策略管理
Strategic Management
| 節 | 週二 |
|---|---|
2 09:00–09:50 | 策略管理 M116 3 節連堂 |
3 10:10–11:00 | |
4 11:10–12:00 |
* 根據陽明交大上課時間表所列
Strategic management is concerned with managing the competitive position (including the general environment, industry and market structure, and organizational strengths and weaknesses) and long-term development of the business enterprise. This course aims to relate the principles and issues addressed in the various functional business areas to introduce an integrated concept of management and provide an understanding of the relationship between theory and practice in general management. The course will lead students into two main areas which must be analyzed in order to formulate and implement a well-conceived strategy: the external environment of the firm (the industry context), and the internal environment of the firm (its resources and capabilities). Some of the key topics covered include: (1) exploring why and how good strategic management increases business performance, (2) the application of a set of analytical frameworks, (3) analyzing the reasons for the success and failure of a firm, and (4) the methods of developing an effective competitive strategy and executing it competently. The teaching materials include lectures, case analyses, and independent readings.
This is a senior year subject. Students need to have completed functional courses (e.g., accounting, economics, finance, marketing, organizational behavior, and statistics).
*The course schedule may be subject to change.
1.Case studies Group case studies*2 Individual written coursework*1 2.Exams: Mid-term exam Final exam 3.Grading Mid-term exam 15% Final exam 20% Group presentations 30% Individual written coursework 15% Class participation 20%
| 週次 | 主題 |
|---|---|
| 第 1 週 | Introduction - Introducing what a firm’s strategy is and the elements of successful strategies - The general frameworks of strategic management analysis - Strategic goals, values, and performance Reading materials: Chapter 1 |
| 第 2 週 | Model for external analysis (Cont.) - The application of Porter's five forces model - The criteria for drawing industry boundaries Reading materials: Chapter 2 |
| 第 3 週 | Model for external analysis (Cont.) - The application of Porter's five forces model - The criteria for drawing industry boundaries Reading materials: Chapter 2 |
| 第 4 週 | In-class case study: Airborne Express |
| 第 5 週 | Model for internal analysis - Identifying and evaluating a firm’s resources and capabilities - Developing key resources and capabilities. - Core competence Reading materials: Chapter 3 Prahalad & Hamel (1990) The core Competence of the corporation, Harvard Business Review |
| 第 6 週 | Competitive advantages and competitive strategy - Identifying competitive advantages - How do they emerge? - Dynamic capabilities Reading materials: Ch4 + Handout Assigned case: APPLE INC. IN 2010 |
| 第 7 週 | Competitive advantages and competitive strategy (Cont.) - Cost-based competitive strategies - Differentiation-based competitive strategies - Competitive rivalry and dynamics - Analyzing critically the fundamental competitive strategies Reading materials: Chapter 5 |
| 第 8 週 | Case Discussion: APPLE INC. IN 2010 |
| 第 9 週 | Mid-term exam |
| 第 10 週 | Competitive advantages and competitive strategy (Cont.) - Competitive advantage in different industries Reading materials: handout |
| 第 11 週 | Corporate strategy - Vertical integration - Diversification strategy Reading materials: Chapter 6 + handout |
| 第 12 週 | Global Strategy - The trade-offs involved in different international entry modes - Sources of national advantages - Types of international strategies Reading materials: Chapter 8 Assigned case: GLOBALIZATION OF CEMEX |
| 第 13 週 | Global Strategy (Cont.) - Managing the corporate portfolio and a multinational company - Managing changes in a multinational company Reading materials: Chapter 8 |
| 第 14 週 | Case Discussion: GLOBALIZATION OF CEMEX |
| 第 15 週 | M&A and strategic alliances - Identifying the reasons for the success and failure of M&A in value creation -Types of alliances - Why an alliance or an acquisition may be preferable in a particular situation Reading materials: Chapter 7 and 9 |
| 第 16 週 | In-class case study: Disney and Pixar |
| 第 17 週 | Structure and controls with organizations - Organizational structure and controls - Relationships between strategy and structure - Evolutionary patterns of strategy and organizational structure Reading materials: Chapter 11 |
| 第 18 週 | Final Exam |
Ireland, Hoskisson, & Hitt (2013), The Management of Strategy Concepts (10e) (滄海書局)
- 地點
- Management Building 1 - 208
- 時間
- Thursday 11:00 – 12:00
- 聯絡方式
- cyhwang@nctu.edu.tw