國際併購與重組管理 Managing Global Acquisitions and Restructuring
國際併購與重組管理 Managing Global Acquisitions and Restructuring
Course Modules
Week 1 (2/24) -- Global M&A and Restucturing Landscape in 2026 & Beyond
Week 1 (2/24) -- Global M&A and Restucturing Landscape in 2026 & Beyond
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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. 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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AttachmentMGAR LN1 -- Global M&As and Restructuring amid AI Tariffs and Geopolitics 2025-26.pdf MGAR LN1 -- Global M&As and Restructuring amid AI Tariffs and Geopolitics 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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AttachmentM&As and Corporate Restructurings by Patrick A. Gaughan 7th edition.pdf M&As and Corporate Restructurings by Patrick A. Gaughan 7th edition.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 2 (3/3)-- Trend in AI Talent War thru Reverse Acquihire;Traps of Global M&As: Overpaid Premium and Liabilities of Foreignness
Week 2 (3/3)-- Trend in AI Talent War thru Reverse Acquihire;Traps of Global M&As: Overpaid Premium and Liabilities of Foreignness
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AttachmentMGAR LN2 -- Trends and Traps of Deal-Making in Fund-Raising and M&A 2025-26.pdf MGAR LN2 -- Trends and Traps of Deal-Making in Fund-Raising and M&A 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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AttachmentBain & Co_Global M&A Report 2025.pdf Bain & Co_Global M&A Report 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
Week 3 (3/10) -- Nippon Steel's Host-Country Incentives and Constraints in the U.S. Deal; Legal & Regulatory Issues on Global M&A
Week 3 (3/10) -- Nippon Steel's Host-Country Incentives and Constraints in the U.S. Deal; Legal & Regulatory Issues on Global M&A
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AttachmentMGAR LN3 -- Legal & Regulatory Issues on Gobal Trade and M&A 2025-26.pdf MGAR LN3 -- Legal & Regulatory Issues on Gobal Trade and M&A 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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AttachmentNippon Steel vs. US Steel 2025 (Rev).docx Nippon Steel vs. US Steel 2025 (Rev).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(W3) What legal and regulatory concerns have delayed U.S. government's review on the Nippon Steel-U.S. Steel merger since its announcement? (W3) What legal and regulatory concerns have delayed U.S. government's review on the Nippon Steel-U.S. Steel merger since its announcement?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
W4 (3/17) -- Broadcom's AI-Transformation thru Acquiring VMWare; Strategic Motives of M&As and Exits
W4 (3/17) -- Broadcom's AI-Transformation thru Acquiring VMWare; Strategic Motives of M&As and Exits
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AttachmentMGAR LN4-- Strategic Motives of M&As and Exits 2025-26.pdf MGAR LN4-- Strategic Motives of M&As and Exits 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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AttachmentBroadcom VMWare Acquisition for AI 2024.docx Broadcom VMWare Acquisition for AI 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(W4) What's the role of VMWare’s software platforms in transforming Broadcom from a non-AI chipmaker into an AI powerhouse? (W4) What's the role of VMWare’s software platforms in transforming Broadcom from a non-AI chipmaker into an AI powerhouse?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 5 (3/24) -- BD Divesting Non-Core Assets thru the Reverse Morris Trust for Strategic Transformation; Managing Taxation Discrepency and IPR-Proected Monopoly
Week 5 (3/24) -- BD Divesting Non-Core Assets thru the Reverse Morris Trust for Strategic Transformation; Managing Taxation Discrepency and IPR-Proected Monopoly
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AttachmentMGAR LN16 -- Taxation Impact on Global Deal-Making & Supply Chain Restructuring 2025-26.pdf MGAR LN16 -- Taxation Impact on Global Deal-Making & Supply Chain Restructuring 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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AttachmentBD-Waters RMT Deal 2025.docx BD-Waters RMT 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(W5) In its transformation into a pure-play Medtech, how did Becton Dickinson (BD) manage to draw on the tax-efficient transaction structure with Waters? (W5) In its transformation into a pure-play Medtech, how did Becton Dickinson (BD) manage to draw on the tax-efficient transaction structure with Waters?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 ToolHow Companies Like Amazon, Nike and FedEx Avoid Taxes How Companies Like Amazon, Nike and FedEx Avoid TaxesScore 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 ToolWhy Deferred Tax Liabilities Get Created in an M&A Deal Why Deferred Tax Liabilities Get Created in an M&A DealScore 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) -- Ferrero's Deal with WK Kellogg for Restructuring Its Product Portfolios and Market Coverage; Corporate Restructuring for Turnaround and Transformation; Asset Reconfiguraiton
Week 6 (3/31) -- Ferrero's Deal with WK Kellogg for Restructuring Its Product Portfolios and Market Coverage; Corporate Restructuring for Turnaround and Transformation; Asset Reconfiguraiton
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AttachmentMGAR LN11 -- Corp Restructuring for Turnaround & Transformation 2025-26.pdf MGAR LN11 -- Corp Restructuring for Turnaround & Transformation 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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AttachmentFerrero-WK Kellogg Deal 2025.docx Ferrero-WK Kellogg 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(W6) For Ferrero, this deal presents an opportunity to diversify beyond confectionery and deepen its presence in the U.S. market. What is the spin-off process of Kellogg and what is the role of JW Kellogg in Ferrero's corporate restructuring? (W6) For Ferrero, this deal presents an opportunity to diversify beyond confectionery and deepen its presence in the U.S. market. What is the spin-off process of Kellogg and what is the role of JW Kellogg in Ferrero's corporate restructuring?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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AttachmentMcKinsey & Co_When-a-transaction-forges-a-transformation 2023.pdf McKinsey & Co_When-a-transaction-forges-a-transformation 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
Week 7 (4/7) -- Windsurf's Agentic AI Makes Itself End up with a Unique Exit Process; Exit Mechanisms; Hostile Takeover Tactics
Week 7 (4/7) -- Windsurf's Agentic AI Makes Itself End up with a Unique Exit Process; Exit Mechanisms; Hostile Takeover Tactics
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AttachmentMGAR LN6 -- Tactics for Launching Hostile Takeovers 2025-26.pdf MGAR LN6 -- Tactics for Launching Hostile Takeovers 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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AttachmentWindsurf Merged into Cognition AI 2025.docx Windsurf Merged into Cognition AI 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(W7) After bidding for its agentic AI-related assets launched by OpenAI and Google, Windsurf has been finally merged with Cognitiion. Make critical comments on the bidding/merger processes about their impact on the growth and exits of tech startups. (W7) After bidding for its agentic AI-related assets launched by OpenAI and Google, Windsurf has been finally merged with Cognitiion. Make critical comments on the bidding/merger processes about their impact on the growth and exits of tech startups.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 8 (4/14) -- Takeover Defense Measures Mediated by Institutional Agencies
Week 8 (4/14) -- Takeover Defense Measures Mediated by Institutional Agencies
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AttachmentMGAR LN5 -- Strategies for Defending Hostile Takeovers at Different Levels 2025-26.pdf MGAR LN5 -- Strategies for Defending Hostile Takeovers at Different Levels 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
Week 9 (4/21) -- Investor Activism; Hedge Funds
Week 9 (4/21) -- Investor Activism; Hedge Funds
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AttachmentMGAR LN7 -- Hedge Funds as Activist Investors 2025-26.pdf MGAR LN7 -- Hedge Funds as Activist Investors 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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AttachmentMGAR LN8 -- Leveraged Buyout and Going-Private Transactions 2025-26.pdf MGAR LN8 -- Leveraged Buyout and Going-Private Transactions 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
Week 10 (4/28) -- Sketchers Going-Private Transaction with 3G Capital; Buyouts and Going-Private Transactions; Private Equity Market
Week 10 (4/28) -- Sketchers Going-Private Transaction with 3G Capital; Buyouts and Going-Private Transactions; Private Equity Market
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AttachmentMGAR LN9 -- The Private Equity Market 2025-26.pdf MGAR LN9 -- The Private Equity Market 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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AttachmentSkechers MBO by 3G Capital for Reviving Disrupted Supply Chains 2025.docx Skechers MBO by 3G Capital for Reviving Disrupted Supply Chains 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) Why did Sketchers consider the going-private deal with 3G Capital? What is the likely impact on its strategy transforamtion ex post Trump Tariff? (W10) Why did Sketchers consider the going-private deal with 3G Capital? What is the likely impact on its strategy transforamtion ex post Trump Tariff?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) -- Tata Electronics' Buyouts of Apple's iPhone Supply Chian in India; Leveraged Finance; Buyouts Triggered by Tariff Impact on Global Supply Chain Relocation
Week 11 (5/5) -- Tata Electronics' Buyouts of Apple's iPhone Supply Chian in India; Leveraged Finance; Buyouts Triggered by Tariff Impact on Global Supply Chain Relocation
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AttachmentMGAR LN10 -- Leveraged Finance for M&A Buyout & Recapitalization 2025-26.pdf MGAR LN10 -- Leveraged Finance for M&A Buyout & Recapitalization 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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AttachmentTata Electronics acquisitions of Wistron & Pegatron India 2025.docx Tata Electronics acquisitions of Wistron & Pegatron India 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(W11) Why did Taiwan-based Wistron and Pegatron accept Tata's buyouts? How important is Pegatron's minority stake in its Indian plants after the buyout? (W11) Why did Taiwan-based Wistron and Pegatron accept Tata's buyouts? How important is Pegatron's minority stake in its Indian plants after the buyout?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 12 (5/12) -- Valuation of Global Business, Technologies & Digital Assets
Week 12 (5/12) -- Valuation of Global Business, Technologies & Digital Assets
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AttachmentMGAR LN15 -- Valuation and Fund-Raising for Global Operations Tech & Assets 2025-26.pdf MGAR LN15 -- Valuation and Fund-Raising for Global Operations Tech & Assets 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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AttachmentOpenAI -- Valuation of GenAI Innovation 2024.docx OpenAI -- Valuation of GenAI Innovation 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(W12) What defines the value of OpenAI's ChatGPT? To what extent, the stretching of this AI platform could speed up OpenAI's valuation in the future? (W12) What defines the value of OpenAI's ChatGPT? To what extent, the stretching of this AI platform could speed up OpenAI's valuation in the future?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 HeaderIn-class Group Discussion on Term Project (1) -- Scope and IssuesScore 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) -- Post-Merger Integration; Restructuring in Financially-Distressed Firms
Week 13 (5/19) -- Post-Merger Integration; Restructuring in Financially-Distressed Firms
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AttachmentMGAR LN12 -- Restructuring Financially-Distressed Firms and Post-Merger Integration 2025-26.pdf MGAR LN12 -- Restructuring Financially-Distressed Firms and Post-Merger Integration 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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AttachmentNokia Infinera Deal 2025.docx Nokia Infinera 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(W13) Could the acquisition of Infinera help Nokia to become an innovation powerhouse in optical networks? EXxpxplain the reasons about why or why NOT. (W13) Could the acquisition of Infinera help Nokia to become an innovation powerhouse in optical networks? EXxpxplain the reasons about 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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AttachmentSMJ 2024 Strategic decision‐making at platform transitions The case of Nokia.pdf SMJ 2024 Strategic decision‐making at platform transitions The case of Nokia.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 HeaderIn-Class Group Discussion on Term Project (2) -- Rationale and Analytical FrameworkScore 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)-- Global Joint Ventures & Strategic Alliances; Managing Complex Business Partnerships
Week 14 (5/26)-- Global Joint Ventures & Strategic Alliances; Managing Complex Business Partnerships
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AttachmentMGAR LN14 -- Strategic Learning Prior to the M&A Buyout Deal-Making 2025-26.pdf MGAR LN14 -- Strategic Learning Prior to the M&A Buyout Deal-Making 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 HeaderIn-Class Group Discussion on Term Project (3) -- Potential Contributions and LimitationsScore 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) -- Implementation of CSR & ESG in M&A/Restructuring Strategies Worldwide
Week 15 (6/2) -- Implementation of CSR & ESG in M&A/Restructuring Strategies Worldwide
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AttachmentMGAR LN13 -- Governing and Structuring M&A Buyout Deals 2025-26.pdf MGAR LN13 -- Governing and Structuring M&A Buyout Deals 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 HeaderCouse Warp-up and MGAR Career ConsultingScore 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 (6/9) -- Term Project Presentaiton; Remember to make class valuation on this MGAR course
Week 16 (6/9) -- Term Project Presentaiton; Remember to make class valuation on this MGAR course
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Context Module Sub HeaderEach Group's Term Project Content Guidelines & Report Structure: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 HeaderEach study group should choose a firm or an industry to write ONE term project that aims at addressing issues related to global M&A and/or restructuring -- covered and discussed in our class lectures and discussions -- at the firm- or industry-level. Then, each group is expected to make ONE in-class oral presentation. The choice of the focal firm/industry for your term project is at your group members’ collective discretion. The max length of the term project is about 20 pages in Word-format, with 12-font letter size. The structure of the term project should include the following: (1) One-page Executive Summary; (2) Clarify strategic issues on global M&A and/or restructuring for such issues; (3) Describe such M&A and/or restructuring events (max. 2 pages); (4) Apply the analytical tools, frameworks, and concepts that you have learned from this MGAR course to analyze the drivers or factors behind these issues, and propose likely alternatives for M&A and/or restructuring strategies (min. 4 pages); (5) Compare and contrast the advantages and disadvantages of these alternatives, and prioritize them in terms of feasibility for implementation (min. 2 pages); (6) Recommend the choice of new strategic directions and implementation action programs, in response to the issues specified in (2).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
