This is a NTU-KAIST- PMSBE collaborative course whose purpose is to have students of three countries (Taiwan, Korea, and Indonesia) to understand the culture, business environment, industry and companies of the three countries. Students of three schools (NTU, KAIST and PMSBE) will form multinational teams and study together on the various issues of management in global context. Through the field trip opportunities, students will have a chance to meet face-to-face, do research on a project of real management issues, and produce business case reports. College of Management *Registration is by application only.
*Restrict to students in GMBA program. Chialin Chen 12 GMBA7110 3 Half Global MBA, College of Management http://www.management.ntu.edu.tw/en/GMBA

This last decade has seen many changes regarding how organizations  both profit and non-profit  are organized, as many so-called hybrid forms of business have emerged to blur this distinction. At the same time, recent economic developments all around the world are refueling the debate about the role and responsibility of business in global society. Genuine or authentic corporate social responsibility is, at its core, about the meaning and practice of constructive business  what such business might be, what (new) challenges are involved in the practice of social responsibility, and what (new) opportunities are offered in this domain.

The purpose of the course is to encourage a broader and deeper understanding of the meaning and practice of social responsibility in business and organizational contexts. As such it is a reflective course, with the instructor serving as a guide on a journey through various landscapes of practice involving complexities at both strategic and moral/ethical levels. The teaching format is highly interactive, and students are expected to actively participate in all elements of the course, including classroom discussions, case work and student-led seminars (see grading policy).

This course is taught in English.

This course follows the MBA format, hence the following classroom policy and etiquette apply:

1. Without special dispensation from the instructor, the use of any sort of personal computer during class is prohibited.

2. Meals and snacks are reserved for break time; please do not bring food to the classroom to consume during the session.

3. Latecomers are expected to enter the classroom discreetly taking care not to disturb the ongoing session.

4. Active participation in class discussion is required. Students are expected to arrive prepared, having read the session materials beforehand.

5. In the event a student is absent from a session, a make-up assignment shall be completed for that particular session. However, more than two absences will affect the gr On completion of the course the students will be:

1. familiar with the rhetoric surrounding CSR and its various meanings and implications

2. able to analyze and discuss challenges surrounding the implementation of CSR practices and how these can be addressed

3. able to develop CSR plans and value statements that reflect a wider view on business

College of Management Main Campus *Restrict to 3rd-year and above.
*Restrict to students of College of Management. Miriam Garvi 50 Tuesday 7,8,9 GMBA5016 3 Half Global MBA, College of Management http://www.management.ntu.edu.tw/en/GMBA

This course is the first course in quantitative business science for data analysts, detailing: (1) statistical programming, (2) stochastic simulation, (3) computationally intensive methods, (4) mixed and multilevel models, and (5) formal model comparison using information criteria. The practical goals of the course are to teach students how to specify, code, fit, and interpret model-based inference, and appreciate the powerful things ‘model thinking’ can do for analyzing dependent data when sampling is over time, space, or within clusters, which are common in digital operations (e.g., internet of things), platform business (e.g., Airbnb, Alibaba, Uber), and sharing economy (e.g., crowdfunding). The course is ‘heavy on code’ since having ‘computational thinking’ in the digital era entails a lot of scripting and programming. The objectives of this course are: (1) to familiarize the R language, (2) to perform statistical computing via computer programming, (3) to develop statistical models via R and the Stan package, and (4) to develop the skills in organizing an effective data-driven strategy in a real business world. College of Management Main Campus *Restrict to 3rd-year and above. Shu-Jung Yang 70 Friday 2,3,4 MBA5078 3 Half Department of Business Administration,
Graduate Institute of Business Administration http://www.management.ntu.edu.tw/en/EiMBA

The purpose of this course is to provide you a systematic knowledge of management in a multi-cultural context. We will use examples, cases, movies, and group activities from Taiwan and from other cultures to familiarize you with the related concepts. For instance, we will discuss the leadership styles of Yung-Ching Wang (王永慶), Terry Guo (郭台銘), and Morris Chang (張忠謀) and how they handle problems such as the Foxconn crisis during May 2010 and the TSMC’s layoff incident during March-April, 2009. We will discuss especially the cultural aspects/implications of these incidents. I wish that you can apply the knowledge you learn in the semester to your future career and enhance your intercultural performance. The purpose of this course is to provide you a systematic knowledge of management in a multi-cultural context. We will discuss especially the cultural aspects/implications of these incidents. I wish that you can apply the knowledge you learn in the semester to your future career and enhance your intercultural performance.

1. Understand the importance and implications of cross-cultural organization management.

2. Learn the fundamental concepts of cross-cultural organization management.

3. Learn to apply the related concepts and theories in cross-cultural contexts.

College of Management *Majors-only (including minor and double major students).
*Restrict to 4th-year and above. Shu Cheng Chi 10 Monday 2,3,4 MBA5053 3 Half Department of Business Administration,
Graduate Institute of Business Administration http://www.management.ntu.edu.tw/en/EiMBA

This course is designed to provide a framework for understanding the behaviors of market participants (consumers, producers, competitors, etc.) with whom firms interacts. The course objective is to give insight into how markets function; demand and supply driven by decisions of consumers and firms, govern the price and quantity sold in each economic transaction. Understanding how markets function is crucial for managers to achieve goals of maximizing profit and firm’s value. Students will learn fundamental economic theories, and how to apply those theories for better managerial decision making.
Beyond the level of individual decision making, a bigger picture of market structure will be studied, ranging from types of monopoly, oligopoly, to perfect competition. Market structure plays a significant role in determining industry competition level. Practical industry applications in relevant context and real business cases will be discussed. The objective here is to stimulate strategic thinking on possible economic competition and business situations a manager may encounter. College of Management Main Campus *Restrict to students of College of Management.
*Restrict to graduate students Steffi Yang 66 Tuesday A,B,C GMBA7001 3 Half Global MBA, College of Management http://www.management.ntu.edu.tw/en/GMBA

The purpose of this course is to provide you a systematic knowledge of management in a multi-cultural context. We will use examples, cases, movies, and group activities from Taiwan and from other cultures to familiarize you with the related concepts. For instance, we will discuss the leadership styles of Yung-Ching Wang (王永慶), Terry Guo (郭台銘), and Morris Chang (張忠謀) and how they handle problems such as the Foxconn crisis during May 2010 and the TSMC’s layoff incident during March-April, 2009. We will discuss especially the cultural aspects/implications of these incidents. I wish that you can apply the knowledge you learn in the semester to your future career and enhance your intercultural performance. The purpose of this course is to provide you a systematic knowledge of management in a multi-cultural context. We will discuss especially the cultural aspects/implications of these incidents. I wish that you can apply the knowledge you learn in the semester to your future career and enhance your intercultural performance.

1. Understand the importance and implications of cross-cultural organization management.

2. Learn the fundamental concepts of cross-cultural organization management.

3. Learn to apply the related concepts and theories in cross-cultural contexts.

College of Management Main Campus *Restrict to 3rd-year and above.
*Restrict to students of College of Management. Shu Cheng Chi 50 Monday 2,3,4 GMBA7067 3 Half Global MBA, College of Management http://www.management.ntu.edu.tw/en/GMBA

Due to human’s limited mental model, people tend to look at a problem from a local and partial perspective and enact solutions that create unintended consequences in the long run. As a result, today’s problem comes from yesterday’s solution. The harder we push, the harder the system pushes back. How to break out silo-thinking in organization? How to expand our mental models to “bring the system in the room”? Systems thinking is a critical leadership capability that enables one to look at a problem holistically, identify root causes and design high-leverage solutions. It is called by MIT Sloan School professor Peter Senge “the core discipline of a learning organization” in his seminal book: “The Fifth Discipline: the Art and Practice of the Learning Organization.”

In this intensive two-day course, we will learn the core concepts and tools of systems thinning and learning organization. We will learn a set of tools that let you (1) graphically depict your understanding of a particular social system’s behavior and its underlying structure, (2) communicate with others about your understandings explicitly, and (3) design high-leverage interventions to address root causes of a problem. These tools include causal loop diagrams, behavior over time graphs, stock and flow diagrams, and system archetypes—all of which let you depict your understanding of a system—to computer simulation models and “management flight simulators,” which help you to test the potential impact of your interventions.

In addition to systems thinking, we will learn four other core disciplines of a learning organization. They are:

1. Personal Mastery: this discipline of aspiration involves formulating a coherent picture of the results people most desire to gain as individuals (their personal vision), alongside a realistic assessment of the current state of their lives today (their current reality). Learning to cultivate the tension between vision and reality can expand people’s capacity to make better choices, and to achieve more of the results that they have chosen.

2. Mental Model: this discipline of reflection and inquiry skills is focused around developing awareness of the attitudes and perceptions that influence thought and interaction. By continually reflecting upon, talking about, and reconsidering these internal pictures of the world, people can gain more capability in governing their actions and decisions.

3. Shared Vision: this collective discipline establishes a focus on mutual purpose. People learn to nourish a sense of commitment in a group or organization by developing shared images of the future they seek to create, and the principles and guiding practices by which they hope to get there.

4. Team Learning: this is a discipline of group interaction. Through techniques like dialogue and skillful discussion, teams transform their collective thinking, learning to mobilize their energies and ability greater than the sum of individual members’ talents.

College of Management *Intensive two-day course on Oct. 28-29.

*Restrict to 3rd-year and above.
*Restrict to students of College of Management.
Joe Chiao-Jen Hsueh 50 GMBA7072 1 Half Global MBA, College of Management http://www.management.ntu.edu.tw/en/GMBA

Defined as a sector of subsectors encompassing industries that exploited creative talent through various types of intellectual property, the term Cultural & Creative Industries (CCIs) was coined in the 1990s, with a view to redefining the economic value of arts and culture. The concept of creative industries has grown and gained more importance in the fields of economics, politics and academia ever since.

In this course we are to approach CCIs from a variety of perspectives first by enabling students to contextualise the activities of creative industries within wider cultural and commercial frameworks, and then by exploring major issues addressed and strategies employed in the industries. There are three main units:

Unit 1: Culture policy and the development of the CCIs

This unit explores why the CCIs have grown by looking into shifts in modes of consumption, leisure and time use, together with the shift in developed economies away from industrial production to service industries.

Unit 2: Work and organisation in the CCIs

This unit looks at the characteristics and varieties of organisation and management of cultural production, as well as the nature of work within the CCIs. It examines the process of entrepreneurship, in which culture and the market meet, and who is involved and why it is important in the context of the CCIs.

Unit 3: Convergence, production and consumption

This unit examines changes in the organisation of cultural production, and further considers the relationship between technology and organisations. It then looks at the shifting interrelationships between the production and consumption in the digital era, and models of audience segmentation. The course is delivered through a combination of lectures and seminars. While in the former key issues, concepts and theories will be identified, in the latter students will discuss ideas and engage in debates arising from the lectures, the required readings and practical cases.

This course aimed to equip students with both theoretical and practical understandings of CCI and the development of a cultural economy to create their own creative initiatives in the future. College of Management Main Campus *Restrict to 3rd-year and above.
*Restrict to students of College of Management. Szu-Wei Chen 50 Wednesday 2,3,4 GMBA7088 3 Half Global MBA, College of Management http://www.management.ntu.edu.tw/en/GMBA

In order to manage efficiently and effectively, a manager needs to wisely utilize accounting information. This course teaches students how to use accounting information for various decision making such as cost management, pricing, profit planning, budgeting, transfer pricing, performance evaluation, etc. By the end of the course, students are expected to have an idea of the methods currently used in the areas of managerial accounting covered by the course. After taking this course, students will know:

(1) the basic terms of cost concepts.

(2) how a management accounting information system operates.

(3) how to manage costs.

(4) how to conduct cost analysis and profit planning.

(5) how to analyze accounting information for various decision making.

(6) how to design an effective management control system.

College of Management Main Campus *Majors-only (including minor and double major students).
*Restrict to graduate students. Chen Yu Hung 70 Monday 2,3,4 IB7005 3 Half Graduate Institute of International Business http://www.management.ntu.edu.tw/en/IB

Marketing research is about collecting quality information for data-driven managerial decision-making. The basic objective of this course is to help you conduct and use research to make more effective business decisions. The main objective of this course is to equip students with the key concepts and methods of marketing research, and allow student to understand how to apply those tools to solve real-life business problems. This course focuses equally on (i) technical competence and (ii) application to real-life problems. We cover the technical aspects of marketing research (both qualitative and quantitative research methods) through the lectures, homework assignments, and the group project. We also discuss real life application using various mini-cases. College of Management Main Campus *Prerequisite: Marketing Management_
*Majors-only (including minor and double major students).
*Restrict to graduate students. Yu-Ping Chen 15 Friday 6,7,8 IB7059 3 Half Graduate Institute of International Business http://www.management.ntu.edu.tw/en/IB

M&A and leveraged buyout (LBO) have been used by global players to restructure and even strengthen their global deployments of resources, capabilities, talents. We are going to study several latest cases in achieving these strategic objectives, such as Lenovo acquired Motorola from Google to strength its IPR (intellectual propriety right) portfolio and brand equity in mobile devices in 2014; Colgene bought Receptos out for a potential blockbuster drug in 2015, just to name some.

The types of global M&A include stock-based merge, cash-based acquisition, and leveraged buyout. Once completed, cross-border takeover deals need to get approval from the regulators of both home and host countries. In addition, the acquiring firmentails ownership rearrangement, asset revitalization, employee redeployment, organizational transformation, and resource integration. Those restructuring efforts are critical for enhancing economic, accounting, and social value. Regarding the pedagogical approach, we are going to discuss core theories, best business practices, visionary thinking, seamless implementation, and policy implications. You can expect to learn the best models and approaches for undertaking projects of cross-border M&A, private-equity buyouts, and corporate restructuring. College of Management Main Campus *Restrict to 3rd-year and above. Hong-Jen Chiu 80 Tuesday 7,8,9 IB5063 3 Half Department of International Business, Graduate Institute of International Business http://www.management.ntu.edu.tw/en/IB

This International Business Strategy (IBS) course focuses on the key issues on formation, decision-making, communication & negotiation, and implementation of IBS. By key issues, we mean to leverage and integrate resources to achieve the effectiveness of objective-driven strategic processes, and to improve the efficiency of strategic conduct that links objectives and performance. As open-innovation business eco-systems prevail in current global marketplace, we further intend to redefine international strategy to incorporate strategic challenges across economic, political, cultural & social boundaries. Regarding the pedagogical approach, we are going to discuss core theories, best business practices, visionary thinking, seamless implementation, and policy implications. In global business environment under strategic uncertainty, flexibility and speed are key to competitive supremacy. You can expect to learn the relevant models and approaches for seeking untapped opportunities, for strengthening economic performance and social legitimacy, for upgrading technical and structural innovation, and for responding to dynamic changes in frontier-, or emerging-, or maturing-economies. College of Management Main Campus *Restrict to 3rd-year and above. Hong-Jen Chiu 80 Tuesday 2,3,4 IB5059 3 Half Department of International Business, Graduate Institute of International Business http://www.management.ntu.edu.tw/en/IB