國際企業經營策略 International Business Strategy
國際企業經營策略 International Business Strategy
Course Modules
Week 1 (2/24) -- MNE’s Strategy-Making in Changing Industry, Resource, & Institutional Landscape
Week 1 (2/24) -- MNE’s Strategy-Making in Changing Industry, Resource, & Institutional Landscape
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Context Module Sub HeaderWelcome to the World of Creative Learning on Matrix Modual Content! In Autumn Semester 2026 (114-2), Prof Chiu is going to showcase a professional knowledge package in class. Pioneering in this innovative B-School learning approach, Prof. Chiu will walk you through -- at a high Cost-Performance value -- in several well-structured modules. There are three pillars of my trade-marked "CREATIVE LEARNING" for the next-generation B-School Pedagogical Paradigm: (1) Reinforcement Learning -- One Type of Machine Learning: The ways to apply the domain knowledge to analyze the guiding question(s) of selected cases written by Prof. Chiu from both country-specific and industry-spectif context will significantly enhance your capabilities and experiences as an global talents in the course you take; (2) Transfer Learning -- Built on Deep Learning: After completing your group study of the ONE case chosen from this course's case offerings, Prof. Chiu will guide you to transfer the BEST PRACTICES developed by you and your team members to the term project (if the option is chosen by you). My innovative approach and experiential guidance will guarantee a success of this AI-assisted learning procedures; (3) Federated Learning -- Another Type of Machine Learning: Both you learn from (1) & (2), will give yourself a "SMALL-LANGUAGE-MODEL" (SLM) like working protocol in learning. Then, by co-learning with external "LARGE-LANGUAGE-MODEL" (LLM) like databases/cases services, you can smoothly SCALE UP your capabilities and experiences acquired in the course taken with Prof. Chiu to a much broader landscape!Score at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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AttachmentIBS LN1 -- Global Strategy Shift in Changing Geopolitics and Trade Relations 2025-26.pdf IBS LN1 -- Global Strategy Shift in Changing Geopolitics and Trade Relations 2025-26.pdfScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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External UrlnVidia CEO @UC Berkeley nVidia CEO @UC BerkeleyScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
Week 2 (3/3) -- Global Value Chains & Industry Competition
Week 2 (3/3) -- Global Value Chains & Industry Competition
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AttachmentIBS LN2 -- Offshoring & Reshoring amid Global Value Chain Relocation 2025-26.pdf IBS LN2 -- Offshoring & Reshoring amid Global Value Chain Relocation 2025-26.pdfScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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AttachmentMGI_Geopolitics-and-the-geometry-of-global-trade-2025.pdf MGI_Geopolitics-and-the-geometry-of-global-trade-2025.pdfScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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External UrlThe Race of Semiconductor Supremacy The Race of Semiconductor SupremacyScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
Week 3 (3/10) -- Geopolitical Rsik and Regional Advantage
Week 3 (3/10) -- Geopolitical Rsik and Regional Advantage
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AttachmentHBR_Incumbents Survive & Thrive 2022.pdf HBR_Incumbents Survive & Thrive 2022.pdfScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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AttachmentMcKinsey & Co_A proactive-approach-to-navigating-geopolitics-is-essential-to-thrive 2024.pdf McKinsey & Co_A proactive-approach-to-navigating-geopolitics-is-essential-to-thrive 2024.pdfScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
Week 4 (3/17) -- A Global Firm's Resources, Capabilities, and Core Competencies
Week 4 (3/17) -- A Global Firm's Resources, Capabilities, and Core Competencies
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AttachmentIBS LN3 -- Managing Resources & Capabilities under Geopolitical Uncertainty 2025-26.pdf IBS LN3 -- Managing Resources & Capabilities under Geopolitical Uncertainty 2025-26.pdfScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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AttachmentHBR Corp Cultures Worldwide 2020.pdf HBR Corp Cultures Worldwide 2020.pdfScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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External ToolJapan, The Gaming Giant: Can It Stay In The Game? | Japan's Comeback Game | CNA Documentary Japan, The Gaming Giant: Can It Stay In The Game? | Japan's Comeback Game | CNA DocumentaryScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
Week 5 (3/24) -- Competitive Advantages amid Industrial- , Institutional- , & Cultural Evolution
Week 5 (3/24) -- Competitive Advantages amid Industrial- , Institutional- , & Cultural Evolution
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AttachmentIBS LN4 -- Sustainable Advantage amid Industrial Institutional & Cultural Evolution 2025-26.pdf IBS LN4 -- Sustainable Advantage amid Industrial Institutional & Cultural Evolution 2025-26.pdfScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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AttachmentMcKinsey & Co_The-state-of-fashion-2025.pdf McKinsey & Co_The-state-of-fashion-2025.pdfScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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AttachmentPrada-Versace Deal amid Reciprocal Tariff 2025.docx Prada-Versace Deal amid Reciprocal Tariff 2025.docxScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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Discussion Topic(W5) To what exent, could the post-merged Prada-Versace's competitive advantage reinforce Italian luxury fashion pride amid China economic slowdown and U.S. reciprocal tariff? Also comment on the cultural and institutional impact on this deal-making. (W5) To what exent, could the post-merged Prada-Versace's competitive advantage reinforce Italian luxury fashion pride amid China economic slowdown and U.S. reciprocal tariff? Also comment on the cultural and institutional impact on this deal-making.Score at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
Week 6 (3/31) -- Foreign Market Entry Modes; Local Firms' Strategic Responses
Week 6 (3/31) -- Foreign Market Entry Modes; Local Firms' Strategic Responses
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AttachmentIBS LN5 -- Foreign Market Entry Strategies 2025-26.pdf IBS LN5 -- Foreign Market Entry Strategies 2025-26.pdfScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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AttachmentTSMC FDI and JV in the U.S. 2025.docx TSMC FDI and JV in the U.S. 2025.docxScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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Discussion Topic(W6) Do you agree with TSMC's $165 billion direct Investment in wholly-owned IC foundries in the U.S.? Regarding the potential partnership with Intel IC Foundry, what is the most likely mode given U.S. government's 10% ownership of Intel Corp.? (W6) Do you agree with TSMC's $165 billion direct Investment in wholly-owned IC foundries in the U.S.? Regarding the potential partnership with Intel IC Foundry, what is the most likely mode given U.S. government's 10% ownership of Intel Corp.?Score at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
Week 7 (4/7) -- International Entrepreneurship; Venturing Abroad
Week 7 (4/7) -- International Entrepreneurship; Venturing Abroad
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AttachmentIBS LN6 -- Global Entrepreneurial Strategies & Venturing Abroad 2025-26.pdf IBS LN6 -- Global Entrepreneurial Strategies & Venturing Abroad 2025-26.pdfScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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AttachmentHBR_Strategy-Making in Turbulent Times 2022.pdf HBR_Strategy-Making in Turbulent Times 2022.pdfScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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AttachmentRed Bull Strategy and Entrepreneurship 2024.docx Red Bull Strategy and Entrepreneurship 2024.docxScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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Discussion Topic(W7) Why could this duo of acculturated family entreprenuers sustain its success? Nevertheless, do you think Redbull should file for an IPO, even though there's a decline in the payout to the shareholders? Explain why or why NOT. (W7) Why could this duo of acculturated family entreprenuers sustain its success? Nevertheless, do you think Redbull should file for an IPO, even though there's a decline in the payout to the shareholders? Explain why or why NOT.Score at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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External UrlUnveiling The Hidden Strategies Behind Red Bull’s Global Domination Unveiling The Hidden Strategies Behind Red Bull’s Global DominationScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
Week 8 (4/14) -- Nature & Sources of Competitive Advantage for MNEs
Week 8 (4/14) -- Nature & Sources of Competitive Advantage for MNEs
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AttachmentIBS LN7 -- Managing Strategic Alliances & Joint Ventures Worldwide 2025-26.pdf IBS LN7 -- Managing Strategic Alliances & Joint Ventures Worldwide 2025-26.pdfScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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Context Module Sub HeaderLN7 Part 1: Nature & Sources of Competitive AdvantageScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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AttachmentVolkswagen Supply Chain Strategy uder US-EU Deal 2025.docx Volkswagen Supply Chain Strategy uder US-EU Deal 2025.docxScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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Discussion Topic(W8) Volkswagen has restructured its home-based cost disadvantage amid tariff-triggered supply chain relocation. Comment on whether to shift production sites in Mexico and Canada back to EU. Explain Why or Why NOT. (W8) Volkswagen has restructured its home-based cost disadvantage amid tariff-triggered supply chain relocation. Comment on whether to shift production sites in Mexico and Canada back to EU. Explain Why or Why NOT.Score at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
Week 9 (4/21) -- Managing Strategic Alliances & Joint Ventures Worldwide
Week 9 (4/21) -- Managing Strategic Alliances & Joint Ventures Worldwide
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AttachmentIBS LN7 -- Managing Strategic Alliances & Joint Ventures Worldwide 2025-26.pdf IBS LN7 -- Managing Strategic Alliances & Joint Ventures Worldwide 2025-26.pdfScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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Context Module Sub HeaderLN7 Part 2: Alliance & Joint Venture AnalysisScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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AttachmentBCG_Capturing-and-optimizing-joint-venture-value 2024.pdf BCG_Capturing-and-optimizing-joint-venture-value 2024.pdfScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
Week 10 (4/28) -- Strategies for Global Innovation; Networks, Platforms, and Ecosystems
Week 10 (4/28) -- Strategies for Global Innovation; Networks, Platforms, and Ecosystems
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AttachmentIBS_Special Lecture Note (V. 2025-26).ppt IBS_Special Lecture Note (V. 2025-26).pptScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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AttachmentHBR_How to Succeed in an Era of Volatility 2024.pdf HBR_How to Succeed in an Era of Volatility 2024.pdfScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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AttachmentBain & Co_Taking a Globally Orchestrated Approach to Digital Disruption 2024.pdf Bain & Co_Taking a Globally Orchestrated Approach to Digital Disruption 2024.pdfScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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AttachmentDeepSeek under Trump Tariff on AI Chip Exports to China 2025.docx DeepSeek under Trump Tariff on AI Chip Exports to China 2025.docxScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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Discussion Topic(W10) To which extent can China-based AI startup DeepSeek scale up its disruptive innovation in generative AI models? Will its fast-growth be underwhelmed by Trump’s 15% Tariff on Nvidia/AMD AI Chip Exports to China? (W10) To which extent can China-based AI startup DeepSeek scale up its disruptive innovation in generative AI models? Will its fast-growth be underwhelmed by Trump’s 15% Tariff on Nvidia/AMD AI Chip Exports to China?Score at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
Week 11 (5/5) -- Global Competitor & Complementor Dynamics
Week 11 (5/5) -- Global Competitor & Complementor Dynamics
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AttachmentIBS LN8 -- Global Competitor & Complementor Dynamics 2025-26.pdf IBS LN8 -- Global Competitor & Complementor Dynamics 2025-26.pdfScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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AttachmentMGI_The-next-big-arenas-of-competition October 2024.pdf MGI_The-next-big-arenas-of-competition October 2024.pdfScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
Week 12 (5/12) -- Diversifying Abroad & Managing M&As and Restructuring
Week 12 (5/12) -- Diversifying Abroad & Managing M&As and Restructuring
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AttachmentIBS LN9 -- Diversifying Abroad and Managing Global M&As 2025-26.pdf IBS LN9 -- Diversifying Abroad and Managing Global M&As 2025-26.pdfScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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AttachmentMcKinsey & Co_Diversifying-global-supply-chains-opportunities-in-southeast-asia 2024.pdf McKinsey & Co_Diversifying-global-supply-chains-opportunities-in-southeast-asia 2024.pdfScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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AttachmentSamsung FDI & Restructuring Vertically Integrated Value Chain 2025.docx Samsung FDI & Restructuring Vertically Integrated Value Chain 2025.docxScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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Discussion Topic(W12) In its restructuing of vertically-integrated value chain under Trump tariff, Samsung Electronics has moved to Vietnam and India. Discuss the extent to which the company's Asia-based far-shoring strategy to serve the U.S. market need to be adjusted. (W12) In its restructuing of vertically-integrated value chain under Trump tariff, Samsung Electronics has moved to Vietnam and India. Discuss the extent to which the company's Asia-based far-shoring strategy to serve the U.S. market need to be adjusted.Score at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
Week 13 (5/19) -- Multinational Strategies, Structures, and Learning
Week 13 (5/19) -- Multinational Strategies, Structures, and Learning
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AttachmentIBS LN10 -- Multinational Strategies Structures & Learning in Changing Geopoltics & Trade 2025-26.pdf IBS LN10 -- Multinational Strategies Structures & Learning in Changing Geopoltics & Trade 2025-26.pdfScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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AttachmentMcKinsey & Co_Future of Space Economy April 2024.pdf McKinsey & Co_Future of Space Economy April 2024.pdfScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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AttachmentFormula One Group Ecosystem-Stretching Strategy 2025.docx Formula One Group Ecosystem-Stretching Strategy 2025.docxScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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Discussion Topic(W13) Formula One Group deploys its unique strategy, structure, and learning capabilities internationally to monetarize its global motorsport leadership under the ownership of Liberty Media. Make comments on the alignment of these elements. (W13) Formula One Group deploys its unique strategy, structure, and learning capabilities internationally to monetarize its global motorsport leadership under the ownership of Liberty Media. Make comments on the alignment of these elements.Score at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
Week 14 (5/26) -- Governing Global Strategy & Operations
Week 14 (5/26) -- Governing Global Strategy & Operations
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AttachmentIBS LN11 -- Governing Global Strategy & Operations 2025-26.pdf IBS LN11 -- Governing Global Strategy & Operations 2025-26.pdfScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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AttachmentMcKinsey & Co_Space -- The Missing Element of Your Strategy 2023.pdf McKinsey & Co_Space -- The Missing Element of Your Strategy 2023.pdfScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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AttachmentSpaceX under Elon Musk Leadership 2025.docx SpaceX under Elon Musk Leadership 2025.docxScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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Discussion Topic(W14) As a dominant leader in the emerging space economy, how has SpaceX achieved to fulfill its CSR? Moreover, is SpaceX's LEO-based global connectivity strategy sustainable? (W14) As a dominant leader in the emerging space economy, how has SpaceX achieved to fulfill its CSR? Moreover, is SpaceX's LEO-based global connectivity strategy sustainable?Score at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
Week 15 (6/2) -- MNE’s Non-market Strategy: Global CSR, ESG, & Sustainability
Week 15 (6/2) -- MNE’s Non-market Strategy: Global CSR, ESG, & Sustainability
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AttachmentIBS LN12 MNE Non-market Strategy -- Global CSR ESG & Sustainability 2025-26.pdf IBS LN12 MNE Non-market Strategy -- Global CSR ESG & Sustainability 2025-26.pdfScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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AttachmentBCG_Four-steps-to-sustainable-business-model-innovation 2021.pdf BCG_Four-steps-to-sustainable-business-model-innovation 2021.pdfScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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Context Module Sub HeaderCourse Wrap-upScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
Week 16 (6/8) -- Deadline for the Term Project OR Individual In-Class CLOSED-BOOK Final Exam
Week 16 (6/8) -- Deadline for the Term Project OR Individual In-Class CLOSED-BOOK Final Exam
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Context Module Sub HeaderDeadline for submitting the term project (if chosen by your team) at noon today. Please email your team's word-format report to Prof Chiu through the NTUCool email system. No late report will be graded,Score at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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Context Module Sub HeaderThere are four (4) short essay questions in the In-class closed-book final exam. Question guidelines will be provided in W15.Score at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
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Attachment2025A_IBS Online Final Exam.pdf 2025A_IBS Online Final Exam.pdfScore at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
