授業の目的 【日本語】
Goals of the Course(JPN) | | |
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授業の目的 【英語】
Goals of the Course | | | Why do successful companies in a country try to expand overseas? Is it because they have confidence in the overseas success, due to their successful experience in domestic market？ Is it because they think domestic market is too small to exemplify their strong capability of business success? Shintaro Yamada, chairman and CEO of Mercari, Japan's largest e-commerce company, was asked why he was expanding into the United States. He replied, "If we don't do it, eventually our competitive overseas peers will expand into Japan and we'll lose out. That's why we get ahead of our way. Moving first and taking initiative will win in games”. That's right. In a world of globalization, companies that do not have the power to do business globally will eventually be sent off. Now, in order to survive as a company, overseas expansion has become an inevitable strategic option. In this program, companies' global business strategies are analyzed practically from three indispensable perspectives, which are economic, cultural and social ones, with actual case studies. As a result, students would have enough capability to understand and evaluate the global performance of business enterprises from multi-faceted viewpoints . |
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到達目標 【日本語】
Objectives of the Course(JPN) | | |
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到達目標 【英語】
Objectives of the Course | | | Students could have enough capability to understand and evaluate the global performance of business enterprises from multi-faceted viewpoints, which are economical, cultural and social view points. |
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授業の内容や構成
Course Content / Plan | | Day 1
Session1: Prologue: Why have so many western companies pulled out of Russia?
Session 2: Theories of Global Strategic Decision Making Part1
Session 3: Theories of Global Strategic Decision Making Part2
Day 2
Session 4: What is globalization and its significance in global strategy
Session 5: Case Study 1 A Japanese Company's Global Strategy
Session 6: Class Discussion : Discuss and organize this company's global expansion from a global strategy theory.
Day 3
Session 7: The Culture Map “ by Erin Myer
Session 8: Case Study 2 The Pioneer Scandal
Session 9: Class Discussion : Discuss and organize Japanese corporate culture from this scandal
Day 4
Session 10: What is the new concept "Stakeholder Capitalism"
Session 11: Case Study 2 Nestle's Global Strategy
Session 12:Discuss and organize the importance of social and ethical issues in corporate strategy
Day 5
Session 13: Class Dialogue: How the relationship between business activities and social justice should be.
Session 14: Presentation by teams
Session 15: Epilogue: What is business? What is strategy?, and What is Globalization? |
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履修条件・関連する科目
Course Prerequisites and Related Courses | | |
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成績評価の方法と基準
Course Evaluation Method and Criteria | | | Class participation (40%), presentations (30%), paper(30%) Class participation is evaluated based on how actively the student engages in the class, not just on attendance. After class, students will be asked to submit written comments on what they learned from the class. |
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教科書・参考書
Textbook/Reference Book | | | The course mainly uses teaching cases and articles written by the instructor. These will be uploaded on course website, one week prior to the course schedule |
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課外学習等（授業時間外学習の指示）
Study Load(Self-directed Learning Outside Course Hours) | | |
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注意事項
Notice for Students | | |
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使用言語
Language(s) for Instruction & Discussion | | |
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授業開講形態等
Lecture format, etc. | | 対面で実施します。
Classes will be held in-person. |
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遠隔授業（オンデマンド型）で行う場合の追加措置
Additional measures for remote class (on-demand class) | | |
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