书籍详情
战略管理（英文版）
作者：王圣元，赵彤 著
出版社：东南大学出版社
出版时间：2015-12-01
ISBN：9787564161927
定价：¥49.80
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内容简介
《知行经管系列：战略管理（英文版）》在借鉴和吸收国内外战略管理理论和新研究成果的基础上，密切结合国内企业战略管理的实际情况，介绍了战略管理的基础知识、基本方法和战略管理的前沿问题。战略管理的内容从三大阶段，即战略设计、战略实施和战略评估展开，详述了战略管理包含的四个关键要素：战略分析——了解组织所处的环境和相对竞争地位；战略选择——战略制定、评价和选择；战略实施——采取措施发挥战略作用；战略评价和调整——检验战略的有效性。《知行经管系列：战略管理（英文版）》在内容方面的特色在于既包括基础理论和前沿性内容，又包括实务方面的知识，深入浅出，体系新颖完善。
作者简介
暂缺《战略管理（英文版）》作者简介
目录
Part 1 Fundamentals of Strategy
Chapter 1Strategic Management
1．1 Concept
1．2 The Competitive I．andscape
1．3 The I／O Model of Above—Average Returns
1．4 The Resource—Based Model of Above—Average Returns
1．5 Vision and Mission
1．6 Stakeholders
Chapter 2 The External Environment Analysis
2．1 The General，Industry，and Competitor Environments
2．2 External Environmental Analysis
2．3 Segments of the General Environment
2．4 Industry Environment Analysis
2．5 Interpreting Industry Analyses
2．6 Strategic Groups
Chapter 3 The Internal Organization
3．1 Analyzing the Internal Organization
3．2 Resources，Capabilities，and Core Competencies
3．3 Core Competencies
3．4 Outsourcing
3．5 Strategic Decisions
Chapter 4 Business Level Strategy
4．1 Business—Level Strategy
4．2 Customers：Their Relationship with BusinessLevel Strategies
4．3 The Purpose of a Business—Level Strategy
4．4 Types of Business—Level Strategies
Chapter 5 Competitive Behavior
5．1 A Model of Competitive Rivalry
5．2 Competitor Analysis
5．3 Drivers of Competitive Actions
5．4 Competitive Rivalry
5．5 Likelihood of Attack
5．6 Likelihood of Response
5．7 Competitive Dynamics
Chapter 6 CorporateLevel Strategy
6．1 Levels of Diversification
6．2 Reasons for Diversification
6．3 Value—Creating Diversification
6．4 Diversification
6．5 Unrelated Diversification
6．6 Value—Neutral Diversification
6．7 ValueReducing Diversification：Managerial Motives to Diversify
Chapter 7 Merger and Acquisition Strategies
7．1 The Popularity of Merger and Acquisition Strategies
7．2 Reasons for Acquisitions
7．3 Problems in Achieving Acquisition Success
7．4 Effective Acquisitions
7．5 Restructuring
Chapter 8 International Strategy
8．1 Identifying International Opportunities：Incentives to Use an International Strategy
8．2 International Strategies
8．3 Environmental Trends
8．4 International Entry Mode
8．5 Strategic Competitive Outcomes
8．6 Risks in an International Environment
Chapter 9 Cooperative Strategy
9．1 Strategic Alliances as a Primary Type of Cooperative Strategy
9．2 Business—Level Cooperative Strategy
9．3 Corporate—I．evel Cooperative Strategy
9．4 International Cooperative Strategy
9．5 Network Cooperative Strategy _
9．6 Competitive Risks with Cooperative Strategies
9．7 Managing Cooperative Strategies
Chapter 10 Corporate Governance_
10．1 Separation of Ownership and Managerial Control
10．2 Ownership Concentration
10．3 Board of Directors
10．4 Executive Compensation
10．5 Market for Corporate Control
10．6 International Corporate Governance
10．7 Governance Mechanisms and Ethical Behavior
Chapter 11 organizatiOnal Structure and Control
11．1 Organizational Structure and Controls
11．2 Relationships between Strategy and Structure
11．3 Evolutionary Patterns of Strategy and Organizational Structure
11．4 Implementing Business—Level Cooperative Strategies
11．5 Implementing Corporate—Level Cooperative Strategies
11．6 Implementing International Cooperative Strategies
Chapter 12 Strategic Leadership
12．1 Strategic Leadership and Style
12．2 The Role of Top—Level Managers
12．3 Managerial Succession
12．4 Key Strategic Leadership Actions
Part 2 Special Topics of Strategy
Chapter 13 Strategic Information System
13．1 History of SIS
13．2 Definition
13．3 Three General Types
13．4 Gaining Competitive Advantage
13．5 Models for Strategic Information System
Chapter 14 Strategic Alliance
14．1 Definitions
14．2 Typology
14．3 Historical Development of Strategic Alliances
14．4 Goals of Strategic Alliances
14．5 AdVantages／Disadvantages
14．6 Success Factors
14．7 Further Important Factors
14．8 Risks
14．9 Importance of Strategic Alliances
14．10 Life Cycle of a Strategic Alliance
Chapter 15 Strategic Innovation
15．1 Define Strategic Entrepreneurship and Corporate Entrepreneurship
15．2 Entrepreneurship and Entrepreneurial Opportunities
15．3 Innovation
15．4 International Entrepreneurship
15．5 Incremental and Radical Innovation
15．6 Implementing Internal Innovations
15．7 Innovation through Cooperative Strategies
15．8 Innovation through Acquisitions
15．9 Creating Value through Strategic Entrepreneurship
Chapter 16 Strategy and Game Theory
16．1 Strategy
16．2 Nash Equilibrium
16．3 Evolutionarily Stable Strategy
Chapter 17 Industry 4．0 and Strategy
17．1 Industry 4．0
l7．2 Comparison of Germany and China，the Industry 4．0 Strategy Approach for China
Chapter 18 Electronic Business and Strategy_
18．1 Electronic Business
18．2 Concerns
18．3 Online Shopping
18．4 Customers
18．5 Payment
18．6 Product Delivery
18．7 Shopping Cart systems
18．8 Advantages
18．9 Disadvantages
18．10 Impact of Reviews on Consumer Behaviour
Part 3 Research Methods and Exercises
Chapter 19 Qualitative Research
19．1 Data Collection，Analysis and Field Research Design
19．2 Specialized Uses of Qualitative Research
19．3 Data Analysis
Chapter 20 Quantitative Research
20．1 CIverview
20．2 Use of Statistics
20．3 Measurement
20．4 Relationship with Qualitative Methods
Chapter 21 Survey Research
21．1 Sampling
21．2 Correlation and Causality
21．3 Research Designs
21．4 Questionnaires
Chapter 22 Sampling
22．1 Population Definition
22．2 Sampling Frame
22．3 Probability and Nonprobability Sampling
22．4 Sampling Methods
22．5 Errors in Sample Surveys
22．6 Survey Weights
Chapter 23 Secondary Research
23．1 Secondary Research
23．2 Meta—Analysis
Chapter 24 Strategic Management Cases
24．1 It Was the Season for E—Splurging
24．2 Business Japanese—Style
24．3 Public Policy and Ethics in Marketing Research
24．4 From Stiff Upper Lip to New British Hip—British Airways Updates Its Image and Its Fleet
24．5 The Meat and Potatoes of Online Shopping
24．6 Foreign Rivals VS．the Chinese：If You Can’t Beat Them
24．7 The Buyer Always Wins
24．8 The Rise and Fall of New Coke：What’S the Problem7
24．9 Value Pricing：Offering More for Less
24．10 International Promotional Strategy
24．11 International Segmentation
24．12 FedExCreating Competitive Advantage
24．13 From A—Z，Not A—B：DHL Is Far More Than Just a Carrier
24．14 Practice Cases Magna Health
Chapter 25 Experiential Exercises
25．1 Creating a Shared Vision
25．2 The Oracle at Delphi
25．3 Internet Exercise
25．4 Customer Needs and Stock Trading
25．5 Internet Exercise：Cisco Systems
25．6 Corporate Juggling
25．7 Governance and Personal Investments
参考文献（References）
后记
Chapter 1Strategic Management
1．1 Concept
1．2 The Competitive I．andscape
1．3 The I／O Model of Above—Average Returns
1．4 The Resource—Based Model of Above—Average Returns
1．5 Vision and Mission
1．6 Stakeholders
Chapter 2 The External Environment Analysis
2．1 The General，Industry，and Competitor Environments
2．2 External Environmental Analysis
2．3 Segments of the General Environment
2．4 Industry Environment Analysis
2．5 Interpreting Industry Analyses
2．6 Strategic Groups
Chapter 3 The Internal Organization
3．1 Analyzing the Internal Organization
3．2 Resources，Capabilities，and Core Competencies
3．3 Core Competencies
3．4 Outsourcing
3．5 Strategic Decisions
Chapter 4 Business Level Strategy
4．1 Business—Level Strategy
4．2 Customers：Their Relationship with BusinessLevel Strategies
4．3 The Purpose of a Business—Level Strategy
4．4 Types of Business—Level Strategies
Chapter 5 Competitive Behavior
5．1 A Model of Competitive Rivalry
5．2 Competitor Analysis
5．3 Drivers of Competitive Actions
5．4 Competitive Rivalry
5．5 Likelihood of Attack
5．6 Likelihood of Response
5．7 Competitive Dynamics
Chapter 6 CorporateLevel Strategy
6．1 Levels of Diversification
6．2 Reasons for Diversification
6．3 Value—Creating Diversification
6．4 Diversification
6．5 Unrelated Diversification
6．6 Value—Neutral Diversification
6．7 ValueReducing Diversification：Managerial Motives to Diversify
Chapter 7 Merger and Acquisition Strategies
7．1 The Popularity of Merger and Acquisition Strategies
7．2 Reasons for Acquisitions
7．3 Problems in Achieving Acquisition Success
7．4 Effective Acquisitions
7．5 Restructuring
Chapter 8 International Strategy
8．1 Identifying International Opportunities：Incentives to Use an International Strategy
8．2 International Strategies
8．3 Environmental Trends
8．4 International Entry Mode
8．5 Strategic Competitive Outcomes
8．6 Risks in an International Environment
Chapter 9 Cooperative Strategy
9．1 Strategic Alliances as a Primary Type of Cooperative Strategy
9．2 Business—Level Cooperative Strategy
9．3 Corporate—I．evel Cooperative Strategy
9．4 International Cooperative Strategy
9．5 Network Cooperative Strategy _
9．6 Competitive Risks with Cooperative Strategies
9．7 Managing Cooperative Strategies
Chapter 10 Corporate Governance_
10．1 Separation of Ownership and Managerial Control
10．2 Ownership Concentration
10．3 Board of Directors
10．4 Executive Compensation
10．5 Market for Corporate Control
10．6 International Corporate Governance
10．7 Governance Mechanisms and Ethical Behavior
Chapter 11 organizatiOnal Structure and Control
11．1 Organizational Structure and Controls
11．2 Relationships between Strategy and Structure
11．3 Evolutionary Patterns of Strategy and Organizational Structure
11．4 Implementing Business—Level Cooperative Strategies
11．5 Implementing Corporate—Level Cooperative Strategies
11．6 Implementing International Cooperative Strategies
Chapter 12 Strategic Leadership
12．1 Strategic Leadership and Style
12．2 The Role of Top—Level Managers
12．3 Managerial Succession
12．4 Key Strategic Leadership Actions
Part 2 Special Topics of Strategy
Chapter 13 Strategic Information System
13．1 History of SIS
13．2 Definition
13．3 Three General Types
13．4 Gaining Competitive Advantage
13．5 Models for Strategic Information System
Chapter 14 Strategic Alliance
14．1 Definitions
14．2 Typology
14．3 Historical Development of Strategic Alliances
14．4 Goals of Strategic Alliances
14．5 AdVantages／Disadvantages
14．6 Success Factors
14．7 Further Important Factors
14．8 Risks
14．9 Importance of Strategic Alliances
14．10 Life Cycle of a Strategic Alliance
Chapter 15 Strategic Innovation
15．1 Define Strategic Entrepreneurship and Corporate Entrepreneurship
15．2 Entrepreneurship and Entrepreneurial Opportunities
15．3 Innovation
15．4 International Entrepreneurship
15．5 Incremental and Radical Innovation
15．6 Implementing Internal Innovations
15．7 Innovation through Cooperative Strategies
15．8 Innovation through Acquisitions
15．9 Creating Value through Strategic Entrepreneurship
Chapter 16 Strategy and Game Theory
16．1 Strategy
16．2 Nash Equilibrium
16．3 Evolutionarily Stable Strategy
Chapter 17 Industry 4．0 and Strategy
17．1 Industry 4．0
l7．2 Comparison of Germany and China，the Industry 4．0 Strategy Approach for China
Chapter 18 Electronic Business and Strategy_
18．1 Electronic Business
18．2 Concerns
18．3 Online Shopping
18．4 Customers
18．5 Payment
18．6 Product Delivery
18．7 Shopping Cart systems
18．8 Advantages
18．9 Disadvantages
18．10 Impact of Reviews on Consumer Behaviour
Part 3 Research Methods and Exercises
Chapter 19 Qualitative Research
19．1 Data Collection，Analysis and Field Research Design
19．2 Specialized Uses of Qualitative Research
19．3 Data Analysis
Chapter 20 Quantitative Research
20．1 CIverview
20．2 Use of Statistics
20．3 Measurement
20．4 Relationship with Qualitative Methods
Chapter 21 Survey Research
21．1 Sampling
21．2 Correlation and Causality
21．3 Research Designs
21．4 Questionnaires
Chapter 22 Sampling
22．1 Population Definition
22．2 Sampling Frame
22．3 Probability and Nonprobability Sampling
22．4 Sampling Methods
22．5 Errors in Sample Surveys
22．6 Survey Weights
Chapter 23 Secondary Research
23．1 Secondary Research
23．2 Meta—Analysis
Chapter 24 Strategic Management Cases
24．1 It Was the Season for E—Splurging
24．2 Business Japanese—Style
24．3 Public Policy and Ethics in Marketing Research
24．4 From Stiff Upper Lip to New British Hip—British Airways Updates Its Image and Its Fleet
24．5 The Meat and Potatoes of Online Shopping
24．6 Foreign Rivals VS．the Chinese：If You Can’t Beat Them
24．7 The Buyer Always Wins
24．8 The Rise and Fall of New Coke：What’S the Problem7
24．9 Value Pricing：Offering More for Less
24．10 International Promotional Strategy
24．11 International Segmentation
24．12 FedExCreating Competitive Advantage
24．13 From A—Z，Not A—B：DHL Is Far More Than Just a Carrier
24．14 Practice Cases Magna Health
Chapter 25 Experiential Exercises
25．1 Creating a Shared Vision
25．2 The Oracle at Delphi
25．3 Internet Exercise
25．4 Customer Needs and Stock Trading
25．5 Internet Exercise：Cisco Systems
25．6 Corporate Juggling
25．7 Governance and Personal Investments
参考文献（References）
后记
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