GBPGBP (Global Business Program)

This course offers an in-depth exploration of strategic management principles. The course is structured to provide students with a comprehensive understanding of the internal and external factors influencing corporate strategy and decision-making.
In the initial segments, students will delve into the dynamics of the external business environment and the internal capabilities of firms, gaining insight into critical management concepts and terminology. This sets the stage for more advanced exploration, where we examine the evolution of strategic management post-World War II. This period highlights how businesses have adapted to and shaped their strategies in response to changing global landscapes and technological advancements, emphasizing sustainable growth and innovation.
As future leaders in a rapidly evolving 'VUCA' (volatile, uncertain, complex, and ambiguous) world, students will be equipped to tackle real-world challenges by synthesizing traditional and contemporary strategic management approaches through dynamic analysis.

Upon completion of this course, students will have acquired:
1.In-depth Understanding: Grasp the complexities of the ever-changing environment in which businesses operate.
2.Strategic Proficiency: Clearly understand methods and strategies that enhance organizational efficiency and capability.
3.Internal Change Mastery: Comprehend and apply frameworks for implementing strategic change internally.
4.Historical Contextualization: Gain insights into the evolution of corporate management challenges and global societal changes since the early 1990s.
5.Ethical and Global Awareness: Cultivate an informed perspective on corporate social responsibility, emphasizing the importance of ethical conduct and global citizenship in the business world.

This course is strongly related to the "DP1-1", "DP2-2", "DP3" and "DP4" diploma policies.

英語 / English

The plan is to conduct this course in a classroom. However, depending on the pandemic situation, the course may be held remotely via Zoom. From time to time, the lecturer has students discuss specific subject matter on each topic mentioned below.
Active learning requires the students to lead the learning process, with the instructor as a facilitator. This will mainly be the case in the second half of the semester. Some active learning examples are group work, case studies with discussions and debates, team presentations, etc.
Registered students are required to submit a document titled 'Student Biodata Memo' via Google Drive, which will be shared individually. This will allow the lecturer to gain insights into each student's current academic interests and future goals, influencing the content of the lectures accordingly. Students are also encouraged to provide questions or comments one-on-one after each lecture. A feedback form for this purpose is included in the Student Biodata Memo. The template for the memo can be accessed through Hoppii in an Excel format.

あり / Yes

なし / No

授業形態/methods of teaching：対面/face to face

※各回の授業形態は予定です。教員の指示に従ってください。

Week1[オンライン/online]：Introduction

•Course Introduction: Syllabus overview, grading policy, Mid-term and final exams, group discussions, and team presentation sessions
•Lecturer Introduction: Sharing the lecturer's business experiences and skills.
•Introduction to Strategic Management: Key concepts and roles in strategic management.
•Overview of Managerial Roles: Discussing managers' major characteristics and responsibilities.

Week2[対面/face to face]：Corporate Enterprises and Ownership

What is corporate performance

•Understanding economic systems and business
•Macroeconomics vs Microeconomics
•Types of business entities
•Stakeholders of corporate enterprises
•How to measure corporate performance

Week3[対面/face to face]：Ethics and Social Responsibility

•Managing Ethically and Social Responsibility: Concepts and trends in corporate ethics and social responsibility.
•Compliance and Reporting: Focus on ethical compliance and integrated reporting in business.

Week4[対面/face to face]：Evolution of Management Theories

•Italy to UK, Germany, USA, and Japan, China, emerging countries = globalization
•Bernard, Fayol, and Taylor
•Bureaucratic management
•HR movement
•Contingency and system management

Week5[対面/face to face]：Analyzing Business Environments

•PESTEL Analysis: Examining external factors affecting businesses.
•Michael Porter`s Competitive Strategy

Week6[対面/face to face]：Human Resources and Leadership

Workplace Diversity and Motivation

•Organizational Design and Culture: Understanding the impact of corporate culture and structure on business.
•Change Management: Strategies and processes for effective organizational change.
•HR Management: Exploring human resource management.
•Leadership Styles and Theories: Different types of leadership and their effectiveness in various contexts.
•Diversity in the Workplace: Impact, benefits, and challenges.

Week7[対面/face to face]：Strategic Analyses and Formulation - I

•1950-1960: A. Chandler, I. Ansoff, P.F. Drucker
•BCG-PPM, SWOT, 3C
• 1970 PIMS study,
•Dawn of Marketing, 4P

Week8[対面/face to face]：Mid-term Exams

•Mid-term Examination: Covering course material up to Week 7.
•Focus on Globalization: Discussing the impact of globalization on strategic management.

Week9[対面/face to face]：Strategic analyses and Formulation-II.

Explanation of a Team Presentation session.

•Modern Strategic Theories: Delving into the works of Michael Porter and other key strategists from the 1980s.
•Japanese Management and Global Strategies: Examining Japanese management styles and their global influence.

Week10[対面/face to face]：Entrepreneurship and Business Models

Born Global Company

•Business Model Design: Key elements of successful business models.
•Entrepreneurship and Global Trends: Examining trends in entrepreneurship and global business strategies.

Week11[対面/face to face]：Advanced Strategic Concepts

•Core Competencies and RBV: Exploring the resource-based view of the firm.
•Strategy in Practice: Understanding emergent strategies and value creation in businesses.
•Strategy Implementation: Focusing on the PDCA cycle, synergy, and STP strategies.
•Managing Product Life Cycle: Discussing product life cycle theory and ambidexterity in business.

Week12[対面/face to face]：Technology and Innovation Management

•Innovation Theories: Exploring Schumpeter's theory and the concept of the innovator's dilemma.
•Sources of Innovation: Understanding internal and external sources of innovation and technology in business.

Week13[対面/face to face]：Team Presentation-1

Each student has to be a presenter
by taking turns.
After each team presentation, Q&A

Week14[対面/face to face]：Team Presentation-2

Each student has to be a presenter
by taking turns.
After each team presentation, Q&A

Preparatory study and review time for this class are 2 hours each.
Students are expected to participate actively in classroom discussions at each lecture. Therefore, readings of related materials and textbooks are highly recommended.

Students are expected to allot time outside of class to meet with their
team members for discussion and preparation of team presentations.

Slides and additional reading materials will be provided via Hoppii(Hosei Portal Site)

"Strategic Management: Theory & Cases: An Integrated Approach" by Charles W. L. Hill, Gareth R. Jones, and Melissa A. Schilling

"Principles of Management" by openstax, Rice University

"Entrepreneurship" by openstax, Rice University

Classroom participation policy: Late arrival negatively affects this score.
If you cannot attend class due to illness or other unavoidable reasons, please notify the instructor via email about your absence and its legitimate reason before the start of the class. Students with more than two unexcused absences or absences without a valid reason will not be eligible to earn credits for this course.

Midterm examination: 40%, Final examination: 40%, In-class participation and contribution to the team presentation session: 20%

It is not applicable until next term, as the lecturer offers this course for the first time. Please note: the lecturer has been teaching the Special Topics in Global Business C under GBP since the fall of 2022.

PC or tablet capable of online connection, writing papers in MS WORD, and creating presentation materials by MS PPT.

The lecturer had worked for a Japanese manufacturing company for 42 years. He worked in the U.S. to develop markets for the company's products and customers for nearly 11 years. He worked in Germany for six years as President of the European Regional Headquarters of the company. Since 2018, he has been assigned mainly to chief auditor roles in the internal audit section of the company, specializing in auditing its overseas subsidiaries.