全球企業管理與策略
Global Business Management and Strategy
| 節 | 週一 |
|---|---|
5 13:20–14:10 | 全球企業管理與策略 M116 3 節連堂 |
6 14:20–15:10 | |
7 15:30–16:20 |
* 根據陽明交大上課時間表所列
The objective of this course is to equip GMBA students with a comprehensive framework to formulate strategies in the global marketplace. The course studies the issues involved in conducting business in the globalization arena including organizational behavior, strategic alliance, marketing and R&D, human resource management, business ethics, social responsibility, law, and information technology. The nature of global business environmental, including the impact of political economy, cultural differences, global trade and investment, and global monetary system are examined for their influence upon business performance and managerial activity. It provides students with key concepts and skills to identify global opportunities/threats, analyze their impact, formulate appropriate strategies and implement applicable action plans to achieve company goals. Case studies are used throughout to illustrate the basic principles of global business management and strategy.
Global Business has no prerequisites, but draws on fundamental concepts in the prerequisite courses relates to microeconomics, finance, marketing and other GMBA core courses.
Mini-class Report 25% Mid-term Exam 25% Class participation and Teamwork 25% Final Report (evaluation form) 25%
| 週次 | 主題 |
|---|---|
| 第 1 週 | Class Mechanics, 1Globalization |
| 第 2 週 | Introduction - The general frameworks of strategic management analysis - What is strategy? Model for external analysis - Analytical framework - Porter's five forces model Reading materials: Chapter 1 and 2 |
| 第 3 週 | Model for external analysis (Cont.) - The criteria for drawing industry boundaries Model for internal analysis - Identifying and evaluating a firm’s resources and capabilities - Core competence Reading materials: Chapter 2 and 3 |
| 第 4 週 | Competitive advantages and competitive strategy - Cost-based competitive strategies - Differentiation-based competitive strategies Reading materials: Chapter 4 |
| 第 5 週 | Corporate strategy - Vertical integration - Diversification strategy Reading materials: Chapter 6 |
| 第 6 週 | M&A and strategic alliances - Identifying the reasons for the success and failure of M&A in value creation - Types of alliances - Why an alliance or an acquisition may be preferable in a particular situation Reading materials: Chapter 7, 9 |
| 第 7 週 | Mid-term Exam |
| 第 8 週 | The Political Economy of Trade Why do countries have the trade preferences that they do? How do they determine which tariffs to implement and why? - Neoclassical trade theory: the Ricardian, Heckscher-Ohlin, and Stolper-Samuelson models - Distributional implications of free trade - Why are some people (and countries) more protectionist than others? - The New Trade Theory: Economies of Scale and Intra-industry trade - The “New-New” Trade Theory: Some firms are much more globally competitive than others, so there is firm-level lobbying for trade liberalization |
| 第 9 週 | The Political Economy of Monetary Policy - Why do countries have different exchange rate preferences, and how do central banks determine how to set the interest rate? - Currency regimes during the twentieth century: from the Gold Standard to Bretton Woods to floating exchange rates - The Fleming-Mundell trilemma |
| 第 10 週 | Economic Development Models: - What are some of the major economic models that have been adopted by developing countries since the 1950's? Why have some been more successful than others? - Import-substitution in India and Latin America - Export-oriented growth in East Asia. Which government policies made the Asian economic miracle possible? |
| 第 11 週 | How Asia Works - In this lecture, we look at the government-guided, export-oriented model of development first used by Japan, then implemented by South Korea and Taiwan. - How is China's current economic growth strategy both similar to and different from those of Japan and the Asian Tigers? - Can the Asian model be adopted by other developing countries? |
| 第 12 週 | Taiwan's semiconductor industry as a case study - How was Taiwan able to build such a successful semiconductor manufacturing industry? - What is the future of this industry in the face of competition from mainland China and declining profit margins? |
| 第 13 週 | Innovation Leadership From Vision Formation to Strategic Implementation |
| 第 14 週 | Authentic Leadership: 1.Bill George, Peter Sims, Andrew N. McLean, and Diana Mayer (2007). Discovering Your Authentic Leadership 2.Jeffrey Pfeffer (2011). HBR Case Study:Can Nice Guys Finish First? |
| 第 15 週 | Transformational Leadership: 1.Michael D. Watkins (2012). How Managers Become Leaders Harvard Business Review 2.Nitin Nohria (2009). HBR Case Study:From Regional Star to Global Leader |
| 第 16 週 | Special Workshop: Undercover Boss Discussion |
| 第 17 週 | Special Workshop: Decision Making and Business Communication |
| 第 18 週 | Final Exam week-Final Report |
1. International Business, 16th Edition, Daniels / Radebaugh / Sullivan 2. Ireland, Hoskisson, & Hitt, The Management of Strategy Concepts (10e)
- 地點
- A705 M208 M319 MB101
- 時間
- By appointment (via email)
- 聯絡方式
- kevin1003@g2.nctu.edu.tw hsiaochan@gmail.com cyhwang@nctu.edu.tw skymyr@gmail.com