科目ナンバー

GM-OM2-CE03

履修条件・関連科目等

Students interested in gaining an understanding and demonstrating respect for “differences,” such as cultural diversity, and in examining the characteristics and trends of corporate management across regions such as the United States, China, United Kingdom, Europe, and Japan are encouraged to enroll in this course.

授業で使用する言語

英語

授業で使用する言語（その他の言語）

授業の概要

Variations exist in the external environments surrounding organizations across different nations, including social foundations shaped by culture, institutions, religion or philosophy, and historical context. Consequently, disparities can be identified in management philosophies, sources of competitiveness, and management styles.

This course offers fundamental knowledge of comparative management—an academic discipline dedicated to understanding and respecting “differences and diverse cultures” and applying this understanding to learning, professional endeavours, and daily life, while integrating practical case studies of comparative management within real business environments.

The course seeks to improve both comprehension and practical skills by employing three distinct approaches.
1. Study of major literature in comparative management
2. Comparative Management in Corporate and Professional Practice
3. Key elements of management and business administration, including business strategy, innovation management, and industrial policy, as well as their relationship with comparative management.

English shall serve as the primary language, with additional explanations provided in Japanese for topics and keywords as where required.

科目目的

The objective of this course is for students to acquire foundational knowledge of comparative management and to develop an attitude of thinking and acting based on balanced comparative analysis that respects diversity. Through familiar case studies, students are expected to cultivate the ability and habit of treating issues as personally relevant and of thinking and acting accordingly.

Drawing upon the tutors’ extensive experience as business practitioners engaged in partnerships, joint ventures, and capital withdrawals with companies across Japan, the United States, China, and Western Europe in multicultural settings, this course elucidates the principles of comparative management theory, drawing on academic literature and case studies of Japanese and foreign corporations' international expansion. This approach helps students understand comparative management as an academic discipline grounded in practical business applications.

到達目標

• To systematically acquire the fundamental theories and knowledge of comparative management.
• To cultivate the capacity to articulate one’s ideas with clarity and participate in constructive discussions within multicultural settings.

授業計画と内容

Session 1: Introduction to Comparative Management
Introduce module overview, objectives, assessments. What is comparative management? Why ‘one best way’ management fails. Globalization and managerial diversity

Session 2: Comparative Management Frameworks.
Learn the functional approach to comparative management. Distinguishing culture, institutions and management systems. Key concepts of functional vs. notational approaches, Institutional vs culture, and Management systems as outcomes.

Session 3: Culture and Transcultural Management
Study national culture and management behavior, Transcultural management and adaption, Leadership, communication and decision-making, and the six-dimensional models.

Session 4: Japanese Management Systems
Consensus decision-making employment systems, Ringi systems, coordination mechanisms (collective responsibility).

Session 5: US Management Systems
Introduction to Market-driven management, performance orientation, scalability, principles of individualism and leadership and market discipline.

Session 6: Can Japan Compete? Strategic Challenges
Discuss and debate the strategic and institutional challenges facing Japanese firms – Institutional rigidity, global competition, and strategic adaptation.

Session 7: Strategy and Competitive Advantage
Study the Industry structure, resources-based view, competitive positioning and capabilities.

Session 8: Western European Management Models
Introducing Stakeholder capitalism, balance between global integration and local responsiveness. Study key concepts of coordinated market economies, stakeholder governance, and social embeddedness

Session 9: Case Study: Unilever or IBM Turnaround
Corporate transformation and strategic renewal. Analyze long-term organizational change using strategy tools. Group case analysis and short presentation by students.

Session 10: Innovation and Competitive Advantage
Learn about Innovation models and cost-based competitive advantage, and the key management elements and comparative management.

Session 11: Chinese Management System
Study the Concepts of sate capitalism, Hybrid governance, speed and experimentation, entrepreneurship and rapid growth.

Session 12: Case Study: Haier
Global expansion of Chinese Company and leadership in organizational turnaround. Apply comparative analysis to leadership and transformation. Group case analysis and short presentation by students.

Session 13: Integration and Review
Synthesis of theories, cases and comparative insights / reflections. Integrate theory and practice across national contexts. Whole-class reflection discussion.

Session 14: Preparation for Coursework and assessment
Select companies for comparative analysis as part of coursework assessment for submission. Demonstrate analytical, comparative and communication skills.

授業時間外の学修の内容

指定したテキストやレジュメを事前に読み込むこと／授業終了後の課題提出

授業時間外の学修の内容（その他の内容等）

Pre-read various case studies for class discussion, and debate.
Coursework: Students are required to produce a comprehensive 4,000-word individual report in English language that analyses comparative management within a specific industry, such as automotive, aerospace, renewable energy, robotics, electronics manufacturing, medical devices, heavy engineering, or financial services. Students must select a two real organization operating within the chosen industry in a country or countries of their choice. The report should address a comparative study and aspects including organizational cultures, transformational processes, leadership practices, operating models, strategic approaches, competitive advantages, and relevant considerations. The coursework should be submitted within two weeks from the end of the course module teaching for review and evaluation.

授業時間外の学修に必要な時間数／週

・毎週１回の授業が半期（前期または後期）または通年で完結するもの。１週間あたり４時間の学修を基本とします。
・毎週２回の授業が半期（前期または後期）で完結するもの。１週間あたり８時間の学修を基本とします。

成績評価の方法・基準

成績評価の方法・基準（備考）

Based on the final report in English, students will be evaluated on whether they have acquired foundational knowledge of comparative management and can think independently and express their ideas in writing.

• Score 90-100: An extremely deep understanding with well-structured logical analysis
• Score 80-90: Deep understanding with logical analysis
• Score 70-79: Adequate understanding with logical analysis
• Score 60-69: Basic understanding with some logical analysis
• Score below 59: Insufficient understanding and lack of logical analysis

課題や試験のフィードバック方法

授業時間内で講評・解説の時間を設ける／授業時間に限らず、manabaでフィードバックを行う

課題や試験のフィードバック方法（その他の内容等）

アクティブ・ラーニングの実施内容

反転授業（教室の中で行う授業学習と課題などの授業外学習を入れ替えた学習形式）／ディスカッション、ディベート／グループワーク／その他

アクティブ・ラーニングの実施内容（その他の内容等）

Flipped Class/ Discussion, Debate / Group work / Group Presentation.
Coursework to be submitted after 2 weeks from end of the course.

授業におけるICTの活用方法

実施しない

授業におけるICTの活用方法（その他の内容等）

実務経験のある教員による授業

はい

【実務経験有の場合】実務経験の内容

• A portfolio of Non-Executive Director (社外取締役), Member of Advisory Board and Trustee in retail, technology, education and advisory services industry sector with experience in the United States, Japan, and United Kingdom – 2010-present
• Global Insurtech Provider as Global Vice President and Chief of Technology and Insurance Operations, P&C (常務執行役員、グローバル・ITおよび保険オペレーション統括本部長), and Chief Executive (取締役社長)of Joint Venture (regions covered, United Kingdom, United States, Australia, India, Europe, Middle East) – 2018-2021
• A Multinational Blue Chip Technology Company in the UK, Europe, and Japan/Asia Pacific as Vice President (常務執行役員) experience in directing multidisciplinary organizations focusing sell, build, deliver – 2008-2017
• A Multinational Technology Services, Software and Systems Company as member of Board of Directors (常務取締役), experience in building and scaling professional services and systems organization, design and deployed unified sales and service delivery model in Japan, United States – 2004-2008
• A Global Insurer as Deputy Chief Information Officer (執行役員) leading company-wide buy　and build transformation of enterprise platforms, sourcing strategies, supporting 15000-user enterprise – 2001-2004

【実務経験有の場合】実務経験に関連する授業内容

The curriculum emphasizes a comprehensive understanding of organizational mechanisms through the examination of the cognitive processes and behavioral patterns of managers and business professionals, as well as the study of organizational culture. Case studies and discussions are approached from managerial and practitioner perspectives, addressing inquiries such as the genesis of innovations and the challenges faced during implementation.

テキスト・参考文献等

A curated reading list of books and cases:
Ralph B. Edfelt, Global Comparative Management: A Functional Approach (SAGE Publications Inc, 2009) ISBN-13: 978-1412944700. (Core Textbook)
Atsushi Funakawa, Transcultural Management: A New Approach for Global Organizations (Josey-Bass Publishers) ISBN 0-7879-0323-X.
Geert Hofstede, Gert Jan Hofstede, Michael Minkov, Cultures and Organizations: Software of the Mind (McGraw-Hill) ISBN 978-0-07-166418-9
Mahendra Singh, Comparative Management: Japan & the United States ISBN-13: 979-8316438099.
Detelin S. Elenkov, Can American Management Concepts Work in Russia? A Cross-Cultural Comparative Study, California Management Review Vol 4. No. 4 Summer 1998 by the Regents of the University of California.
Michael E. Porter et., al. Can Japan Compete? (Macmillan Press, 2000) ISBN 0-333-78658-0.
Robert M. Grant, Contemporary Strategy Analysis (Wiley, 2021) ISBN13-978-1119815235
Geoffrey Jones, Renewing Unilever: Transformation and Tradition (OUP Oxford, 2005) ISBN-13: 978-0199269440.
David Magee, Turnaround: How Carlos Ghosn Rescued Nissan (Harper Business) ISBN 0-06-051485-X.
Louis V. Grestner, Jr., Who Says Elephants Can’t Dance? Inside IBM’s Historic Turnaround (Harper Business) ISBN 0-06-052379-4.
William Abernathy et. al., (1983). National Innovation Systems and Comparative Industry Evolution. Harvard Business School. 9-601-049, February 14, 2001. National Innovation Systems and Comparative Industry Evolution (BHS 9-601-049)
Ali F. Farhoomand (2005). National Innovation Systems of China and the Asian Newly Industrialized Economies: A Comparative Analysis, Asia Case Research Centre, The University of Hong Kong (HKU391)
Ming Zeng and Peter J. Williamson, Dragons at Your Door: How Chinese Cost Innovation Is Disrupting Global Competition (Harvard Business Review Press) ISBN 978-1-4221-0208-4.
Cases
Michael J. Enright, Successful Multinationals in China, Poon Kam Kai Series, Asia Case Research Centre, University of Hong Kong.
Aradhna Krishna, Dana Muir, Food Security: Business Models in the United States and India. Case A: Food Gatherers in the United States (Case W45C41, December 2020), WDI Publishing, Michigan Ross School of Business.
Aradhna Krishna, Dana Muir, “Food Security: Business Models in the United States and India. Case B: Dabbawalas in India – Share Sticker (Case W45D41, January 2025), WDI Publishing, Michigan Ross School of Business.
Derek Lehhmberg. “UNIQLO: Re-examining American Expansion (W18233/Version:2018-04/11), Ivey Business School Foundation.
Qingxu Jin (Bill) et. al., (2016). Uber and the Sharing Economy: Global Market Expansion and Reception. (WDI Publishing, Frederik A. & Barbara M. ERB Institute, University of Michigan) Case No. W04C79.
Christopher W.L. and Bruce Chew (1988), Productivity and Performance Systems: A Comparative Analysis of Northern Telecom and United Parcel Service, Harvard Business School. 9-689-022, September 1988.
Kimio Kase, et. al., (2005). Nissan: The Ghosn Era. HBR, IESE Business School, University of Navarra IES121. DG-1482-E/03-305-057
Alexander B. Horniman (2004). Carlos Ghosn and Nissan Motor Co. Ltd (B). Darden Business Publishing, University of Virginia, UV3259.
Chongfeng Wang, et. al., (2022). COSTCO: The Challenge of Entering China’s Mainland Market. Ivery Publishing, Tsinghua School of Economics. No W24957/Version 2024-12-16.
Floris A. Maljers (1992). Inside Unilever: The Evolving Transnational Company. Harvard Business Review (No. 92506).
Geofry Jone, et. al. (2022). Ken Durham and Unilever as a ‘Multi-Local Multinational’. Harvard Business School. No, 9-808-025, October 28, 2022.
Krishna G. Palepu et. al., (2020). Transforming Hindustan Unilever. Harvard Business School. No, 9-120-022, April 23, 2020.
Robert D Austin et. al., (2000). IBM Corporation Turnaround. Harvard Business School. No, 9-600-098, November 14, 2000.
Rosabeth Moss Kanter et. al., (2017). IBM Transforming, 2012-2016: Gini Rometty Steers Watson. Harvard Business School. No, 9-317-046, March 9, 2017
Lynda M. Applegate et. al., (2009). IBM’s Decade of Transformation: Turnaround to Growth. Harvard Business School. No, 9-805-130, July 8, 2009.
Joseph L Bower, Sam Palmisano’s Transformation of IBM. Harvard Business Review, January 20, 2012.
Krishna Palepu, et. al., HBR Case study: Haier: Taking a Chinese Company Global Harvard Business School, No 9-706-401, August 25, 2006
Nikhil Celly (2012). Haier in India: Building presence in a mass market beyond China, Asia Case Research Centre, The University of Hong Kong (HKU978)

その他特記事項

参考URL