SemesterFall Semester, 2019
DepartmentIMBA Program, Second Year
Course NameInternational Business Management
InstructorYU CHWO-MING
Course TypeRequired
Course Objective
Course Description
Course Schedule

(*taught by Prof. Yu)

Date Topic

1st     Administration/Introduction

9/5*  . Overview of international business

. Factors affecting firms’ internationalization

. Globalization

Chapter 1


2nd     Trade theories and protectionism

9/12 . Trade theories

. Trade protectionism

Chapters 5, 6


3rd     Foreign market entry strategies (I)

9/19 . Evaluation of countries for operations

. Exporting

Chapters 13, 14


4th     Foreign market entry strategies (II)

9/26 . Forms of foreign production

. Ownership and strategic alliances

Chapter 15


5th     The international political and legal environments

10/3 . Political risks

. Legal systems

Chapters 3


6th     Case 1: Eliminate the Middleman?

10/17* (HBR R0603A)


1. Please assess the capabilities or odds of success of Taisource to market its own brand.

2. What should Ustech do?

3. What some OEMs (e.g., Apple) can work with their suppliers well and do not fall into the predicament Ustech was in?


7th     Economic environment

10/24 . Economic systems

. Economic integration and cooperation

Chapters 4, 7


8th     *****Midterm examination*****



9th     Cultural environment and managing global talents

11/7 . Elements of culture

. Managing cultural diversity

. Expatriate management

. Chapters 2, 20


10th     Case 2: Nora-Sakari: A Proposed Joint Venture in Malaysia

11/14* (IVY case, 9B06M006)


1. Why did the cooperation between the two firms have not succeeded yet?

2. To make this cooperation successful, what are your recommendations to those unsolved issues?

3. What should Zainal do if he decided to work with Sakari?


11th     International marketing management

11/21 . Standardization vs. adaptation

. Marketing mix

Ch. 17


12th     International business strategy and multinational control

11/28 . Strategy of international business

. Organizational structure and control

Ch. 12, 16


13th     Case 3: Giant Inc.: Formation of the A-Team (IVEY 9B09MT44)

12/5* Questions:

1. Why was the A-Team formed? Why could it be formed by Taiwanese firms?

2. What kind of activities/mechanisms contributes to the mutual learning among A-Team members?

3. Is cooperating with a direct competitor (such as between Merida and Giant) a viable prospect for the A-Team in the long run?

4. What should Lo do to help the A-Team achieve all of the objectives set in 2003?

5. Under what conditions might A-Team break up?

14th     Global Production and Supply Chain

12/12 . Supply Chain

. Sourcing

. Supplier Management

Ch. 18 


15th     *****Final examination*****



16th*     Issues related to international business: questions and discussions


Teaching Methods
Teaching Assistant

  1. Evaluation





Class Participation and preparation   30

(including class attendance)

Case reports                                        30

Midterm Exam                                   20

Final Exam                                         20

Total                                                 100

Textbook & Reference

1. Daniels, J. D., Radebaugh, L. H., and D. P. Sullivan, International Business: Environments and Operations, 16th ed., NY: Pearson Education, Inc., 2019. (華泰書局

2. Three cases:

(1) Eliminate the Middleman? (HBR R0603A)

(2) Nora Sakari: A Proposed Joint Venture in Malaysia (IVEY 9B06M006)

(3) Giant Inc.: Formation of the A-Team (IVEY 9B09MT44)

Urls about Course