策略管理
Strategic Management
| 節 | 週二 |
|---|---|
A 18:30–19:20 | 策略管理 M115 3 節連堂 |
B 19:30–20:20 | |
C 20:30–21:20 |
* 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 In-class case studies Individual written coursework*1 2.考試狀況 Mid-term exam / Final exam 3.評量方法 Mid-term exam 20% Final exam 20% Group presentations 20% In-class case studies 10% Individual written coursework 15% Class participation 15%
| 週次 | 主題 |
|---|---|
| 第 1 週 | |
| 第 2 週 | |
| 第 3 週 | Model for external analysis- How smart, connected products are transforming competitionModel for internal analysis- Identifying and evaluating a firm’s resources and capabilities Reading materials: Chapter 2, 3 + 波特描繪競爭新版圖 |
| 第 4 週 | Model for internal analysis- Developing key resources and capabilities.- Core competence https://www.hbrtaiwan.com/article_content_AR0006627.htmlCompetitive advantages and competitive strategy - Identifying competitive advantagesIn-class study 1: 最賺錢單位賺不到任何關注!金雞母部門不平則鳴Reading materials: Chapter 3, 4 + Prahalad & Hamel (1990) The core Competence of the corporation, Harvard Business Review |
| 第 5 週 | In-class case study: Airborne Express Assigned case: to be decided |
| 第 6 週 | Competitive advantages and competitive strategy- Are Your Company's Strengths Really Weaknesses- Dynamic capabilitiesCompetitive rivalry and dynamicsReading materials: Ch4, 5 +公司的強項其實是弱點? |
| 第 7 週 | Case study : to be decided |
| 第 8 週 | Mid-term exam |
| 第 9 週 | Competitive advantages and competitive strategy-Red ocean trapCorporate strategy - Vertical integration - Diversification strategy Reading materials: Chapter 6 +紅海陷阱+低成本策略哪裡錯了+如何因應對手的降價? |
| 第 10 週 | Transformation-The Transformative Business ModelIn-class study 2: 帶動成長的通路,規模大就好嗎?Reading materials: Chapter 8+變形金剛商業模式 |
| 第 11 週 | Global Strategy - The trade-offs involved in different international entry modes - Sources of national advantages - Types of international strategies Reading materials: Chapter 8 |
| 第 12 週 | Global Strategy- Managing the corporate portfolio and a multinational company- Managing changes in a multinational company Reading materials: Chapter 8In-class case study 3: 全球拓點不能只是衝衝衝...我們擴張太快了嗎Assigned case: to be decided |
| 第 13 週 | 全校運動會 |
| 第 14 週 | Case study: to be decided |
| 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 situationReading 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
- by appointment
- 聯絡方式
- cyhwang@nycu.edu.tw