibee Foods Corporation (A): International Expansion
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第7週 |
10/24 |
International Entry Strategy: Mergers & Acquisitions<br>
Case 2-2: The Globalization of CEMEX
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第8週 |
10/31 |
Strategic alliance and Joint Venture |
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第9週 |
11/07 |
Developing Transnational Strategies: Building Layers of Competitive Advantage<br>
Readings:<br>
(1) How Local Companies Keep Multinationals at Bay, (Text: Reading 3-2)<br>
(2) Regional Strategies for Global Leadership, (Text: Reading 3-3)<br>
(3) Chapter 3: Developing Transnational Strategies: Building Layers of Competitive Advantage<br>
(4) Managing Differences: The Central Challenge of Global Strategy, (Text: Reading 3-1)<br>
Case 4-1: Philips versus Matsushita: Competing Strategic and Organizational Choices
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第10週 |
11/14 |
Developing Transnational Strategies: Building Layers of Competitive Advantage<br>
Readings:<br>
(1) Chapter 4: Developing a Transnational Organization: Managing Integration, Responsiveness, and Flexibility<br>
(2) Matrix Management: Not a Structure, a Frame of Mind (Text: Reading 4-3)<br>
(3) Managing Multicultural Teams, (Text: Reading 4-1)
Case 4-2: ECCO A/S - Global Value Chain Management
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第11週 |
11/21 |
Management Globalization Challenges (I): Exploiting Cross-Border Knowledge Management<br>
Reading:<br>
(1) Chapter 5: Creating Worldwide Innovation and Learning: Exploiting Cross-Border Knowledge Management<br>
Case 5-2: P&G Japan: The SK-II Globalization Project
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第12週 |
11/28 |
Management Globalization Challenges (II): Exploiting Cross-Border Knowledge Management<br>
Reading:<br>
(1) Building Effective R&D Capabilities Abroad (Text Reading 5-1)<br>
Case 5-1: Siemens AG: Global Development Strategy (A)
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第13週 |
12/05 |
Implementing the Strategy: Building Multidimensional Capabilities (I)<br>
Reading:<br>
(1) Chapter 7: Implementing the Strategy: Building Multidimensional Capabilities
Case 7-2: BRL Hardy: Globalizing an Australian Wine Company
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第14週 |
12/12 |
Implementing the Strategy: Building Multidimensional Capabilities (II)<br>
Reading:<br>
(1) Tap Your Subsidiaries for Global Reach, (Text: Reading 7-2)<br>
Case 7-3 Silvio Napoli at Schindler India
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第15週 |
12/19 |
Implementing the Strategy: Building Multidimensional Capabilities (III)<br>
Case 7-1: ING Insurance in Asia/Pacific
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第16週 |
12/26 |
Evolving Role of MNE’s in Global Society<br>
Reading:<br>
(1) Chapter 8: The Future of the Transnational: An Evolving Global Role
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