| 授業名 | Managing Multinational Business |
|---|---|
| Course Title | Managing Multinational Business |
| 担当教員 Instructor Name | Hakeem Muhammad Mohsin |
| コード Couse Code | GLP211_G20N |
| 授業形態 Class Type | 講義 Regular course |
| 単位 Credits | 2 |
| 言語 Language | EN |
| 学位 Degree | MSc in Management |
| 開講情報 Terms / Location | 2020 GSM Nagoya Fall |
授業の概要 Course Overview
Misson Statementとの関係性 / Connection to our Mission Statement
授業の目的（意義） / Importance of this course
How difficult it is to manage an organization serving different markets in multiple geographic locations? Multinational Corporations (MNCs) lose billions of potential business dollars every year because they simply ignore or unable to understand the expectations of people in foreign cultures and the way they do business. What is the secret to successfully manage an international corporation or play an effective role in the management team? This course will address this challenge by expanding our knowledge about employees, management, and intricacies of foreign operations and associated risks. This course will provide a framework for understanding cross-cultural differences and using such knowledge in country-specific management practices and policies. Moreover, the course will provide a guide for understanding the strategic issues associated with diverse operational environments. We will discuss the social and ethical responsibilities of managers dealing with different situations. The course also discusses optimal ways to manage MNCs according to their size and mode of operations in foreign markets. We will discuss small, large, famous, and not well-known MNCs and their management style to expand or retain their market share around the globe. The course is designed to help graduate students to understand strategic moves made by MNCs and evaluate their performance.
By understanding the nature of challenges faced by MNCs, the contents will be focused on the following topics.
Day 1 - Product Innovation, the importance of geographic clusters
Day 2 - Cross Border Integration, organizational norms, values, and Social Responsibility
Day 3 - Managing Technology, Industrial Transition, and Digital Transformation
Day 4 - Managing Communication, and Learning across Cultures
Each session is based on one case study and optional additional readings.
By understanding the nature of challenges faced by MNCs, the contents will be focused on the following topics.
Day 1 - Product Innovation, the importance of geographic clusters
Day 2 - Cross Border Integration, organizational norms, values, and Social Responsibility
Day 3 - Managing Technology, Industrial Transition, and Digital Transformation
Day 4 - Managing Communication, and Learning across Cultures
Each session is based on one case study and optional additional readings.
到達目標 / Achievement Goal
本授業の該当ラーニングゴール Learning Goals
*本学の教育ミッションを具現化する形で設定されています。
LG1 Critical Thinking
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG4 Effective Communication
LG7 Global Perspective (GLP)
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG4 Effective Communication
LG7 Global Perspective (GLP)
受講後得られる具体的スキルや知識 Learning Outcomes
By the end of the course, you will be able to:
• Understand the dynamics of international markets and operational strategies adopted by MNCs.
• Develop an awareness of incorporating ethical principles, organizational values, and socially responsible practices in global management.
• Develop an understanding of how to communicate and work with people from different cultural backgrounds.
• Learn how to manage organizations, processes, and people in other countries.
• Tackle operational and regulatory issues faced by multinational organizations in different markets.
• Understand the strategic moves by organizations to tackle new technologies in their core business areas.
In addition to theme-based learning goals, students are expected to,
• Analyze and evaluate, concepts, theoretical knowledge, and actual business situations.
• Establish the link between theory and case situations.
• Understand the dynamics of international markets and operational strategies adopted by MNCs.
• Develop an awareness of incorporating ethical principles, organizational values, and socially responsible practices in global management.
• Develop an understanding of how to communicate and work with people from different cultural backgrounds.
• Learn how to manage organizations, processes, and people in other countries.
• Tackle operational and regulatory issues faced by multinational organizations in different markets.
• Understand the strategic moves by organizations to tackle new technologies in their core business areas.
In addition to theme-based learning goals, students are expected to,
• Analyze and evaluate, concepts, theoretical knowledge, and actual business situations.
• Establish the link between theory and case situations.
教育手法 Teaching Method
| 教育手法 Teaching Method | % of Course Time | |
|---|---|---|
| インプット型 Traditional | 0 % | |
| 参加者中心型 Participant-Centered Learning | ケースメソッド Case Method | 100 % |
| フィールドメソッド Field Method | 0 % | 合計 Total | 100 % |
事前学修と事後学修の内容、レポート、課題に対するフィードバック方法 Pre- and Post-Course Learning, Report, Feedback methods
Course Approach
Readings (cases or discussion material) are provided beforehand and assigned for each class; Participants are required to prepare for at least three hours per case study in this course. The emphasis will be on student responsibility for learning through active application of course content in case studies, exercises, etc. and through active participation in class discussions. Active participation and preparation for class are the requirements for this course.
Assignments
There is a pre-assignment, four case assignments, and a reflection essay. Additional information for each assignment, such as format and deadlines will be shared on the “Google Classroom”.
Submission method
Please submit all assignments using “Google Classroom” before the deadline. Late submission of the assigned work shall lead automatically to the imposition of a penalty.
Final Exam. There is “No Final Exam” in the course.
Use of Electronic Devices
The use of electronic equipment including phone, tablet, smartwatch, and other communication devices for purposes other than course-related learning is strictly prohibited during class. Students using devices for other than course-related activities during the class will be noted and penalized.
Google Classroom
The assignments, deadlines, lecture slides, and other important information related to class activities will be distributed through Google Classroom and students are expected to check it frequently.
Academic Honesty and Integrity
Academic honesty is crucial for the learning process. Plagiarism or academic dishonesty in any form will not be tolerated.
Readings (cases or discussion material) are provided beforehand and assigned for each class; Participants are required to prepare for at least three hours per case study in this course. The emphasis will be on student responsibility for learning through active application of course content in case studies, exercises, etc. and through active participation in class discussions. Active participation and preparation for class are the requirements for this course.
Assignments
There is a pre-assignment, four case assignments, and a reflection essay. Additional information for each assignment, such as format and deadlines will be shared on the “Google Classroom”.
Submission method
Please submit all assignments using “Google Classroom” before the deadline. Late submission of the assigned work shall lead automatically to the imposition of a penalty.
Final Exam. There is “No Final Exam” in the course.
Use of Electronic Devices
The use of electronic equipment including phone, tablet, smartwatch, and other communication devices for purposes other than course-related learning is strictly prohibited during class. Students using devices for other than course-related activities during the class will be noted and penalized.
Google Classroom
The assignments, deadlines, lecture slides, and other important information related to class activities will be distributed through Google Classroom and students are expected to check it frequently.
Academic Honesty and Integrity
Academic honesty is crucial for the learning process. Plagiarism or academic dishonesty in any form will not be tolerated.
授業スケジュール Course Schedule
第1日（Day1）
Day 1 Theme: Managing Global Strategies – Creating Value GloballyGroup Discussion ( 40 min.)
Session 1
Class Discussion (3 hours)
Theme: Formulating and Implementing a global strategy
Case 1: P&G Japan: The SK-II Globalization Project
Intended Takeaways
- Explore the issues related to the globalization of a local brand
- Analyze the sources of success and failures in transformational change in an MNC
Session 2
Class Discussion (3 hours)
Theme: Formulating and Implementing a global strategy
Case 2: Ford Asia Pacific & Africa: The E-coating Facility Decisions in Gujarat, India (A)
Intended Takeaways
- Understand how geographic clusters can generate benefits for firms
- Recognize that no government incentives can replace a good location
●使用するケース
Case 1: P&G Japan: The SK-II Globalization ProjectCase 2: Ford Asia Pacific & Africa: The E-coating Facility Decisions in Gujarat, India (A)
第2日（Day2）
Day 2 Theme: Managing Global Strategies – Globalization Vs LocalizationGroup Discussion ( 40 min.)
Session 3
Class Discussion (3 hours)
Theme: Cross Border Integration and Responsiveness
Case 3: United Cereal: Lora Brill’s Eurobrand Challenge
Intended Takeaways
- Understand the strategic issues involved in a multinational new product launch
- Role of country-level operations in developing and diffusing global innovations.
Session 4
Class Discussion (3 hours)
Theme: Regulatory Voids and Social Responsibility
Case 4: Fighting Corruption at Siemens (Multimedia Case)
Intended Takeaways
- Understand an organization’s broad corporate social responsibility in dealing with issues
- Explore and comprehend crisis management that requires multi-stakeholder cooperation
●使用するケース
Case 3: United Cereal: Lora Brill’s Eurobrand ChallengeCase 4: Fighting Corruption at Siemens (Multimedia Case)
第3日（Day3）
Day 3 Theme: Digital TransformationGroup Discussion ( 40 min.)
Session 5
Class Discussion (3 hours)
Theme: Adopting AI Across an Organization
Case 5: Vodafone: Managing Advanced Technologies and Artificial Intelligence
Intended Takeaways
- Understand the implications of AI adoption across business operations.
- Comprehend the process of using AI to create value for customers.
- Implications of AI for Human Resource Management
Session 6
Class Discussion (3 hours)
Theme: Organization-Wide Transformation
Case 6: Transformation at ING (A): Agile
Intended Takeaways
- Understand an organization-wide transformation
- Finding the appropriate pace of change for an organizational overhaul
- Understanding the milestones and KPIs for the transformation process
●使用するケース
Case 5: Vodafone: Managing Advanced Technologies and Artificial IntelligenceCase 6: Transformation at ING (A): Agile
第4日（Day4）
Day 4 Theme: Leading Multinational TeamsGroup Discussion ( 40 min.)
Session 7
Class Discussion (3 hours)
Theme: Communicating Across Cultures
Case 7: Managing a Global Team: Greg James at Sun Microsystems, Inc. (A)
Simulation: Global Collaboration Simulation: Tip of the Iceberg
Intended Takeaways
- Impact of leadership style on team culture and performance.
- Tensions between centralized corporate control and decentralized local management in a multinational setting.
- Experiencing cognitive, affective, and behavioral responses to cultural differences.
- Experiencing communication challenges for both native and nonnative English speakers.
Session 8
Class Discussion (3 hours)
Theme: Cross-Cultural Leadership
Case 8: Leading Across Cultures at Michelin (A)
Intended Takeaways
- Understand the complexity of leading in a multicultural environment
- Understand the importance of constructive feedback and employee motivation.
- Identify and develop strategies for successful cross-cultural management
●使用するケース
Case 7: Managing a Global Team: Greg James at Sun Microsystems, Inc. (A)Simulation: Global Collaboration Simulation: Tip of the Iceberg
Case 8: Leading Across Cultures at Michelin (A)
成績評価方法 Evaluation Criteria
*成績は下記該当項目を基に決定されます。
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。
Class participation 50%
Case Assignments 30%
Pre-assignment and Reflective Report – 20%
Class Participation Grading
Grading of your class participation is based on,
1. Quality - The comment should advance our understanding of the topic at hand instead of rephrasing or repeating other’s comments)
2. Relevance – Tackle the question being raised
3. Frequency – You should participate in each session, depending on the number of participants you may need to raise your hand multiple times to participate actively.
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。
| 講師用内規準拠 Method of Assessment | Weights |
|---|---|
| コールドコール Cold Call | 0 % |
| 授業内での挙手発言 Class Contribution | 50 % |
| クラス貢献度合計 Class Contribution Total | 50 % |
| 予習レポート Preparation Report | 50 % |
| 小テスト Quizzes / Tests | 0 % |
| シミュレーション成績 Simulation | 0 % |
| ケース試験 Case Exam | 0 % |
| 最終レポート Final Report | 0 % |
| 期末試験 Final Exam | 0 % |
| 参加者による相互評価 Peer Assessment | 0 % |
| 合計 Total | 100 % |
評価の留意事項 Notes on Evaluation Criteria
The final grade for this course will be computed based on the following：Class participation 50%
Case Assignments 30%
Pre-assignment and Reflective Report – 20%
Class Participation Grading
Grading of your class participation is based on,
1. Quality - The comment should advance our understanding of the topic at hand instead of rephrasing or repeating other’s comments)
2. Relevance – Tackle the question being raised
3. Frequency – You should participate in each session, depending on the number of participants you may need to raise your hand multiple times to participate actively.
教科書 Textbook
- H. Deresky「International Management: Managing Across Borders and Cultures. Global edition 」Prentice Hall（2017）
参考文献・資料 Additional Readings and Resource
HBR Articles (Additional Readings)
- “Tech’s raid on the banks” Special Report by The Economist May 04, 2019
- Are Businesses Ready for Deglobalization? HBR Article, H05BF3
- Global Teams That Work, HBR Article, R1510D
- Core Competence of the Corporation, HBR Article, HBS No. 90311
- Creating New Market Space, HBR Article, HBS No. 99105
- Going Global: Lessons from Late Movers, HBR Article, HBS No. R00201
- Strategy Reading: Competing Globally, HBS No. 8123
- The Five Competitive Forces That Shape Strategy, HBR Article, R0801E
- What Is Disruptive Innovation? HBR Article, HBS No. R1512B
- Jobs Lost Jobs Gained: Workforce Transitions in a Time of Automation by McKinsey Global Institute
- Managing Differences The Central Challenge of Global Strategy R0703C
- Modern Automation (A): Artificial Intelligence, HBP, 9-819-084
- Modern Automation (B): Robotics, HBP, 9-820-069
If you would like to refresh your concepts related to “International Business” and “Multinational Corporations”, or would like to dig deep on a specific topic covered in this course, you are encouraged to consult the following book,
- Hill, Charles W. L., Hult, G. Tomas M., International Business: Competing in the Global Marketplace. 11th Edition. McGraw-Hill/Irwin, 2016. ISBN-13: 978-1259578113
Journals/Magazines
● Journal of International Business Studies
● Journal of World Business
● Asian Wall Street Journal
● Far Economic Review
● Harvard Business Review
● Financial Times
● Business Week, Fortune and the Wall Street Journal
- “Tech’s raid on the banks” Special Report by The Economist May 04, 2019
- Are Businesses Ready for Deglobalization? HBR Article, H05BF3
- Global Teams That Work, HBR Article, R1510D
- Core Competence of the Corporation, HBR Article, HBS No. 90311
- Creating New Market Space, HBR Article, HBS No. 99105
- Going Global: Lessons from Late Movers, HBR Article, HBS No. R00201
- Strategy Reading: Competing Globally, HBS No. 8123
- The Five Competitive Forces That Shape Strategy, HBR Article, R0801E
- What Is Disruptive Innovation? HBR Article, HBS No. R1512B
- Jobs Lost Jobs Gained: Workforce Transitions in a Time of Automation by McKinsey Global Institute
- Managing Differences The Central Challenge of Global Strategy R0703C
- Modern Automation (A): Artificial Intelligence, HBP, 9-819-084
- Modern Automation (B): Robotics, HBP, 9-820-069
If you would like to refresh your concepts related to “International Business” and “Multinational Corporations”, or would like to dig deep on a specific topic covered in this course, you are encouraged to consult the following book,
- Hill, Charles W. L., Hult, G. Tomas M., International Business: Competing in the Global Marketplace. 11th Edition. McGraw-Hill/Irwin, 2016. ISBN-13: 978-1259578113
Journals/Magazines
● Journal of International Business Studies
● Journal of World Business
● Asian Wall Street Journal
● Far Economic Review
● Harvard Business Review
● Financial Times
● Business Week, Fortune and the Wall Street Journal
授業調査に対するコメント Comment on Course Evaluation
Students indicated great value of course material and case studies used in “Managing International Business” last year.
担当教員のプロフィール About the Instructor
Dr. Hakeem is an associate professor at NUCB Business School, Nagoya University of Commerce and Business. He earned his doctorate and master degrees from the Graduate School of Economics and Management, Tohoku University, Japan, and attended Harvard Business School (HBS), Harvard University for executive education. He worked as an adjunct professor in renowned institutions including, Burgundy School of Business, France, Department of Global and Interdisciplinary Studies (GIS), Hosei University, Japan, and the Graduate School, Tohoku University of Community Service and Science, Japan. He received various awards and scholarships during his academic career, including the Japanese Government Scholarship (MEXT) and JSPS Fellowship at Tohoku University. He has published a number of articles and participated in a series of conferences. His research interests include but are not limited to International Business, Regional Sustainability, Strategic Management, and Network Science.
（実務経験 Work experience）
Dr. Hakeem's professional experience includes work in Investment Management, Financial Consultancy, Education, Training, and Career Counselling in different organizations.
Refereed Articles
- (2024) Turning Lemons into Lemonade: Social Support as a Moderator of the Relationship Between Technostress and Quality of Life Among University Students. Psychology Research and Behavior Management
- (2024) Leveraging place-based resources for quality education: insights from a forest community outreach project in Japan. International Journal of Sustainability in Higher Education
- (2023) Regional Sustainable Development Using a Quadruple Helix Approach in Japan. Regional Studies, Regional Science
- (2022) Application of learning organization 2.0: a case study of Ricoh Ena Forest Japan. The Learning Organization
- (2022) Linking Past with the Future: The Case of Toyota Woven City. NUCB insight 11
Refereed Proceedings
- (2023). Leveraging Place-Based Resources for Regional Sustainability: Insights from a Collaborative Consulting Project. 7th Islamic Finance, Banking & Business Ethics Global Conference .7th Islamic Finance, Banking & Business Ethics Global Conference. 1. 1. Islamabad, Pakistan
- (2023). Transforming Regional Competitiveness through Innovative Smart Technologies: The Case of Toyota Woven City. European Academy of Management (EURAM) Annual Conference 2023 Proceedings .European Academy of Management (EURAM) Annual Conference 2023. 1. 2. Trinity Business School, Dublin, Ireland
- (2019). Equity Markets, Economic Indicators and Investment Patterns: The Network Perspective. Society of Interdisciplinary Business Research (SIBR) 2019 Conference Proceedings ."The Interdisciplinary Approach to Research, Innovation and Practice" SIBR 2019 Conference. 1. 2. Osaka, Japan
- (2018). Asia Pacific, TPP (Trans Pacific Partnership) and US; The Network Perspective. SIBR Conference on Interdisciplinary Business & Economics Research .SIBR Conference on Interdisciplinary Business & Economics Research. 1. 2. Osaka, Japan
- (2016). International Conference on Business, Economics, Management and Marketing. FOREIGN PORTFOLIO INVESTMENT AND ECONOMY: THE NETWORK PERSPECTIVE .International Conference on Business, Economic, Management and Marketing. 1. 2. University of Oxford, UK