首先，此课程提供一基本架构：了解产业、特定地区、公司在国际商业里的竞争力。这些架构可呈现出全球环境的良机，但利用这些机会的同时仍不免遇到管理上的挑战，其次此课程着重于特定议题和文章的分析工具使用。此课程的主要目标是在多方面的世界商业活动里提供有效的活动基础。

Engardio, Pete, Aaron Bernstein, and Manjeet Kripalani “这是你的下一个工作吗?”《商业周刊》 February 3, 2003 Business Week. February 3, 2003.


讲课二 : 产业要素

阅读资料 :
Prahalad, C. K., and Uves Doz “描绘企业的特色”，《跨国企业之使命》第二章.自由出版社，1987.

Lessard, Donald R. “全球策略分析体制”，《策略管理教育期刊》 Senate Hall Academic Publishing,2003.

个案讨论 : 制药工业 (五份网络文选) :

1. 制药工业 : 变动之科技
   摘录自“制药工业”，《经济学人》，February 21, 1998, pp. 3-5.
   
   
2. 制药工业之重要策略要因
   大纲依据 : 当企业改变方向，Huff, Ann Sigismund, James Oran Huff, and Pamela S Barr，牛津: 牛津大学出版社，2000.
   
   
3. “全球市场之风险与报酬”
   Wechsler, Jill. 《欧洲制药科技杂志》第十三册 No 5. May 2001 pp. 20 Copyright 2001, Gale Group, Inc. and Advanstar Communications, Inc.
   
   
4. 简介四个领导药厂
   取自 Hoover (http://www.hoovers.com) 线上及Datamonitor (http://www.datamonitor.com) : 辉瑞药厂，英商葛兰素史克，德国默克，及诺华集团 about: Pfizer, GlaxoSmithKline plc, Merck, and Novartis AG.
   
   
5. 顺便提及日系制药工业

问题讨论 :

1. 近几十年来，您觉得在制药工业里，以本土响应性及跨边界整合的压力来看，那些是驱动变化最主要的要素? 未来十年您又觉得哪些会是关键?
2. 在这个多变的环境里，那些公司的策略响应是可以持续长久的? 那些又会影响其定位的选择?
   
   

讲课三 : 位置要素 : 国家竞争优势的根源

阅读资料 :
Michael Porter “国家的竞争优势” 文章第90211号 《哈佛商业评论》 90-2. March-April 1990，pp 73-93.

个案讨论 : P Ghemawat “千禧年的印度软件工业” 哈佛商业个案第9-700-036号 Boston: 哈佛商学院 July 31，2000.

问题讨论 :

1. 以Porter提出的理论原型来说，什么是印度最重要的位置优势？而印度是否适用于Porter有关竞争力地点的钻石原型理论？
2. 若您是一家美国重要软件公司的执行长，您会考虑在印度设立子公司吗?
3. 若您是文章中提到的（Tata顾问服务公司、Wipro, Infosys)，您会如何运用策略善用印度地理位置优势并处理其弱点？
   
   

讲课四 : 企业特有优势 : 地理位置优势、地理位置附着优势及性能

阅读资料 :
Kogut，Bruce “全球策略计划: 比较及竞争的加值炼” Gupta and Westney第一章

Westney，Eleanor “国际化之序列模型摘记” (在课程网页上)

Deveny，Kathleen “麦克世界? 麦当劳可在任何地方制作大麦克汉堡，但是在国外复制其文化却不是件容易的事。”《商业周刊》 October 13，1986，pp 78-86.

Serwer，Andrew E. “麦当劳全球致胜之路”《财富》October 17，1994，pp 103-116.

问题讨论 :

1. 麦当劳多依赖其美国母公司地理位置优势? 这地理位置如何影响其国际化过程? 未来将如何影响麦当劳国际扩展之路?
2. 在发展国际化的过程中，麦当劳如何及运用何种方法发展其它的能力?
   
   

讲课五: 可变式跨国营运模式

阅读资料 :
Bartlett，Christopher A.，and Sumantra Ghoshal. “管理跨国企业: 新式组织响应” Gupta and Westney第七章.

个案讨论 : Westney，Eleanor. “ABB: 从符号到危机”，史隆管理学院 (在课程网页上)

问题讨论 :

1. 九零年代初期，ABB集团是否如研究者所想适用其商业策略？另其缺点及优势为何?
2. 为何ABB集团逐年地削弱其母公司地域环境的影响？其作法优缺点为何?
3. 您对于Centermann’s公司 于2001年进行重整有何看法? ABB集团应有何种替代方案呢?
   
   

个案讨论： Bartlett, Christopher A., and Anthony St. George. “美国宏碁：Aspire的发展” 哈佛商业个案 9-399-011号. Boston: 哈佛商学院, 2001.

问题讨论：

1. Hart和 Milstein提倡将市场区隔三个领域。对MNC而言，在已发展中国家中，其模型的意含为何？从发展中国家中来看有何意义? 为发展中国家中带来何种含义?
2. 您对宏碁市场策略包含其市场及产品选择的评价为何? 您对美国宏碁市场策略的评价为何?
3. 发展Aspire，宏碁所面对的主要问题何在？以此次经验来看，您会对宏碁未来市场策略作何种建议？
   

讲课八 : “从国际化发展公司特有优势-供应炼之全球化”

阅读资料 :
Levy，David. “国际供应炼之精实生产” Gupta and Westney第三章.

个案讨论 :Ferdows，Kasra “外商公司之至大产能” 文章第97204号 哈佛商业评论 March-April 1997.

问题讨论 :

1. Levy文章报导主要根据九零年代中期大量的研究报告。您觉得时代改变以致于其全球供应链管理不具时效性吗?
2. 在全球供应炼中，一些Ferdow主要范例着重在新加坡改变之角色。然而，几乎在新加坡的营运皆是独资经营。若营运管理权为本地所有，例如为台湾所有，会有那些不同？
   

讲课九 : “从国际化发展公司特有优势-科技之全球化”

阅读资料 :
Birkinshaw, Julian M., and J. N. Fry. “发展新市场的分支计划”Gupta and Westney第九章.

个案讨论 :第一章及第二章: Doz, Yves, Jose Santos and Peter Williamson. “从全球化到超国家化-企业如何在知识经济里赢得先机” Boston: 哈佛商学院出版社，2001.

另请见新闻发布: Krasner，Jeffery: 剑桥诺华集团研发中心 “制药巨擘诺华集团租赁剑桥研发地点”The Boston Globe. May 3，2002，pp E1.

问题讨论 :

1. 若有像诺华集团的公司想要于其主要科技发展中心之外的地点设立新的研究中心，他们所遇到的主要挑战为何? 您会给诺华集团何种建议呢?
   

讲课十：扩展海外版图：跨国并购

阅读资料：
Ghemawat，Pankaj，and Fariborz Ghadar. “全球超合并之可疑理论” 文章第R00405号 哈佛商业评论 July-August 2000.

问题讨论：

1. 商业媒体认为戴姆克莱斯乐合并案是一桩完美的策略运作，对双方也有相当正面的影响。对于Nissan雷诺事业的健全性却有相当的疑问 （而雷诺是Nissan的第二个选择）。然而今日看来，Nissan雷诺事业却是较为成功的？为什么商业媒体有误呢？或是您觉得他们的报导是正确的？或是需要较长的时间去评断其事业是成功或失败的？
2. 这两个个案是否合于Ghemawat及 Ghadar全球超合并之评论？
3. 您从这两个个案获得何种跨国并购的重要经验？请解释您的理由。
   

讲课十一：扩展海外版图：从新兴市场开始

阅读资料：
Dawar, Niraj, and Tony Frost. “与巨擘竞争：拥有新兴市场的企业之求生策略” 文章第99203 哈佛商业评论 March-April 1999.

个案讨论 :Nanda, Ashish, and Leopoldo E. Lopez Mendoza. “PDVSA & Citgo (B): 于动荡不安世界寻求稳定性” HBS Case No 9-899-220 Boston: 哈佛商学院, 1999.

Nanda, Ashish, and Leopoldo E. Lopez Mendoza. “PDVSA & Citgo (B): 完全合并吗?” HBS Case No 9-899-221 Boston: 哈佛商学院，1999.

问题讨论：

讲课十三：期末考

The first section of the course provides the basic frameworks for understanding competitiveness in international business at the level of the industry, location, and firm. These frameworks identify the opportunities presented in a dynamic global environment. But taking advantages of those opportunities faces enormous managerial challenges, and the second section of the course focuses on using and deepening those analytical tools in the context of specific problems and contexts. The goal of this course is to provide the foundations for taking effective action in the multi-faceted world of international business.

Engardio, Pete, Aaron Bernstein, and Manjeet Kripalani. "Is Your Job Next?" Business Week. February 3, 2003.


Lecture #2: Industry Factors

Readings:
Prahalad, C. K., and Yves Doz. "Mapping the Characteristics of a Business." Chapter 2 in The Multinational Mission. The Free Press, 1987.

Lessard, Donald R. "Frameworks for Global Strategic Analysis." Journal of Strategic Management Education. Senate Hall Academic Publishing, 2003.

Case Study: The Pharmaceutical Industry (five readings on course website):

1. The Pharmaceutical Industry: Changing Technologies
   Excerpt from: "The Pharmaceutical Industry." The Economist, February 21, 1998, pp. 3-5.
   
   
2. Key Strategic Issues in the Pharmaceutical Industry
   Summary based on: Huff, Anne Sigismund, James Oran Huff, and Pamela S. Barr. When Firms Change Direction. Oxford: Oxford University Press, 2000.
   
   
3. "Risks and Rewards in the Global Market Place"
   Wechsler, Jill. "Risks and Rewards in the Global Market Place." Pharmaceutical Technology Europe Vol. 13, No. 5. May 2001, pp. 20. Copyright 2001, Gale Group, Inc. and Advanstar Communications, Inc.
   
   
4. Profiles of Four Leading Pharmaceutical Firms
   Information collected from Hoover's Online (http://www.hoovers.com) and Datamonitor (http://www.datamonitor.com) about: Pfizer, GlaxoSmithKline plc, Merck, and Novartis AG.
   
   
5. A Note on the Japanese Pharmaceutical Industry

Discussion Questions:

1. What do you see as the key drivers of change in the pharmaceutical industry over the decades, in terms of the pressures for local responsiveness and the pressures for cross-border integration? What would you predict for the next decade?
2. What strategic responses from firms are sustainable in this changing environment? What might affect their choice of positioning?
   
   

Lecture #3: Location Factors: National Roots of Competitive Advantage

Readings:
Michael, Porter. "The Competitive Advantage of Nations." Article No. 90211. Harvard Business Review 90-2. March-April 1990, pp. 73-93.

Case: P. Ghemawat, "The Indian Software Industry at the Millenium." Harvard Business Case No. 9-700-036. Boston: Harvard Business School, July 31, 2000.

Discussion Questions:

1. What are India's most important location advantages, in terms of the Porter model? Does India fit the "Diamond" model of a competitive location?
2. If you were the CEO of a major US software company, would you consider setting up a subsidiary in India?
3. If you were the CEO of one of the top Indian companies described briefly in the case (Tata Consultancy Services, Wipro, Infosys), what would your strategy be in the future for leveraging India's location advantages and addressing its weaknesses?
   
   

Lecture #4: Firm-Specific Advantages: Location-Based Advantages, Location-Bound Advantages, and Capabilties.

Readings:
Kogut, Bruce. "Designing Global Strategies: Comparative and Competitive Value-Added Chains." Chapter 1 in Gupta and Westney.

Westney, Eleanor. "A Note on Sequential Models of Internationalization." (Course Website)

Deveny, Kathleen. "McWorld? McDonald's Can Make a Big Mac Anywhere, But Duplicating Its Culture Abroad Won't Be So Easy." Business Week. October 13, 1986, pp. 78-86.

Serwer, Andrew E. "McDonald's Conquers the World." Fortune. October 17, 1994, pp. 103-116.

Discussion Questions:

1. To what extent did McDonald's firm-specific advantage rest on the location advantages of its home base (the United States)? How did this affect its internationalization process (if at all)? How might it affect McDonald's international expansion in the future?
2. What capabilities did McDonald's have to develop in the course of its internationalization process? How did it do this?
   
   

Lecture #5: Changing Models of Cross-Border Business

Readings:
Bartlett, Christopher A., and Sumantra Ghoshal. "Managing Across Borders: New Organizational Responses." Chapter 7 in Gupta and Westney.

Case: Westney, Eleanor. "ABB: From Icon to Crisis." MIT Sloan School of Management. (Course Website)

Discussion Questions:

1. Was ABB's organization really as well-suited to its business strategy in the early 1990s as researchers seemed to think? What were its strengths and weaknesses?
2. Why did ABB weaken the geographic side of its matrix over time? What were the advantages and disadvantages of doing so?
3. What do you think of Centermann's 2001 re-organization? What alternatives might ABB have considered?
   
   

Case: Bartlett, Christopher A., and Anthony St. George. "Acer America: Development of the Aspire." Harvard Business Case No. 9-399-011. Boston: Harvard Business School, 2001.

Discussion Questions:

1. Hart and Milstein advocate a segmentation of markets into three categories. What are the implications of their model for MNCs from developed countries? From developing countries? For developing countries?
2. What is your evaluation of Acer's market strategy (its choice of markets and products)? What is your assessment of Acer's North American market strategy?
3. What were the key problems faced by Acer in developing the Aspire? What recommendations would you make to Acer for future market strategies and for product development, based on this experience?
   

Lecture #8: Developing Firm-specific Advantages from Being International - The Globalization of the Supply Chain

Readings:
Levy, David. "Lean Production in an International Supply Chain." Chapter 3 in Gupta and Westney.

Case Study: Ferdows, Kasra. "Making the Most of Foreign Factories." Article No. 97204. Harvard Business Review. March-April 1997.

Discussion Questions:

1. Levy's article is based on intensive research conducted in the mid-1990s. Do you think conditions have changed to make his assessment of the challenges of managing global supply chains less valid?
2. Some of Ferdows' key examples focus on the changing role of Singapore in global supply chains. The operations in Singapore are, however, nearly all wholly-owned subsidiaries of MNCs. What differences does it make when the operations are locally owned, as they in Taiwan, for example?
   

Lecture #9: Developing Firm-specific Advantages from Being International - The Globalization of Technology

Readings:
Birkinshaw, Julian M., and J. N. Fry. "Subsidiary Initiatives to Develop New Markets." Chapter 9 in Gupta and Westney.

Case Study: Chapters 1 and 2: Doz, Yves, José Santos and Peter Williamson. “From Global to Metanational: How Companies Win in the Knowledge Economy.” Boston: Harvard Business School Press, 2001.

Also press clippings on Novartis' corporate R&D center in Cambridge: Krasner, Jeffrey. “Drug Giant Novartis Seen Leasing Cambridge R&D Space.” The Boston Globe. May 3, 2002, pp. E1.

Discussion Questions:

1. What are the key challenges that a firm like Novartis faces in setting up a new research center outside its major centers of technology development? What recommendations would you make to Novartis?
   

Lecture #10: Expanding Abroad: Cross-Border M&A

Readings:
Ghemawat, Pankaj, and Fariborz Ghadar. "The Dubious Logic of Global Megamergers." Article No. R00405. Harvard Business Review. July-August 2000.

Discussion Questions:

1. The business press greeted the Daimler-Chrysler merger as a sound strategic move that would have highly positive implications for both. It was far more skeptical about the soundness of the Nissan-Renault venture (and Renault was a second choice partner for Nissan). Yet the Nissan-Renault venture today is seen as much more successful. Why did the business press get it wrong - or do you think they got it right, but that a longer term is necessary to judge the success or failure?
2. Do these two cases fit or not fit Ghemawat and Ghadar's criticism of "global megamergers"?
3. What do you see as the key lessons for cross-border merger and acquisition from the two cases? Explain why you identified those lessons.
   

Lecture #11: Expanding Abroad: From Emerging Markets

Readings:
Dawar, Niraj, and Tony Frost. "Competing with Giants: Survival Strategies for Emerging Market Companies." Article 99203. Harvard Business Review. March-April 1999.

Case: Nanda, Ashish, and Leopoldo E. Lopez Mendoza. "PDVSA & Citgo (A): Seeking Stability in an Uncertain World." HBS Case No. 9-899-220. Boston: Harvard Business School, 1999.

Nanda, Ashish, and Leopoldo E. Lopez Mendoza. "PDVSA & Citgo (B): Fully Integrated?" Harvard Business Case No. 9-899-221. Boston: Harvard Business School, 1999.

Discussion Questions:

Lecture #13: In-Class Final Exam