企业管理概论 英文

StrategicManagementandStrategicCompetitivenessMichaelA.HittR.DuaneIrelandRobertE.HoskissonChapter11StrategyImplementationChapter13StrategicEntrepreneurshipChapter11OrganizationalStructureandControlsChapter10CorporateGovernanceChapter12StrategicLeadershipStrategyFormulationStrategicCompetitivenessAbove-AverageReturnsStrategicIntentStrategicMissionChapter2TheExternalEnvironmentChapter3TheInternalEnvironmentTheStrategicManagementProcessFeedbackStrategicInputsStrategicActionsStrategicOutcomesChapter6Corporate-LevelStrategyChapter9CooperativeStrategyChapter5CompetitiveRivalryandCompetitiveDynamicsChapter8InternationalStrategyChapter4Business-LevelStrategyChapter7AcquisitionandRestructuringStrategies2ImportantDefinitionsStrategicManagementProcess策略管理程序Thefullsetofcommitments,decisions,andactionsrequiredforafirmtoachievestrategiccompetitivenessandearnabove-averagereturns3ImportantDefinitionsStrategicCompetitiveness策略性競爭力Achievedwhenafirmsuccessfullyformulatesandimplementsavalue-creatingstrategyOccurswhenafirmdevelopsastrategythatcompetitorsarenotsimultaneouslyimplementingProvidesbenefitswhichcurrentandpotentialcompetitorsareunabletoduplicateAbove-AverageReturns平均以上報酬4ImportantDefinitionsRisk風險Aninvestor’suncertaintyabouttheeconomicgainsorlossesthatwillresultfromaparticularinvestmentReturnsthatareequaltothoseaninvestorexpectstoearnfromotherinvestmentswithasimilaramountofriskAverageReturns平均報酬5FundamentalnatureofcompetitionischangingCompetitiveLandscape競爭情勢Hypercompetitiveenvironments超競爭環境DynamicsofstrategicmaneuveringamongglobalandinnovativecombatantsPrice-qualitypositioning,newknow-how,firstmoverProtectorinvadeestablishedproductorgeographicmarkets6FundamentalnatureofcompetitionischangingHypercompetitiveenvironmentsCompetitiveLandscapeEmergenceofglobaleconomy全球經濟的出現Goods,services,people,skills,andideasmovefreelyacrossgeographicborders.Spreadofeconomicinnovationsaroundtheworld.Politicalandculturaladjustmentsarerequired.7FundamentalnatureofcompetitionischangingHypercompetitiveenvironmentsCompetitiveLandscapeEmergenceofglobaleconomyRapidtechnologicalchange快速科技變遷IncreasingrateoftechnologicalchangeanddiffusionTheinformationageIncreasingknowledgeintensity8超競爭Hypercompetition產品生命週期短均衡是短期現象對手的行動會使自己喪失優勢很難有持久的競爭優勢9StrategicFlexibility策略彈彈性AsetofcapabilitiesusedtorespondtovariousdemandsandopportunitiesexistinginadynamicanduncertaincompetitiveenvironmentItinvolvescopingwithuncertaintyandtheaccompanyingrisks10StrategicFlexibilityStrategicFlexibilityStrategicFlexibilityStrategicflexibilityStrategicReorientation策略性引導CapacitytoLearn學習能力OrganizationalSlack緩衝資源111.Strategydictatedbytheexternalenvironmentsofthefirm(whatopportunitiesexistintheseenvironments?)2.Firmdevelopsinternalskillsrequiredbyexternalenvironment(whatcanthefirmdoabouttheopportunities?)GeneralEnvironmentGlobalTechnologicalEconomicSocioculturalPolitical/LegalDemographic1.ExternalEnvironmentsIndustryEnvironmentCompetitorEnvironmentI/OModelofAbove-AverageReturns12FourAssumptionsoftheI/OModel1.Theexternalenvironmentisassumedtopossesspressuresandconstraintsthatdeterminethestrategiesthatwouldresultinabove-averagereturns2.Mostfirmscompetingwithinaparticularorwithinacertainsegmentofitareassumedtocontrolsimilarstrategicallyrelevantresourcesandtopursuesimilarstrategiesinlightofthoseresources13FourAssumptionsoftheI/OModel3.Resourcesusedtoimplementstrategiesarehighlymobileacrossfirms4.Organizationaldecisionmakersareassumedtoberationalandcommittedtoactinginthefirm’sbestinterests,asshownbytheirprofit-maximizingbehaviors14IndustrialOrganizationModelI/OModelofAbove-AverageReturns1.Studytheexternalenvironment,especiallytheindustryenvironmenteconomiesofscalebarrierstomarketentrydiversificationproductdifferentiationdegreeofconcentrationoffirmsintheindustryTheExternalEnvironment15I/OModelofAbove-AverageReturns2.Locateanattractiveindustrywithahighpotentialforabove-averagereturnsAttractiveindustry:onewhosestructuralcharacteristicssuggestabove-averagereturnsIndustrialOrganizationModelTheExternalEnvironmentAnAttractiveIndustry16I/OModelofAbove-AverageReturns3.Identifythestrategycalledforbytheattractiveindustrytoearnabove-averagereturnsStrategyformulation:selectionofastrategylinkedwithabove-averagereturnsinaparticularindustryIndustrialOrganizationModelTheExternalEnvironmentAnAttractiveIndustryStrategyFormulation17I/OModelofAbove-AverageReturns4.DeveloporacquireassetsandskillsneededtoimplementthestrategyAssetsandskills:thoseassetsandskillsrequiredtoimplementachosenstrategyIndustrialOrganizationModelTheExternalEnvironmentAnAttractiveIndustryStrategyFormulationAssetsandSkills18I/OModelofAbove-AverageReturns5.Usethefirm’’sstrengths(itsdevelopedoracquiredassetsandskills)toimplementthestrategyStrategyimplementation:selectstrategicactionslinkedwitheffectiveimplementationofthechosenstrategyIndustrialOrganizationModelTheExternalEnvironmentAnAttractiveIndustryStrategyFormulationAssetsandSkillsStrategyImplementation19I/OModelofAbove-AverageReturnsIndustrialOrganizationModelTheExternalEnvironmentAnAttractiveIndustryStrategyFormulationAssetsandSkillsStrategyImplementationSuperiorReturnsSuperiorreturns:earningofabove-averagereturns201.Strategydictatedbyuniqueresourcesandcapabilitiesofthefirm(whatcanthefirmdobest?)2.Findanenvironmentinwhichtoexploittheseassets(wherearethebestopportunities?)Resource-basedModelofAboveAverageReturns1.Firm’sResourcesTheFirm211.Identifythefirm’sresources--strengthsandweaknessescomparedwithcompetitorsResources:inputsintoafirm’sproductionprocessResource-basedModelofAboveAverageReturnsResource-basedModelResources222.Determinethefirm’scapabilities--whatitcandobetterthanitscompetitorsCapability:capacityofanintegratedsetofresourcestointegrativelyperformataskoractivityResource-basedModelofAboveAverageReturnsResource-basedModelResourcesCapability23FourAttributesofResourcesandCapabilities(CompetitiveAdvantage)thefirmisorganizedappropriatelytoobtainthefullbenefitsoftheresourcesinordertorealizeacompetitiveadvantageValuableallowthefirmtoexploitopportunitiesorneutralizethreatsinitsexternalenvironmentRarepossessedbyfew,ifany,currentandpotentialcompetitorsCostlytoimitatewhenotherfirmscannotobtainthemormustobtainthematamuchhighercostNonsubstitutableResourcesandCapabilities24CoreCompetenciesResourcesandcapabilitiesthatmeetthesefourcriteriabecomeasourceof:ValuableRareCostlytoimitateNonsubstitutableCoreCompetencies核心能力ResourcesandCapabilities25CoreCompetenciesarethebasisforafirm’sCompetitiveadvantage競爭優勢Strategiccompetitiveness策略性競爭力力Abilitytoearnabove-averagereturns獲取平均以上上報酬的能力力CoreCompetencies263.Determinethepotentialofthefirm’’sresourcesandcapabilitiesintermsofacompetitiveadvantageCompetitiveadvantage:abilityofafirmtooutperformitsrivalsResource-basedModelofAboveAverageReturnsResource-basedModelResourcesCapabilityCompetitiveAdvantage274.LocateanattractiveindustryAnattractiveindustry:anindustrywithopportunitiesthatcanbeexploitedbythefirm’sresourcesandcapabilitiesResource-basedModelofAboveAverageReturnsResource-basedModelResourcesCapabilityCompetitiveAdvantageAnAttractiveIndustry285.SelectastrategythatbestallowsthefirmtoutilizeitsresourcesandcapabilitiesrelativetoopportunitiesintheexternalenvironmentStrategyformulationandimplementation:strategicactionstakentoearnaboveaveragereturnsResource-basedModelofAboveAverageReturnsResource-basedModelResourcesCapabilityCompetitiveAdvantageAnAttractiveIndustryStrategyForm/Impl29Resource-basedModelofAboveAverageReturnsResource-basedModelResourcesCapabilityCompetitiveAdvantageAnAttractiveIndustryStrategyForm/ImplSuperiorReturnsSuperiorreturns:earningofabove-averagereturns30StrategicIntent&MissionStrategicIntent策略性企圖Winningcompetitivebattlesthroughdecidinghowtoleverageinternalresources,capabilities,andcorecompetenciesStrategicMission策略性宗旨Anapplicationofstrategicintentintermsofproductstobeofferedandmarketstobeserved奇異公司企圖圖成為市場的的領者選擇繼續經營營與欲退出的的市場31Groupswhoareaffectedbyafirm’sperformanceandwhohaveclaimsonitswealthThefirmmustmaintainperformanceatanadequatelevelinordertoretaintheparticipationofkeystakeholdersTHEFIRMTheFirmandItsStakeholdersStakeholders利益關係人32CapitalMarketStakeholders資本市場利益益關係人TheFirmandItsStakeholdersShareholdersMajorsuppliersofcapitalBanksPrivatelendersVenturecapitalistsStakeholders33CapitalMarketStakeholdersProductMarketStakeholders產品市場利益益關係人TheFirmandItsStakeholdersPrimarycustomersSuppliersHostcommunitiesUnionsStakeholders34CapitalMarketStakeholdersProductMarketStakeholdersOrganizationalStakeholders組織利益關係係人TheFirmandItsStakeholdersEmployeesManagersNonmanagersStakeholders35StakeholderInvolvementTwoissuesaffecttheextentofstakeholde