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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 |
108-1 |
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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 |
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：120人 |
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Ceiba 課程網頁 |
http://ceiba.ntu.edu.tw/1081IB5059_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 |
In this semester, we are going to discuss a set of newly-written (or revised) cases that aim at shedding light on the critical issues on why and how a firm goes global and competes in the global marketplace, an industry responds to disruptive innovaiton, and a nation makes policy changes toward smart cities/nations.
These cases include Huawei (2018), Airbnb (2019), Singapore & Korea (2019), Zara (rev. 2018), Lufax, PayTm & NuBank in Fintech (2019), Amazon & Alibaba (2018), Celgene (2019), Netflix (2019), and Foxconn & Softbank (2018). |
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課程目標 |
In-person experiential learning -- i.e., either on an individual or group basis -- lays the groundwork for my teaching on campuses around major universities in Asia for the past 26 years.
To update and enhance my pedagogical approach in line with the global benchmark of the top universities overseas, I have implemented a four-year long “Global Teaching & Research Effectiveness 2.0” project since 2015 on behalf of a Hong Kong-based not-for-profit foundation with an endowment of US$ 140 million up to date. The leading universities that I have visited and benchmarked their teaching protocols include the Harvard U., MIT, Columbia, Wharton School, Stanford U., UC-Berkeley, U. Chicago, U Minnesota, HEC-Montreal, U Sydney, Humboldt U, Berlin Technical U., U Paris, Ecole Polytechique, Waseda, Keio, U Hong Kong, National U Singapore, Beijing U, Beijing Tsinghua, among others.
Our 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.
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 12:00~13:30 備註： and by appointment at mutually convenient time. |
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指定閱讀 |
(Textbook -- Everyone must have one copy as a requirement.) Peng, Mike. Global Strategic Management (3rd ed.). US: Wiley & Sons. |
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參考書目 |
Course Readings (Available on the course website for free) --
(R1) Alanis, et al. (2018) Shifting trade rules and the future of North
America’s auto industry. BCG Report, Boston Consulting Group.
(R2) Alstyne, et al. (2016) Pipelines, Platforms, and the New Rules
of Strategy. Harvard Business Review, April, ppt. 54-62.
(R3) Atluri, et al. (2017) Competing in a World of Sectors without
Borders. McKinsey Quarterly, McKinsey & Co.
(R4) Bughin, et al. (2016) Lions on the Moves II: Realizing the
Potential of Africa’s Economies. McKinsey Global Institute.
(R5) Bughin, et al. (2017) European Business: Overcoming Uncertainty,
Strengthening Recovery. McKinsey Global Institute.
(R6) Bughin et al., (2018) Testing the Resilience of European Inclusive
Growth Model. McKinsey Global Institute.
(R7) Capgemini (2019) World FinTech Report 2019.
(R8) CBInsights (2018) Global Tech Hubs Report – global metro areas
and their tech companies.
(R9) Ding, et al. (2018) Embracing China’s New Retail. Bain Report,
Bain & Company.
(R10) Felenbok et al., (2018) Asia’s Conglomerates: End of the Road?
Bain Brief, Bain & Company.
(R11) Ghemawat, P. (2017) Globalization in the age of Trump. Harvard
Business Review, July-August, ppt. 114-123.
(R12) Iansiti & Lakhani (2017) Managing our Hub Economy. Harvard
Business Review, September, ppt. 85-92.
(R13) Idehen, et al. (2017) Drawing a Route to Market for Multinationals
in Africa. BCG Report, Boston Consulting Group.
(R14) Manyika et al. (2018) Superstars – The Dynamics of Firms,
Sectors, and Cities Leading the Global Economy. McKinsey Global Institute.
(R15) Morel, et al. (2017) Bridging to Brexit: insights from European
SMEs, corporates and investors. BCG Report, Boston Consulting Group.
(R16) Nettesheim, C. et al. (2016) Transformation in Emerging Markets.
BCG Report, Boston Consulting Group.
(R17) Ransbotham, S. et al. (2017) Reshaping Business with Artificial
Intelligence. MIT Sloan Management Review, Fall.
(R18) Woetzel, et al. (2017) China’s Digital Economy – A Leading
Global Force. McKinsey Global Institute.
(R19) Woetzel, et al. (2018) Outperformers – High-Growth Emerging
Economies and the Companies that Propel Them. McKinsey Global Institute.
(R20) Wong (2018) China’s Internet Giants Go Global. Presentation
materials for Money 20/20 Asia, CBInsights.
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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% |
You can expect 4 short-essay questions + 20 multiple-choice questions in the in-class final exam. The exam questions will cover all textual materials taught and discussed in class. The exam date is scheduled to take place on June 4, 2018 (i.e., W16). |
2. |
Group Case Study |
30% |
We will discuss nine (9) cases in international business strategy. Each study group consisting of max 5 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). |
3. |
In-Class Participation |
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. To get a highest grade (A+) on this part, you are expected to get at least 10 stickers. The number of stickers your receive will serve the basis for your participation grade. |
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週次 |
日期 |
單元主題 |
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第1週 |
9/10 |
(1) Course Introduction & Class Administration Matters
(2) Introduction to IBS Cases.
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第2週 |
9/17 |
(1) The Foundations of strategy and IBS.
(2) The “Surely-Working” Case
Study Method & Alternatives
Special Topic: China-based digital giants go global.
In-class group discussion exercises. |
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第3週 |
9/24 |
Industry Competition in the Global Setting.
Deadline for Forming the case study group and LINE group.
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第4週 |
10/1 |
(1) Resources and Capabilities.
(2) De-globalization and China-US Trade War: Implications for IBS |
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第5週 |
10/8 |
Institutions, Culture, and Ethics.
Introductory Case Analysis on Post-Scandal Volkswagen |
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第6週 |
10/15 |
Foreign Market Entries.
Case 1: Huawei |
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第7週 |
10/22 |
No Class!
(Prof. Chiu is granted an official leave to present a paper at 2019 Strategic Management Society Annual Meeting@USA) |
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第8週 |
10/29 |
(1) The Entrepreneurial Firm
(2) Nature & Sources of Competitive Advantage for MNEs
Case 2: Airbnb |
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第9週 |
11/5 |
(1) Strategic Networks and Alliances.
(2) Managing Evolution in Global Industries, Networks, Platforms, and Ecosystems
Case 3: Singapore & Korea |
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第10週 |
11/12 |
(1) Global Competitive Dynamics
(2) Managing Evolution in Global Industries, Networks, Platforms, and Ecosystems
Case 4: Zara |
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第11週 |
11/19 |
(1) Diversification and Acquisitions
(2) Special Topic: Strategic Innovation in Technology, Supply Chains, and Client Relations in the Global Settings
Case 5: Lufax, PayTm &Nubank |
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第12週 |
11/26 |
Multinational Strategies, Structures, and Learning
Case 6: Amazon vs. Alibaba |
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第13週 |
12/3 |
Corporate Governance around the World
Case 7: Celgene |
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第14週 |
12/10 |
Global Corporate Social Responsibility
Case 8: Netflix |
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第15週 |
12/17 |
(1) Case Study Wrap-up
(2) Final-Exam Questions Review
Case 9: Foxconn & Softbank |
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第16週 |
12/24 |
In-Class Final Exam |
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第17週 |
12/31 |
Final Exam Results
Course Wrap-up |
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第18週 |
2020/1/7 |
Round-Table Outreach Meeting:
Inculsive Growth Strategy in Frontier Economies
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