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 In-class case studies Individual written coursework*1 2.評量方法 Group presentations 55% Individual written coursework 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 |
| 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 + 競爭力如何形塑策略 |
| 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 +波特新論競爭五力 |
| 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 In-class study: 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 + Prahalad & Hamel (1990) The core Competence of the corporation, Harvard Business Review |
| 第 5 週 | In-class case study: Airborne Express Assigned |
| 第 6 週 | Competitive advantages and competitive strategy - Identifying competitive advantages - Are Your Company's Strengths Really Weaknesses Reading materials: Ch4 +公司的強項其實是弱點? |
| 第 7 週 | Competitive advantages and competitive strategy - Dynamic capabilities - Cost-based competitive strategies Reading materials: Ch5 + 紅海陷阱 + 低成本策略哪裡錯了 |
| 第 8 週 | Competitive advantages and competitive strategy - Competitive rivalry and dynamics In-class case study 1: 高單價或大眾化? Reading materials: Ch5+ 如何因應對手的降價? |
| 第 9 週 | In-class case study: to be decided |
| 第 10 週 | Corporate strategy - Vertical integration - Diversification strategy In-class case study2: 帶動成長的通路,規模大就好嗎? Reading materials: Chapter, 5, 6 + handout |
| 第 11 週 | Transformation - The Transformative Business Model In-class case study: 成長下一步該進攻哪個戰場 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 |
| 第 13 週 | Global Strategy (Cont.) - Managing the corporate portfolio and a multinational company - Managing changes in a multinational company In-class case study 3:全球拓點不能只是衝衝衝...我們擴張太快了嗎 Reading materials: Chapter 8 |
| 第 14 週 | In-class case study: Levendary Café: 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 | In-class case study 4: 跨國合併不合拍 To wrap up Reading materials: Chapter 7, 9 |
Hitt, Ireland, & Hoskisson (2016), Strategic Management Competitiveness & Blobalization (12e) (滄海書局) (新版課本僅增編個案及售價,並無修改內容)
- 地點
- M208
- 時間
- by appointment
- 聯絡方式
- cyhwang@nycu.edu.tw