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中国、日本、韓国の比較経営
| サブタイトル | Advanced learning of comparative management approaches |
|---|---|
| 担当者名 | ドラモンド， ダイモン |
| 単位 | 2 |
| 年度・学期 | 2024 秋(学期前半) |
| 曜日時限 | 月1,2 |
| キャンパス | 三田 |
| 授業実施形態 | 対面授業（主として対面授業） |
| 登録番号 | 75107 |
| 設置学部・研究科 | 国際センター |
| 学年 | 2, 3, 4 |
| 評語タイプ | ログインすると表示されます（要慶應ID）。 |
| 科目概要 | - |
| K-Number | CIN-CO-00243-212-07 |
| 科目設置 | 学部・研究科 | CIN | 国際センター |
|---|---|---|---|
| 学科・専攻 | CO | ||
| 科目主番号 | レベル | 0 | 学部共通 |
| 大分類 | 0 | その他科目 | |
| 小分類 | 24 | 国際センター講座（社会科学） - ビジネス・経営 | |
| 科目種別 | 3 | 選択科目 | |
| 科目補足 | 授業区分 | 2 | 講義 |
| 授業実施形態 | 1 | 対面授業（主として対面授業） | |
| 授業言語 | 2 | 英語 | |
| 学問分野 | 07 | 経済学、経営学およびその関連分野 | |
授業科目の内容・目的・方法・到達目標
This course reviews international contextual influences and strategic factors which shape organizations and managerial practices across different cultural settings, and highlights cases concerning China, Japan and Korea (CJK).
The aim is to develop skills to review and determine methods for critiquing and recommending solutions for business methods and or strategies for the case situations presented. Most importantly, members should be capable to effectively communicate solutions to issues identified.
Standards to be achieved: Upon completing this class, members should be able to:
1. Know the relationship between strategic and structural aspects of comparative international business organizations;
2. Be able to analyse and identify the various socio-economic and cultural influences to international organization issues; and,
3. Be able to demonstrate an understanding and ability to to apply concepts to find solutions to issues identified.
The course is taught interactively with weekly in class exercises. To make this effective, preclass reading and exercise preparation is required. Team work is expected for some class activities and final exercises.
The aim is to develop skills to review and determine methods for critiquing and recommending solutions for business methods and or strategies for the case situations presented. Most importantly, members should be capable to effectively communicate solutions to issues identified.
Standards to be achieved: Upon completing this class, members should be able to:
1. Know the relationship between strategic and structural aspects of comparative international business organizations;
2. Be able to analyse and identify the various socio-economic and cultural influences to international organization issues; and,
3. Be able to demonstrate an understanding and ability to to apply concepts to find solutions to issues identified.
The course is taught interactively with weekly in class exercises. To make this effective, preclass reading and exercise preparation is required. Team work is expected for some class activities and final exercises.
準備学修（予習・復習等）
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授業の計画
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成績評価方法
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テキスト（教科書）
Sorge, A., Noorderhaven, N., Koen, C., 2024, Comparative International Management, Routledge.
参考書
Alston, P., 1989, Wa, Guanxi, and Inhwa: Managerial principles in Japan, China, and Korea
Business Horizons, 32, 2, March–April, 26-31.
Cho Y., Shin M., Sugiri M., Ota M., Choi M.C., 2016, A Comparison of Leadership Effectiveness among China, Japan, and Korea: Crossvergence Perspective, Academy of Management Proceedings, Vol. 2016, No. 1.
Fitzgerald, R., Rowley, C., 2016, MNCs from the Asia Pacific in the global economy: examples and lessons from Japan, Korea, China and India, Asia Pacific Business Review
Rowley, C., Benson, J., Warner, M., 2004, Towards an Asian model of human resource management? A comparative analysis of China, Japan and South Korea, The International Journal of Human Resource Management 15, 4-5, 917-933.
Rowley, C., Ishikawa, J., & Oh, I., 2018, Changing facets of leadership in East Asia: globalization, innovation and performance in Japan, South Korea and China, Asia Pacific Business Review
Thompson, Peteraf, Gamble, Strickland, 2015, Crafting and Executing Strategy; Concepts and Cases. McGraw-Hill.
Zhang, Y.B., Lin, M.C., Nonaka, A., Beom, K., 2005, Harmony, Hierarchy and Conservatism: A Cross-Cultural Comparison of Confucian Values in China, Korea, Japan, and Taiwan
Communication Research Reports, 22, 2, 107-115.
Other references to be provided
Business Horizons, 32, 2, March–April, 26-31.
Cho Y., Shin M., Sugiri M., Ota M., Choi M.C., 2016, A Comparison of Leadership Effectiveness among China, Japan, and Korea: Crossvergence Perspective, Academy of Management Proceedings, Vol. 2016, No. 1.
Fitzgerald, R., Rowley, C., 2016, MNCs from the Asia Pacific in the global economy: examples and lessons from Japan, Korea, China and India, Asia Pacific Business Review
Rowley, C., Benson, J., Warner, M., 2004, Towards an Asian model of human resource management? A comparative analysis of China, Japan and South Korea, The International Journal of Human Resource Management 15, 4-5, 917-933.
Rowley, C., Ishikawa, J., & Oh, I., 2018, Changing facets of leadership in East Asia: globalization, innovation and performance in Japan, South Korea and China, Asia Pacific Business Review
Thompson, Peteraf, Gamble, Strickland, 2015, Crafting and Executing Strategy; Concepts and Cases. McGraw-Hill.
Zhang, Y.B., Lin, M.C., Nonaka, A., Beom, K., 2005, Harmony, Hierarchy and Conservatism: A Cross-Cultural Comparison of Confucian Values in China, Korea, Japan, and Taiwan
Communication Research Reports, 22, 2, 107-115.
Other references to be provided
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