戰(zhàn)略管理精要

前言

Essentials of Strategic Management treatscore topics and current issues in the fielddirectly and concisely without compro-mising learning.With just eight chapters，itticlws at a brisk pace.While it is half the sizeof standard texts，Essentials covers all majorstrategic management topics，including classic and modern theory；draws on the contribu-tions of leading authors in the field；andinterlaces all its presentations with current debates，current perspectives，and current examples.Essentials gives vou the most essential information about strategy along、vith the option to build a course tO your own particular specifications by（1）adding your own readings，（2）running a simulation，（3）selecting your own cases，and（4）experi-menting with exercises——in short，custom-izing your course to suit your teaching style and goals.  Three theoretical foundations.above a11 other concerns，influenced the shape of this book.First was the traditional strategic management process model This approach is based primarily on applications of industrial organization economics and other classic writings from a wide range of the pioneers in the field.It includes analysis of the firm and its environment（SWOT analysis），as well as strategy fo rmulation，implementation，and control.

內(nèi)容概要

　　挖掘精煉。有效的戰(zhàn)略管理資源！《戰(zhàn)略管理精要》（第4版）檢驗(yàn)了在公司競(jìng)爭領(lǐng)域成功的管理過程、環(huán)境和執(zhí)行。這一版本精煉的內(nèi)容與現(xiàn)今的課程講授保持一致。當(dāng)然，傳統(tǒng)的經(jīng)濟(jì)過程模型、基于資源的模型以及股東理論本版仍然保留著。精要版給予師生選擇的自由，這種客戶訂制版是理想的教學(xué)工具。精要版新的內(nèi)容包括全球競(jìng)爭范圍的戰(zhàn)略化、新增的全球化挑戰(zhàn)以及更多的倫理主題。這一精要版的特點(diǎn)是：　　采取更有效的方法，以給課程、實(shí)踐訓(xùn)練和相關(guān)閱讀留出時(shí)間?！　≌n文內(nèi)容利用了更多的戰(zhàn)略管理過程模式。　　以領(lǐng)先企業(yè)的實(shí)例來說明開發(fā)決策制定和分析技術(shù)的全球化主要觀點(diǎn)。　　每一章以“聚焦戰(zhàn)略”開始，以“關(guān)鍵點(diǎn)綜述”結(jié)尾來幫助學(xué)生學(xué)習(xí)。

作者簡介

作者：（美國）杰弗里·S.哈里森（Jeffrey S.Harrison） （美國）卡倫·H.圣約翰（Caron H.St.John） 注譯：陳繼祥杰弗里·S.哈里森，里士滿大學(xué)羅賓斯商學(xué)院戰(zhàn)略管理學(xué)W.大衛(wèi)·羅賓斯講席教授，在此之前，他曾服務(wù)于康奈爾大學(xué)。哈里森博士研究興趣包括戰(zhàn)略管理、商業(yè)倫理，尤其擅長并購、多元化、戰(zhàn)略聯(lián)盟以及股東管理。他的大部分論文發(fā)表于權(quán)威雜志，如Academy of Management Journal, Strategic Management，Journal以及Journal of Business Ethics。他共主編或合編六部著作，并在數(shù)家公司擔(dān)任顧問或培訓(xùn)師。卡倫·H.圣約翰，克萊姆森大學(xué)研究生項(xiàng)目和創(chuàng)新臨時(shí)副主任，MBA項(xiàng)目和Spiro企業(yè)領(lǐng)導(dǎo)學(xué)院主管，教授。她的研究興趣包括企業(yè)競(jìng)爭、技術(shù)、經(jīng)營戰(zhàn)略。她的論文發(fā)表于Academy Management Review, Strategic Management Journal以及Production and Operations  Management。她與杰夫·哈里森合編了兩部戰(zhàn)略管理的教材，同時(shí)她還活躍于戰(zhàn)略、企業(yè)家和創(chuàng)新管理的經(jīng)理及研究生教育。

書籍目錄

1.The Strategic Management Process　What is Strategic Management？　Alternative Perspectives on Strategy Development　Strategic Thinking　Key Points Summary　References2.TheExternalEnvironment　The Broad Environment　The Task Environment 　Global Business Environments 　Key Points Summary　References3.Organizational Resources and Competitive Advantage　The Strategic Value of Internal Resources and Capabilities　Human Resources　Physical Resources　Financial Resources　Knowledge and Learning Resources　General Organizational Resources　ResourceAnalysis and the DevelopmentofStrategy　Key Points Summary　References4.Strategic Direction　Influences OD Strategic Direction　OrganizationalMission andVisionStatements　Business Definition　Organizational Values and Purpose　KeyPefints Summary　References5.Business-Level Strategies　Growth Strategias　Competitive Strategies　Strategies in an International Context　Changes in Strategy Over Time　Key Points Summary　References6.Corporate Strategies　Development of Corporate Strategy　Diversification Methods　Portfolio Management　Key Points Summary　References7.Strategy Implementation　Leadership　Organization Culture and Energy　Functional Strategies　Executing Global Strategies　Organizational Structure　Xey Points Summary　References8.Strategic Controland　Restructuring　Strategic Control Systems 　Strategic Restructuring 　The Challenge of the Future 　Key Points Summary　ReferencesAppendixmPreparing a Strategic Analysis　Structuring an Environmental Analysis　Structuring an Organizational Analysis 　Developing a Strategic Plan 　A Note to Students

章節(jié)摘錄

A rigid strategic planning process can drive out strategic thinking.For example，some firms require their managers to estabfish and follow very detailed plans which do not allow for deviations.Other firms harshly penalize their managers for failure，SO they are afraid to try new ideas.Efiective strategm planning processes incorporate creative aspects associated with strategic thinking.  There is no consensus on the meaning of strategic thinking or exactly what it entails.However，certain characteristics are associated、Ⅳith the kind of thinl（ing that is needed to stimulate innovation in the strategic planning process.These characteristics are a foCUS on strategic intent，a long-term perspective，consideration of the past and the present，a systems perspective，the ability to seize unanticipated opportunities，and a scientific approach.30  1.Focus D，l strategic in~nL Some peoplethink of creative processes as beingpurely  random  and  unstructured.However，strategic thinking is not arandom process.It is based on a visionof where the organization is attemptingto go.This vision is sometimes calledstrategic intent.Strategic thinking leadsto ideas that will help the organizationachieve its vision.  the future.

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《戰(zhàn)略管理精要(第4版)》：高等院校雙語教學(xué)適用教材·工商管理。

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