策略管理
Strategic Management
| 節 | 週二 | 週四 |
|---|---|---|
Z 07:00–07:50 | 策略管理 M205 | |
3 10:10–11:00 | 策略管理 M205 2 節連堂 | |
4 11:10–12:00 |
* 根據陽明交大上課時間表所列
上課連結 https://meet.google.com/hfw-wzft-uqc 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).
1學期作業 Group case studies*2 Individual written work * 1 2.考試狀況 Mid-term exam Final exam 3.評量方法 Mid-term exam 20% Final exam 20% Individual written work 15% Group presentations 30% Class participation 15%
| 週次 | 主題 |
|---|---|
| 第 1 週 | Introduction - The general frameworks of strategic management analysis - What is strategy? Model for external analysis - What is business analysis Example: mHealth industry Reading materials: What is strategy ; Chapter 1; Chapter 2 |
| 第 2 週 | Model for external analysis - Porter's five forces model - The application of Porter's five forces model - The criteria for drawing industry boundaries Reading materials: Chapter 2 +波特新論競爭五力 |
| 第 3 週 | Model for external analysis - How smart, connected products are transforming competition Reading materials: Chapter 2 + 波特描繪競爭新版圖 |
| 第 4 週 | Model for internal analysis - Identifying and evaluating a firm’s resources and capabilities - Developing key resources and capabilities. - Core competence https://www.hbrtaiwan.com/article_content_AR0006627.html Reading materials: Chapter 3 + Prahalad & Hamel (1990) The core Competence of the corporation, Harvard Business Review |
| 第 5 週 | In-class case study: Airborne Express Assigned case: APPLE Inc. in 2015 |
| 第 6 週 | Competitive advantages and competitive strategy - Identifying competitive advantages - Dynamic capabilities - Cost-based competitive strategies Reading materials: Ch4 and 5; 紅海陷阱; 低成本策略哪裡錯了 |
| 第 7 週 | Case study : APPLE Inc. in 2015 |
| 第 8 週 | Competitive advantages and competitive strategy - Competitive rivalry and dynamics In-class case study:高單價或大眾化? Reading materials: Ch4 and 5; 欺敵競爭策略 |
| 第 9 週 | Mid-term exam |
| 第 10 週 | Corporate strategy - Vertical integration - Diversification strategy Reading materials: Chapter, 5, 6 + handout |
| 第 11 週 | Transformation - What to Do When Your Future Strategy Clashes with Your Present - The Transformative Business Model Reading materials:變形金剛商業模式 |
| 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: Levendary Cafe The China Challenge |
| 第 13 週 | Global Strategy (Cont.) - Managing the corporate portfolio and a multinational company - Managing changes in a multinational company In-class case study : 跨國合併不合拍 Reading materials: Chapter 8 |
| 第 14 週 | Case study: Levendary Cafe The China Challenge |
| 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, 9 |
| 第 16 週 | Final term exam |
| 第 17 週 | Q&A |
| 第 18 週 | Q&A |
Hitt, Ireland, & Hoskisson (2016), Strategic Management Competitiveness & Blobalization (12e) (滄海書局)
- 地點
- M208
- 時間
- Thursday 11:00~12:00 (book in advance)
- 聯絡方式
- cyhwang@nctu.edu.tw