戰(zhàn)略管理

前言

隨著我國(guó)加入WTO，越來越多的國(guó)內(nèi)企業(yè)參與到國(guó)際競(jìng)爭(zhēng)中來，用國(guó)際上通用的語(yǔ)言思考、工作、交流的能力也越來越受到重視。這樣一種能力也成為我國(guó)各類人才參與競(jìng)爭(zhēng)的一種有效工具。國(guó)家教育機(jī)構(gòu)、各類院校以及一些主要的教材出版單位一直在思考，如何順應(yīng)這一發(fā)展潮流，推動(dòng)各層次人員通過學(xué)習(xí)來獲取這種能力。雙語(yǔ)教學(xué)就是這種背景下的一種嘗試。雙語(yǔ)教學(xué)在我國(guó)主要指漢語(yǔ)和國(guó)際通用的英語(yǔ)教學(xué)。事實(shí)上，雙語(yǔ)教學(xué)在我國(guó)教育界已經(jīng)不是一個(gè)陌生的詞匯了，以雙語(yǔ)教學(xué)為主的科研課題也已列入國(guó)家“十五”規(guī)劃的重點(diǎn)課題。但從另一方面來看，雙語(yǔ)教學(xué)從其誕生的那天起就被包圍在人們的贊成與反對(duì)聲中。如今，依然是有人贊成有人反對(duì)，但不論是贊成居多還是反對(duì)占上，雙語(yǔ)教學(xué)的規(guī)模和影響都在原有的基礎(chǔ)上不斷擴(kuò)大，且呈大發(fā)展之勢(shì)。一些率先進(jìn)行雙語(yǔ)教學(xué)的院校在實(shí)踐中積累了經(jīng)驗(yàn)，不斷加以改進(jìn)；一些待進(jìn)入者也在模仿中學(xué)習(xí)，并靜待時(shí)機(jī)成熟時(shí)加入這一行列。由于我國(guó)長(zhǎng)期缺乏講第二語(yǔ)言（包括英語(yǔ)）的環(huán)境，開展雙語(yǔ)教學(xué)面臨特殊的困難，因此，選用合適的教材就成為雙語(yǔ)教學(xué)成功與否的一個(gè)重要問題。我們認(rèn)為，雙語(yǔ)教學(xué)從一開始就應(yīng)該使用原版的各類學(xué)科的教材，而不是由本土教師自編的教材，從而可以避免中國(guó)式英語(yǔ)問題，保證語(yǔ)言的原汁原味。各院校除應(yīng)執(zhí)行國(guó)家頒布的教學(xué)大綱和課程標(biāo)準(zhǔn)外，還應(yīng)根據(jù)雙語(yǔ)教學(xué)的特點(diǎn)和需要，適當(dāng)調(diào)整教學(xué)課時(shí)的設(shè)置，合理選擇優(yōu)秀的、合適的雙語(yǔ)教材。順應(yīng)這樣一種大的教育發(fā)展趨勢(shì)，中國(guó)人民大學(xué)出版社同眾多國(guó)際知名的大出版公司，如麥格勞一希爾出版公司、培生教育出版公司等合作，面向大學(xué)本科生層次，遴選了一批國(guó)外最優(yōu)秀的管理類原版教材，涉及專業(yè)基礎(chǔ)課，人力資源管理、市場(chǎng)營(yíng)銷及國(guó)際化管理等專業(yè)方向課，并廣泛聽取有著豐富的雙語(yǔ)一線教學(xué)經(jīng)驗(yàn)的教師的建議和意見，對(duì)原版教材進(jìn)行了適當(dāng)?shù)母木?，刪減了一些不適合我國(guó)國(guó)情和不適合教學(xué)的內(nèi)容；另一方面，根據(jù)教育部對(duì)雙語(yǔ)教學(xué)教材篇幅合理、定價(jià)低的要求，我們更是努力區(qū)別于目前市場(chǎng)上形形色色的各類英文版、英文影印版的大部頭，將目標(biāo)受眾鎖定在大學(xué)本科生層次。本套教材尤其突出了以下一些特點(diǎn)：·保持英文原版教材的特色。本套雙語(yǔ)教材根據(jù)國(guó)內(nèi)教學(xué)實(shí)際需要，對(duì)原書進(jìn)行了一定的改編，主要是刪減了一些不適合教學(xué)以及不符合我國(guó)國(guó)情的內(nèi)容，但在體系結(jié)構(gòu)和內(nèi)容特色方面都保持了原版教材的風(fēng)貌。專家們的認(rèn)真改編和審定，使本套教材既保持了學(xué)術(shù)上的完整性，又貼近中國(guó)實(shí)際；既方便教師教學(xué)，又方便學(xué)生理解和掌握?！ね怀龉芾眍悓I(yè)教材的實(shí)用性。本套教材既強(qiáng)調(diào)學(xué)術(shù)的基礎(chǔ)性，又兼顧應(yīng)用的廣泛性；既側(cè)重讓學(xué)生掌握基本的理論知識(shí)、專業(yè)術(shù)語(yǔ)和專業(yè)表達(dá)方式，又考慮到教材和管理實(shí)踐的緊密結(jié)合，有助于學(xué)生形成專業(yè)的思維能力，培養(yǎng)實(shí)際的管理技能?！んw系經(jīng)過精心組織。本套教材在體系架構(gòu)上充分考慮到當(dāng)前我國(guó)在本科教育階段推廣雙語(yǔ)教學(xué)的進(jìn)度安排，首先針對(duì)那些課程內(nèi)容國(guó)際化程度較高的學(xué)科進(jìn)行雙語(yǔ)教材開發(fā)，在其專業(yè)模塊內(nèi)精心選擇各專業(yè)教材。這種安排既有利于我國(guó)教師摸索雙語(yǔ)教學(xué)的經(jīng)驗(yàn)，使得雙語(yǔ)教學(xué)貼近現(xiàn)實(shí)教學(xué)的需要；也有利于我們收集關(guān)于雙語(yǔ)教學(xué)教材的建議，更好地推出后續(xù)的雙語(yǔ)教材及教輔材料?！て侠恚瑑r(jià)格相對(duì)較低。

內(nèi)容概要

本書是一部戰(zhàn)略管理的經(jīng)典著作，英文版在美國(guó)一直得到廣大工商界人士、教授和MBA學(xué)生的普遍認(rèn)可，引入國(guó)內(nèi)以來也廣受好評(píng)。第8版沿襲了原有的框架體系，再次為讀者展示了充滿睿智并兼具實(shí)踐性的戰(zhàn)略管理分析：    1.精心整合戰(zhàn)略管理領(lǐng)域著名的兩大理論：工業(yè)組織經(jīng)濟(jì)學(xué)和企業(yè)資源基礎(chǔ)觀，以解釋戰(zhàn)略管理過程及其在各種類型組織中的應(yīng)用。    2.全面涵蓋戰(zhàn)略管理理論，采用經(jīng)典的研究成果，同時(shí)包含許多戰(zhàn)略管理文獻(xiàn)的最新內(nèi)容。    3.應(yīng)用導(dǎo)向，展示了大量有關(guān)戰(zhàn)略管理思想、技術(shù)和工具的范例和應(yīng)用。    4.案例全面更新，多數(shù)案例附有完整的財(cái)務(wù)數(shù)據(jù)。    由于原書篇幅較大，為了更加適合國(guó)內(nèi)高?！皯?zhàn)略管理”課程雙語(yǔ)教學(xué)的需要，改編者對(duì)原著作了小幅刪減，刪除了原書的“戰(zhàn)略創(chuàng)業(yè)”一章及“公司治理”一章中公司控制權(quán)市場(chǎng)部分的內(nèi)容。此外，原書的24個(gè)案例保留了8個(gè)經(jīng)典案例：AMD與英特爾、波音、戴爾、福特、華為、微軟、雀巢及沃爾瑪。

作者簡(jiǎn)介

邁克爾·A·希特（Michael A．Hitt）得克薩斯農(nóng)工大學(xué)杰出教授，擁有商業(yè)領(lǐng)導(dǎo)力方向的Joseph Foster教席。于科羅拉多大學(xué)獲博士學(xué)位。與人合著/合編著作26部，發(fā)表論文150篇。
    在多家國(guó)際著名期刊的審稿委員會(huì)任職，包括Academy of Management Journal，Academy of Mana

書籍目錄

前言第1篇　戰(zhàn)略管理的輸入　第1章　什么是戰(zhàn)略管理　第2章　外部環(huán)境：競(jìng)爭(zhēng)與機(jī)遇　第3章　內(nèi)部組織：行動(dòng)、資源和能力第2篇　戰(zhàn)略行動(dòng)：戰(zhàn)略規(guī)劃　第4章　建立并維持競(jìng)爭(zhēng)優(yōu)勢(shì)　第5章　業(yè)務(wù)層戰(zhàn)略　第6章　公司層戰(zhàn)略　第7章　收購(gòu)與重組戰(zhàn)略　第8章　國(guó)際化戰(zhàn)略　第9章　合作戰(zhàn)略第3篇　戰(zhàn)略行動(dòng)：戰(zhàn)略執(zhí)行　第10章　公司治理　第11章　組織結(jié)構(gòu)與控制　第12章　戰(zhàn)略領(lǐng)導(dǎo)力第4篇　案例  案例1　AMD與英特爾：競(jìng)爭(zhēng)的挑戰(zhàn)  案例2　波音：重新界定戰(zhàn)略，管理競(jìng)爭(zhēng)市場(chǎng)  案例3　戴爾：從一家低成本的PC制造商成長(zhǎng)為一家創(chuàng)新型公司  案例4　福特汽車公司  案例5　華為：思科的中國(guó)對(duì)手  案例6　微軟的多元化經(jīng)營(yíng)戰(zhàn)略  案例7　雀巢：在成熟市場(chǎng)持續(xù)增長(zhǎng)  案例8　沃爾瑪公司-

章節(jié)摘錄

插圖：Managing Cooperative StrategiesAlthough cooperative strategies are an important means of firm growth and enhancedperformance，managing these strategies is challenging.Learning how to effectively man-age cooperative strategies is important however,in that being able to do so can be a sourceof competitive advantage.128 Because the ability to effectively manage cooperative strate-gies is unevenly distributed across organizations in general，assigning managerial respon-sibility for a firm's cooperative strategies to a high-level executive or to a team improvesthe likelihood that the strategies will be well managed.Those responsible for managing the firm's set of cooperative strategies should takethe actions necessary to coordinate activities，categorize knowledge 1earned from previ-OUS experiences，and make certain that what the firm knows about how to effectivelyform and use cooperative strategies is in the hands of the right people at the right time.And firms must learn how to manage both the tangible assets and the intangible assets（such as knowledge）that are involved with a cooperative arrangement.Too often，part-ners concentrate on managing tangible assets at the expense of taking action to also man-age a cooperative relationship’s intangible assets.129Two primary approaches are used to manage cooperative strategies——cost minimization and opportunity maximization”。（see Figure 9.4）.In the cost minimization management approach，the firm develops formal contracts with its partners.These contractsspecify how the cooperative strategY is to be monitored and how partner behavior isto be controlled.The TNK-BP joint venture discussed previously is managed throughcontractual agreements.The goal of the cost minimization approach is to minimize thecooperative strategy’s cost and to prevent opportunistic behavior by a partner.The focusof the second managerial approach——opportunity maximization——is on maximizing apartnership’s value.creation opportunities.In this case，partners are prepared to takeadvantage of unexpected opportunities to learn from each other and to explore addi.tional marketplace possibilities.Less formal contracts，with fewar constraints on partners’behaviors，make it possible for partners to explore how their resources and capabilities can be shared in multiple value.creating ways.Firms can successfully use both approaches to manage cooperative strategies.However，the costs to monitor the cooperative strategY are greater with cost minimiza.tion，in that writing detailed contracts and using extensive monitoring mechanisms isexpensive，even though the approach is intended to reduce alliance costs.Although mon-itoring systems may prevent partners from acting in their own best interests，they alsooften preclude positive responses to new opportunities that surface to use the alliance'scompetitive advantages.Thus，formal contracts and extensive monitoring systems tendto stifle partners'efforts to gain maximum value from their participation in a cooperativestrategy and require significant resources to put into place and use.The relative lack of detail and formality that is a part of the contract developed byfirms using the second management approach of opportunity maximization means thatfirms need to trust each other to act in the partnership’s best interests.A psychological state，trust in the context of cooperative arrangements is“the expectation held by onefirm that another will not exploit its vulnerabilities when faced with the opportunity to do so.”132 When partners trust each other，there is less need to write detailed formal contracts to specify each firm’s alliance behaviors）13’and the cooperative relationship tendsto be more stable.134 On a relative basis，trust tends to be more difficult to establish ininternational cooperative strategies compared with domestic ones.Differences in tradepolicies，cultures，laws，and politics that are part of cross-border alliances account forthe increased difficulty.When trust exists，partners’monitoring costs are reduced andopportunities to create value are maximized.EssentiaUy，in these cases，the firms havebuilt social capital.135 According to company officials.the alliance between Renault andNissan that we examined in the Strategic Focus is built on“mutual trust between thetwo partners…together with operating and confidentiality rules.”136  Research showing that trust between partners increases the likelihood of alliancesuccess seems to highlight the benefits of the opportunity maximization approach tomanaging cooperative strategies.Trust may also be the most efficient way to influenceand control alliance partners’behaviors.Research indicates that trust can be a capabil.ity that is valuable，rare，imperfectly imitable，and often nonsubstitutable.137 Thus，firmsknown to be trustworthy can have a competitive advantage in terms of how they developand use cooperative strategies.138 One reason is that it is impossible to specify all operational details of a cooperative strategY in a formal contract.Confidence that its partnercan be trusted reduces the firm's concern about the inability to contractually control a11alliance details.A cooperative strategy is one where f_rms work together toachieve a shared objective Strategic alliances.where firmscombine some of their resources and capabilities to createa competitive advantage.are the prima ry form of coopera-tive strategies Joint ventu res fwhere firms create and ownequal shares of a new venture that is Intended to developcompetitive advantages），equity strategic alliances（whereflrms own different sha res of a newly created venture）andnonequity strategic alliances（where fi rms cooperate through acontractuaI relationship）a re the th ree basic types of strategicalliances.Outsou rcing，discussed in Chapter 3，commonlyoccurs as flrms form nonequity strategic alliancesCollusive strategies a re the second type of cooperative strategies（with strategic alliances being the other）.In many economies，explicit collusive strategies are illegal unless sanctionedby gove rnment policies Increasing globalization has led tofewer government-sanctioned situations of explicit collusionTacit collusion，also called mutuaI forbea rance.is a coopera-live strategy th rough which firms tacitly cooperate to reduceindustry output below the potentiaI competitive output Ievelthereby raising prices above the competitive levelThe reasons firms use coope rative strategies va ry by slowcycle.fast-cycle，and standa rd-cycle market conditions.Toenter restricted ma rkets（slow-cycle）.to move quickly fromone competitive advantage to another（fast-cycle），and to gainmarket power（standa rd-cycle）a re among the reasons whyfirms choose to use cooperative strategies.Four buslness-level cooperative strategies are used tohelp the f_rm improve its performance in individuaI productma rkets（1）Th rough vertical and horizontal complementaryalliances，companies combine thei r resou rces and capabili-ties to create value In different parts（vertical）or the samepa rts（horizontal）of the vaIue chain（2）Competition-responding strategies a re formed to respond to competitors'actions，especially strategic ones（3）Competition-reducingstrategies a re used to avoid excessive competition whilethe fI rm ma rshals jts resources and capabilities to improveits competitiveness（4）Uncertainty-reducing strategiesare used to hedge against the risks created by the conditions of unce rtain competitive envi ronments（such as newproduct ma rkets）Complementa ry alliances have the highestprobability of yielding a sustainable competitive advantage；competition-reducing alliances have the lowest probability ofdoing so.Firms use corporate-level coope rative strategies to engagein p roduct and／or geog raphic dive rsification Th roughdive rsifying strategic alliances.

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《戰(zhàn)略管理概念與案例(第8版)》可以作為管理專業(yè)研究生、本科生的教材，也可以在MBA、EMBA教學(xué)和企業(yè)培訓(xùn)中使用。

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