課程資訊
課程名稱
 國際企業管理
Multinational Business Management 
開課學期
 100-1 
授課對象
 國際企業學研究所  
授課教師
 莊正民 
課號
 IB7033 
課程識別碼
 724 M1430 
班次
 02 
學分
 3 
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
 管一會二 
備註
 限碩士班以上 且 限本系所學生(含輔系、雙修生) 且 限學號雙號
總人數上限：60人 
Ceiba 課程網頁
 http://ceiba.ntu.edu.tw/1001IB7033_02 
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課程概述

The past decades have witnessed the fast and growing trend of globalization in our modern societies. Globalization brings forth profound influences 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 enterprise 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 issues and context.
This course intends to first familiarize the students with the related analytical frameworks and logics developed from both academia and practice, and then to build up the capabilities for the application. In line with the internationalization process of the firms, the contents of this course are organized accordingly as follows:
Part I Management Education and International Business Studies
Part II Globalization and its Environment
Part III Strategic and Organizational Challenges to Globalization
Part IV Management Challenges to Globalization
 

課程目標
 The class focuses on participant-centered learning. A discussion-oriented class is a partnership in which students and instructor share the responsibilities and power of teaching, and the privilege of learning together. A discussion group must evolve from a collection of individuals into a learning community with shared values and common goals. In particular, in order to achieve the expected learning effectiveness, students in this course are required to accomplish the following:

Pre-class
1.Read the materials and prepare the weekly assignments individually;
2.Participate in study group for the assignments, sharing and revising individual perspectives;
3.Do the two-page write-up assignment individually and e-mail to TA before the deadline (i.e., 10 pm of the day before class).

In-class
1.Attend every class on time, and do not use Note Book computer in class;
2.Active listening and responding, expressing your perspectives and challenging others. Relate your own experience to the subject. Different views are normal, desirable, and inevitable. There is not necessarily only one single conclusion or right answer about each case;
3.Some basic values for the participation:
-Civility: politeness, openness, and sharing;
-Willingness to take risks: encourage daring and innovation, no sense of fear;
-Appreciation of diversity: in backgrounds, personalities, questions posed, learning styles, frames of inquiry, and spectrum of interpretations.

Post-class
1.Personal reflections: What impresses you most in this class? Do I learn anything unknown before? How can I reinforce the learning effects, and feed back into my own knowledge system?
2.What can I learn from other students and instructor in particular about the ways of interpersonal communication, as well as the attitudes and skills towards making points and counterpoints in public?
3.List what I can do to improve in the learning process for the next session, and execute it.
 
課程要求
 Your grade of this course will be evaluated based upon the following:

Class Participation & Write-up 55%
Globalization Research Project (group) 20%
Exam 25%

1.Every student has to e-mail the write-up to TA on or before 10 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 should be done independently and completely by each individual student.
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.Students will be allocated into 8 study groups. Each study group 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. (For the case studies, i.e., sessions 5, 7, 8, 9, 11, 12, 13, and 14.)

 
預期每週課後學習時數
  
Office Hours
 另約時間 
指定閱讀
  
參考書目
 1.J. Dunning and S. Lundan (2008), Multinational Enterprises and The Global
Economy, second edition, Edward Elgar.
2.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)。
3.F. Trompenaars and C. Hampden-Turner (1998), Riding the Waves of Culture:
Understanding Culture Diversity in Global Business, 2nd ed., McGraw-Hill. (中譯
本-卓皮納斯文化報告，1999年，美商麥格羅•希爾國際股份有限公司 台灣分公司)
4.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).
5.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).

 
評量方式
(僅供參考)
  
No.
項目
百分比
說明
1. 
 Class Participation & Write-up  
55% 
  
2. 
 Globalization Research Project (group)  
20% 
  
3. 
 Exam 
25% 
  
 
課程進度
週次
日期
單元主題
第1週
 9/13  Overview 
第2週
 9/20  Management Education: What business are we in?
(1) S. Ghoshal (2005), “Bad Management Theories Are Destroying Good Management Practices”, Academy of Management Learning and Education, vol. 4, no. 1, March, pp. 75-91.
(2) J. Micklethwait & A. Wooldridge (1997), 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, 2005年，商周出版社). Read and write a feed-back on Preface, Chapters 2, 10, and Conclusion.
(3) S. Jain and J. Stopford (2011), “Revamping MBA Programs for Global Competitiveness”, Business Horizons, 54, 345-353.
 
第3週
 9/27  Evolution of International Business Studies
(1) J. Dunning and S. Lundan (2008), Multinational Enterprises and The Global Economy, second edition, Edward Elgar. Chapters 3 and 4.
(2) Text: Chapter 1.
 
第4週
 10/04  Historical Excursion of International Business Activities
(1) J. Dunning and S. Lundan (2008), Multinational Enterprises and The Global Economy, second edition, Edward Elgar. Chapters 5 and 6.
 
第5週
 10/11  Environmental Challenges to Globalization (I): Is the Earth Flat?
(1) Text: Reading 1-1.
(2) T. Levitt (1983), “The Globalization of Markets”, Harvard Business Review, May/June.
(3) K. Kling and I. Goteman (2003), “IKEA CEO Anders Dahlvig on international growth and IKEA’s unique corporate culture and brand identity”, Academy of Management Executive, 17(1), 31-37.
(4) Case: Ingvar Kamprad and IKEA
 
第6週
 10/18  Environmental Challenges to Globalization (II): Cultural Differences
(1) L. Hoecklin (1995), Managing Cultural Differences, Chapter 2.
(2) M. Chen and D. Miller (2011), “The Relational Perspective of Business Mindset: Managerial Implications for East and West”, Academy of Management Perspectives, 25(3): 6-18.
(3) A. Gupta (2011), “The Relational Perspective and East meets West: A Commentary”, Academy of Management Perspectives, 25(3): 19-27.
(4) Culture Sensitivity Exercises. (Will be distributed on 10/11, and e-mail your reports to TA on or before 10/17)
 
第7週
 10/25  Environmental Challenges to Globalization (III): Social and Ethics Issues
(1) Text: Chapter 8.
(2) Case: IKEA’s Global Sourcing Challenges: Indian Rugs and Child Labor (Text: Case 8-1)
 
第8週
 11/01  Challenges to Industry Globalization
(1) Text: Chapter 2.
(2) Text: Reading 1-2.
(3) Case: Global Wine War 2009: New World versus Old (Text: Case 2-1).
 
第9週
 11/08  Challenges to Firm Globalization(1) C. Hill (2011), International Business: Competing in the Global Marketplace, McGraw-Hill, Chapter 14.
(2) Text: Chapter 3.
(3) Case: Jollibee Foods Corporation (A): International Expansion (Text: Case1-2).
 
第11週
 11/22  Organizational Challenges to Globalization (I)(1) C. Hill (2011), International Business: Competing in the Global Marketplace, McGraw-Hill, Chapter 13.
(2) Text: Chapter 4.
 
第12週
 11/29  Organizational Challenges to Globalization (II)(1) Text: Reading 4-3.
(2) Case: Corning Glasswork International (A)
 
第13週
 12/06  Management Challenges to Globalization (I): What is a Global Manager?(1) Text, Chapter 7.
(2) C. Bartlett and S. Ghoshal, “The Myth of the Generic Manager: New Personal Competencies for New Management Roles”
(3) Case: BRL Hardy: Globalizing an Australian Company (Text: Case 7-2)
 
第14週
 12/13  Management Challenges to Globalization (II): Role of Country Manager(1) Text, Chapter 7.
(2) C. Bartlett and S. Ghoshal, “The Myth of the Generic Manager: New Personal Competencies for New Management Roles”
(3) Case: Silvio Napoli at Schindler India (A) (Text: Case 7-3)
 
第15週
 12/20  Management Challenges to Globalization (III): HQ-Subsidiary Relationship in Cross-Border Knowledge Management
(1) Text, Chapter 5.
(2) T. Malnight (1995), “Globalization of an Ethnocentric Firm: An
Evolutionary Perspective”, Strategic Management Journal, 16: 119-141.
(3) Case: Acer America: The Development of Aspire
 
第16週
 12/27  Examination 
第17週
 1/03  Group Presentations (I) 
第18週
 1/10  Group Presentations (II)