The 1st Session (at IQS in Barcelona):
Course 1: Global Environment and Business Trends
Course 2: Technology Appreciation and Intellectual Property Management
Course 3: Innovative Product Development, Demand Assessment, and Entrepreneurship
Course 4: Cross-Cultural Management and Ethical Business Practice
Semester Project: Concept development of an innovative product or service, with target customers and their potential demand identified.
The 2nd Session (at FJU in Taipei):
Course 5: Operations Management and Supply Chain Management, with a Global Perspective
Course 6: Corporate Finance, with a Global Perspective
Course 7: Core-Competency Based Human Resources Management, Strategic Thinking-Oriented
Course 8: Global Competitiveness, Entry Barriers, and Strategic Alliance
Semester Project: A robust operational plan for the previously conceptualized product/service.
The 3rd Session (at USF in San Francisco):
Course 9: Cross-Cultural Marketing and Integrated Marketing Communication
Course 10: Global Distribution and Channel Management
Course 11: Leadership, Organizational Culture Management, and Innovation Process
Course 12: Entrepreneurial Financing: from Bootstrapping and Banks to Micro-Finance and Venture Capital
Semester Project: A comprehensive business plan for the product/service, with a formal presentation to potential investors
1. Global Environment and Business Trends- MGEM 5101
An overview of major forces and trends of the world: including but not limited to the economic, political, demographic, and technological forces, and trends in globalized competition and globalized cooperation in business. Of particular interest to this group of students, their deep understanding of such forces and trends should help them to spot meaningful opportunities and threats that would allow fruitful entrepreneurial pursuit.
2. Technology Appreciation and Intellectual Property Management- MGEM 5102
A broad scale survey of new and emerging technologies, including but not limited to, information and digital technology, material science and nanotechnology, life science and bio-technology, and space technology. To couple with their general understanding and appreciation of these business-opportunity-laden technologies, this group of students should also study different legal protections (or little or no protection) given to patents and other forms of intellectual property in the U.S., in Europe, in Asia, and in the rest of the world. Cases may be used to study how successful companies have managed their creation, protection, exploitation of intellectual property rights globally.
3. Innovative Product Development, Demand Assessment, and Entrepreneurship- MGEM 5103
Laboratory-proven technologies do not always turn into successful products. Finding market demand-supported applications is the key. Cases on iPod, MySpace, and other similar products/services can provide insights in successes, and cases on Concord supersonic aircraft, Webvan.com, and other similar products/services can provide insights in failures. Various marketing research methodologies (survey, field experimentation, test marketing, secondary data on similar products, etc) are reviewed to help assess potential demand for new technology applications. Also covered in this course are basic principles of entrepreneurship, which help set the tone of the entire program, and set the stage for the three “Session Projects.”
4. Cross-Cultural Management and Ethical Business Practice- MGEM 5104
This course focuses on the cultural and ethical aspects of management and business practice. Although EU and other regional and global treaties have reduced many structural barriers, businesses still face various cultural and ethical challenges in different parts of the world. Among other things, this course will expose students to several traditional values systems, such as Christianity, Buddhism, and Confucianism; certain contemporary value systems, such as social welfare system and environmentalism; and social roles of various institutions, such as governments, churches, families, and businesses. This is a foundation course on cross-cultural and ethical issues. A number of functional area courses will expand from this base to address cross-cultural and ethical issues in respective business functional areas.
5. Operations Management and Supply Chain Management with a Global Persepctive- MGEM 5105
Globalized production and outsourcing have become a norm in business. Assuming these students have already been familiar with general principles and methodologies of operational efficiency and optimization, this course will focus on the challenges associated with country borders. Among other things, this course will examine import/export control, customs inspection and delays, licensing, certification, environmental protection rules, and a whole host of other complications. These factors vary from one country to another, and complicates businesses’ decision making in their operations management and supply chain management.
6. Corporate Finance with a Global Perspective- MGEM 5106
This course will focus on the challenges associated with multiple macro economic and financial parameters. With multiple currencies and different economic outlooks, businesses still have to develop a series of future cash flow estimates to do capital budgeting. With different costs of capital in different countries, and different risk levels associated with various financial instruments, decision on a global business’s capital structure becomes a lot more complex than a pure domestic business. This course will cover all of these aspects of corporate finance.
7. Human Resources Management, with a Cross-Cultural Perspective – MGEM 5107
Maintaining a multi-national labor force and management talents is significantly more complex. Besides different labor laws and regulations, people’s work habits and other expectations differ significantly from country to country, and from one ethnic group to another. HR policies and practices should therefore be sensitive to such differences. Among other things, this course will compare employee characteristics in select countries or cultural blocks, in terms of their motives, responses to different rewards, interaction with other people, etc.
8. Entry Barriers and Strategic Alliance- MGEM 5108
Not all countries and markets are equally accessible for all businesses. Some countries are more protective than others, some industries are more protected than other industries in certain countries, and some of these protections are more accepted than others under certain bi-lateral or multi-lateral agreements and treaties. Such protections may be in the form of outright ban, quotas, cumbersome application and review processes, local partner requirements, local content requirements, or any other discriminative provisions. This course will examine all sorts of entry barriers in select countries and regions. To counter such barriers, this course will introduce various forms of strategic alliance and partnerships, including but not limited to joint venture, licensing, franchising, management contract, and reciprocal distribution agreement.
9. Cross-Cultural Marketing and Integrated Marketing Communication- MGEM 5109
This course focuses on applying marketing principles to customer segments in cultural environments other than your own. Studying their needs and preferences, adjusting product attributes to meet their tastes, introducing services that fit their expectations, and other similar customized treatments are effective steps in cross-cultural marketing. Of particular importance, designing and executing a customized and integrated marketing communication program in this context is crucial. As a business expands internationally or penetrates
another ethnic consumer segment, promotional messages should be carefully examined and perhaps re-crafted, and communication media be carefully selected to effectively reach the target audience.
10. Global Distribution and Channel Management- MGEM 5110
This course focuses on additional challenges and complications in distribution and channel management associated with country borders. Unlike domestic distribution partners, international distribution partners would typically take greater responsibility (developing promotional strategy, taking greater financial risk, etc.), be given more power and freedom (territorial exclusivity, greater autonomy, etc.), and be compensated more handsomely. This course will examine in-depth a few representative global distribution systems, and reveal
their pros and cons to different stakeholders.
11. Leadership, Organizational Culture Management, and Innovation Process- MGEM 5111
This course examines individual and group behavior in organizations, and elements of leadership and management skills. It is recognized that starting a new business calls for greater leadership than maintaining an existing business. Cases will be used to learn how successful new businesses have been lead by visionary and exemplary leaders. It is also recognized that a coherent and consistent organizational culture is crucial to that
organization’s performance, especially when the organization is deeply engaged in innovation, which requires energy, team work, and dedication. Cases will be used to show the importance of creating and strengthening such an organizational culture.
12. Venture Capital, Corporate Entrepreneurship, and Micro Financing- MGEM 5112
This course covers a wide range of funding options that support innovative business endeavors. Besides the venture capital model, which is well known for supporting technology innovations in Silicon Valley, this course also examines internal funding sources that support in-house innovation and entrepreneurial endeavors, and the micro-finance model that support entrepreneurial initiatives in rural areas and third world countries. Guests
representing both the supplier and the user of the fund in each of these funding models will be invited to give their views.
The MGEM curriculum is comprised of 12 courses organized in three sessions. These courses represent 36 credit units in the USF system, 72 ECTS credits in the IQS system, or 51 credit units in the FJU system. Each institution's set of units qualifies as the amount of academic work that each of the three national education systems require for a Master’s degree. Specific courses offered and course descriptions are as follows.