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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 |
107-1 |
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授課對象 |
管理學院 國際企業學系 |
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授課教師 |
邱宏仁 |
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課號 |
IB5059 |
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課程識別碼 |
724EU2400 |
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班次 |
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學分 |
3.0 |
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全/半年 |
半年 |
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必/選修 |
選修 |
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上課時間 |
星期二2,3,4(9:10~12:10) |
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上課地點 |
管二101 |
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備註 |
本課程以英語授課。本課程英語授課。
限學士班三年級以上
總人數上限：90人 |
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Ceiba 課程網頁 |
http://ceiba.ntu.edu.tw/1071IB5059_IBS_Chiu |
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課程簡介影片 |
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核心能力關聯 |
本課程尚未建立核心能力關連 |
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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 |
This International Business Strategy (IBS) course focuses on the key issues on formation, decision-making, communication & negotiation, and implementation of IBS. 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 marketplace, we further intend to redefine international strategy to incorporate strategic challenges across economic, political, cultural & social boundaries. |
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課程目標 |
Regarding the pedagogical approach, we are going to discuss core theories, best business practices, visionary thinking, seamless implementation, and policy implications. In global business environment under strategic uncertainty, flexibility and speed are key to competitive supremacy. You can expect to learn the relevant models and approaches for seeking untapped opportunities, for strengthening economic performance and social legitimacy, for upgrading technical and structural innovation, and for responding to dynamic changes in frontier-, or emerging-, or maturing-economies. |
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課程要求 |
You can expect to learn timely professional knowledge and experience in global strategy. Also, we will interact and exchange thoughts on the essence of conducting analyses and making discussions on global strategy. Our learning focus is on competitive & cooperative drivers, resources integration, capability deployment, strategic leadership, inter-firm alliance, managing institutional relationship, innovation and entrepreneurship, and acquisition & restructuring in the global marketplace. Finally, Professor Chiu commits to enhance students’ understandings of strategic thinking, decision-making framework, and action programs that are working surely.
To facilitate in-class mutual learning and contributions to each other, Professor Chiu expects you to be present in class on time. Those who arrive at class late should NOT disturb classmates. You are also expected to notify the class TA in e-mail in advance, if you will be absent from an 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 11:30~13:30 |
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指定閱讀 |
Peng, Mike (2014) Global Strategic Management (3rd ed.). US: Wiley & Sons.
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參考書目 |
(R1) Alstyne, M. et al. (2016) Pipelines, Platforms, and the New Rules
of Strategy. Harvard Business Review, April, ppt. 54-62.
(R2) Atluri, V. et al. (2017) Competing in a World of Sectors without
Borders. McKinsey Quarterly.
(R3) Azevedo, D. et al. (2016) Global Leaders, Challengers, and
Champions. 2016 BCG Global Challengers: The Engines of Emerging Markets. Boston Consulting Group.
(R4) Bughin, J. et al. (2016) Lions on the Moves II: Realizing the
Potential of Africa’s Economies. McKinsey Global Institute.
(R5) Bughin J. et al. (2017) European Business: Overcoming Uncertainty, Strengthening Recovery. McKinsey Global Institute.
(R6) Ghemawat, P. (2017) Globalization in the age of Trump. Harvard
Business Review, July-August, ppt. 114-123.
(R7) Delaport T. et al. (2017) 2017 World Fintech Report. CapGemini
Consulting.
(R8 ) Fitzgerald & Rueda-Sabater (2016) What Cuba’s Economic
Evolution Means for Multinationals. BCG Perspectives, Boston Consulting Group.
(R9) Iansiti & Lakhani (2017) Managing our Hub Economy. Harvard
Business Review, September, ppt. 85-92.
(R10) Idehen, S. et al. (2017) Drawing a Route to Market for
Multinationals in Africa. Boston Consulting Group.
(R11) Malone, C. et al. (2016) Vietnam and Myanmar Continue to
Advance. BCG Perspectives, Boston Consulting Group.
(R12) Nettesheim, C. et al. (2016) Transformation in Emerging Markets.
Boston Consulting Group.
(R13) Nielsen, J. et al. (2016) Will Brexit Hurt – or Help – Your M&A
Plans? Boston Consulting Group.
(R14) Olsen, T. et al. (2016) Boosting the Odds of Success for Japan’s
Outbound M&A. Bain Brief, Bain & Co.
(R15) Porter & Helppelmann (2014) How Smart, Connected Products
Are Transforming Competition. Harvard Business Review, November, pp. 64 – 88.
(R16) Ransbotham, S. et al. (2017) Reshaping Business with Artificial
Intelligence. MIT Sloan Management Review, Fall.
(R17) Reeves, et al. (2015) The self-tuning Enterprise: How Alibaba uses
algorithmic thinking to constantly reinvent itself. Harvard Business Review, June, pp. 76 – 83.
(R18) Santos & Williamson (2015) The new mission for multinationals.
MIT Sloan Management Review, Summer, pp. 45 - 54.
(R19) Weill & Woerner (2015) Thriving in an increasingly digital
ecosystem. MIT Sloan Management Review, Summer, pp. 27 – 34.
(R20) Woetzel, J. et al. (2017) China’s Digital Economy – A Leading
Global Force. Discussion Paper, McKinsey Global Institute.
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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. |
Group Case Study |
40% |
In class, we will discuss nine (9) cases in international business strategy. Each study group consisting of no larger than 8 members needs to pick one case to analyze and then to write a case study report. The length of the report should be 2500 words or so (excluding exhibits). Students are also expected to make ONE in-class oral presentation that addresses the discussion questions given in the syllabus, based on the case chosen. If there are more than two groups choose the same case, the instructor or TA will make the coordination.
The grading criteria for your group written report and presentation ppt are shown in the following exhibit. Same criteria will be applicable for the term project’s. |
2. |
Group Term Project |
30% |
Each study group should choose an industry to write ONE term project that aims at addressing issues related to a firm’s global strategy. Then, each group is expected to make ONE oral presentation in class.
The choice of the firm for your group term project is at your group members’ collective discretion. Nevertheless, the instructor would like to recommend the following topics if fitted into your interests:
(1) International entrepreneurship in sharing economy,
(2) Global competition on intellectual property rights,
(3) Local adaption vs. local integration for architectural design of organizations,
(4) The cross-border venturing strategies in SMAC(social, mobile, big-data analytics, and cloud),
(5) Diffusion and adoption of killer applications on country-specific platforms,
(6) MNE’s value networks across the borders,
(7) Ecosystem-based partnership and alliances.
The max length of the term project is about 20 pages in Word-format, with 12-font letter size.
The structure of the term project should include the following:
(1) One-page Executive Summary;
(2) The key strategic issues related to the firm’s global market or technology positioning, and who are the decision-maker(s) for such issues;
(3) Description of the firm and its industry (max. 2 pages);
(4) Applications of the analytical tools, frameworks, and concepts that you have learned from this IBS course to analyze the drivers or factors behind these strategic issues, and propose likely strategic alternatives (i.e., vertical integration vs. diversification, differentiation vs. flexibility) that respond to these drivers or factors (min. 4 pages);
(5) Compare and contrast the advantages and disadvantages of these alternatives, and prioritize them in terms of feasibility for implementing strategic change (min. 2 pages);
(6) Make clear recommendations to the decision-maker(s) for your choice of new strategic directions and implementation action programs. |
3. |
Class Contributions and Extra-Credit Assignments |
30% |
The grading for your participation for class discussions will be recognized as the “sticker-awarding” system. The total number of stickers collected in every class will be counted toward your contributions to class discussions.
In addition, there will be extra-credit assignments for those who wish to improve their individual learning performance. There will be two assignments expected for this semester. The instructor will announce the topics in W13 and W14, respectively; students will have one week to complete the assignment chosen. |
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週次 |
日期 |
單元主題 |
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第1週 |
9/11 |
(1) Course Introduction
(2) Class Administration Matters
(3) Introduction to Multinational Enterprises’ (MNEs) Cases and There Links to International Business Strategy (IBS) |
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第2週 |
9/18 |
(1) The Foundations of strategy and IBS: A contingency view
(2) The “Surely-Working” Case Study Method & Alternatives
Deadline for Turning in the contact information of case study/ term project group(s) and LINE group(s). |
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第3週 |
9/25 |
No Class!
Prof. Chiu is granted an official leave to present a competitive paper @ 2018 Annual Meeting of Strategic Management Society, Paris. |
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第4週 |
10/2 |
(1) Goals, Values, and Performance within MNEs
(2) Cross-Border Institutional Landscape & Strategic Leadership |
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第5週 |
10/9 |
(1) Global Industry Analysis: Competition, Cooperation, or Co-opetition
(2) Deregulation and Privatization: Implications from Economic Reforms
Introductory Case: DVD War |
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第6週 |
10/16 |
(1) Global Competitor’s Analysis.
(2) Competitive and Collaborative Dynamics in Emerging Economies
(Case 1) Tsinghua Unigroup & China-based Semiconductor Contenders: A Long March for Going Global (2015) (rev. 2017) |
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第7週 |
10/23 |
(1) Resources, Capabilities, and Core Competencies (RCC)
(2) Developing & Leveraging RCC across National & Cultural Borders
(Case 2) Gilead Sciences: Global Leadership Strategy for the HIV Market (2015) |
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第8週 |
10/30 |
(1) Organizational & Managerial Constraints on IBS
(2) Strategies for Family Business Group around the World
(3) Nature & Sources of Competitive Advantage for MNEs
(Case 3) Intel’s Strategy for Autonomous Driving: Leveraging Capabilities to the “Internet of Things” Ecosystem (2017)
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第9週 |
11/6 |
Types of Competitiveness in the Global Landscape:
Cost-Leadership, Differentiation, Customer Loyalty, Speed, and Flexibility
(Case 4) Zara/Inditex Fast Fashion 2.0: Global Push & Going Online (2017) |
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第10週 |
11/13 |
(1) Managing Evolution in Global Industries, Networks, Platforms, and Ecosystems
(2)Pioneering Advantage in Mature Industries
(Case 5) Snap’s Entrepreneurial Strategy for Global Millennial Users (2017) |
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第11週 |
11/20 |
(1) Strategic Innovation in Technology, Supply Chains, and Client Relations in Global Settings
(2) International Entrepreneurship & Venturing in SMAC and sharing economy
(Case 6)Marriot International: Global Acquisitive Growth and Sharing-Economy Challenges (2015)
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第12週 |
11/27 |
(1) Vertical integration or Scope and Scale of MNEs
(2) Strategic Issues on Off-shoring & Outsourcing
(Case 7) Asia’s Tech Titans Trio -- FAS (Foxconn+Alibaba+Softbank): Strategy Evolution for the Ecosystem of AI, Big-Data, and Mobile Commerce (2017) |
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第13週 |
12/4 |
(1) Delivering & Restructuring MNE’s Value Creation Mechanisms from Global Operations
(2) How to manage diversity of global operations?
Due Date for Your Term Project Proposal
(Case 8)Priceline: Platform Strategies for Dominance in Global Online Booking (2015) |
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第14週 |
12/11 |
(1) Governing and Implementing Strategy in Different Cultural & Institutional Settings
(2) Leading Strategic Change and Family Business Executive Succession
(Case 9) Netflix: Competing in the Ecosystem of Home & Personalized Entertainment thru DVD Streaming (2015) |
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第15週 |
12/18 |
Term Project Presentation I |
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第16週 |
12/25 |
Term Project Presentation II |
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第17週 |
1/1/2019 |
New Year Holiday --> No Class! |
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