策略管理
Strategic Management
| 節 | 週二 |
|---|---|
5 13:20–14:10 | 策略管理 M115 3 節連堂 |
6 14:20–15:10 | |
7 15:30–16:20 |
* 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).
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 20% In-class case studies 10% Class participation 15%
| 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 - What is strategy?Reading materials: What is strategy Chapter 1 |
| 第 2 週 | Model for external analysis - What is business analysis- Porter's five forces modelExample: mHealth industryReading materials: Chapter 2 |
| 第 3 週 | Model for external analysis- The application of Porter's five forces model- The criteria for drawing industry boundaries- The five competitive forces that shape strategyReading materials: Chapter 2 |
| 第 4 週 | Model for external analysis (Cont.)- How smart, connected products are transforming competitionModel for internal analysis- Identifying and evaluating a firm’s resources and capabilities Reading materials: 波特描繪競爭新版圖 + Chapter 3 |
| 第 5 週 | Model for internal analysis- Developing key resources and capabilities.- Core competence https://www.hbrtaiwan.com/article_content_AR0006627.htmlCompetitive advantages and competitive strategy- Cost-based competitive strategies Reading materials: Chapter 3 + Prahalad & Hamel (1990) The core Competence of the corporation, Harvard Business Review + Ch4 |
| 第 6 週 | Model for internal analysis- Developing key resources and capabilities.- Core competence https://www.hbrtaiwan.com/article_content_AR0006627.htmlCompetitive advantages and competitive strategy- Cost-based competitive strategies Reading materials: Chapter 3 + Prahalad & Hamel (1990) The core Competence of the corporation, Harvard Business Review + Ch4 |
| 第 7 週 | Model for internal analysis- Developing key resources and capabilities.- Core competence https://www.hbrtaiwan.com/article_content_AR0006627.htmlCompetitive advantages and competitive strategy- Cost-based competitive strategies Reading materials: Chapter 3 + Prahalad & Hamel (1990) The core Competence of the corporation, Harvard Business Review + Ch4 |
| 第 8 週 | Mid-term exam |
| 第 9 週 | Competitive advantages and competitive strategy - Identifying competitive advantages- Dynamic capabilitiesCorporate strategy - Vertical integration - Diversification strategy Reading materials: Chapter 5 + 6 |
| 第 10 週 | Case Discussion: to be decided |
| 第 11 週 | Corporate strategy - Vertical integration - Diversification strategy M& A and strategic alliances- Transactions Costs In-class case study: 帶動成長的通路,規模大就好嗎?Reading materials: Chapter 6 + 7 |
| 第 12 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 situationReading materials: Chapter 7, 9 |
| 第 13 週 | Global Strategy - The trade-offs involved in different international entry modes - Sources of national advantages - Types of international strategies Reading materials: Chapter 8Assigned case: to be decided |
| 第 14 週 | Global Strategy (Cont.) - Managing the corporate portfolio and a multinational company - Managing changes in a multinational companyIn-class case study: 跨國合併不合拍 Reading materials: Chapter 8 |
| 第 15 週 | Case Discussion: to be decided |
| 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
- Please make an appointment
- 聯絡方式
- cyhwang@nycu.edu.tw