企业战略管理 课程教学大纲 (3)

1、StrategicManagement课程编号：F0102051S学 分：2开课学院： 管理学院课内学时： 32课程类别：专业基础课课程性质： 必修( obligatory course)一、课程的性质和目的This is a obligatory course for the international students in Bachelor Program in Business Administration. This is an introductory level management course that deals with the basic concepts of org

2、anization and management theory and practice. We learn theories and techniques of strategic management including the external and internal environment analysis, portfolio analysis, business strategies choice and strategic implementation evaluation. We will take part in strategy stimulation to unders

3、tand all the above theories comprehensivelyThe main objectives of this course are to let the students familiar with the strategic management of strategic analysis, strategic choice, strategy evaluation and strategy implementation and control of each phase of the main work content and methods; On the

4、 basis of mastering the content above, should be able to use the theory and method, analyzing the specific problems in enterprise strategic management, and to put forward the solution to solve the problem.二、课程教学内容及基本要求（一）课程教学内容及知识模块顺序1 Strategic Management and Strategic Competitiveness（2h） (1) The 2

5、1st Century Competitive Landscape(2) Strategic Vision and Mission(3) Strategic Leaders (4) The Strategic Management ProcessBasic requirements：Students should understand strategic competitiveness, strategy, competitive advantage, above-average returns, and the strategic management process; can descri

6、be the competitive landscape and explain how globalization and technological changes shape it; can explain the strategic management process.2The External Environment (4h)(1) The general environment(2) External environmental analysis(3) Industry environmental analysisBasic requirements：Students shoul

7、d be able to understanding the firms external environment; can describe the general environments seven segments. Identify the five competitive forces and explain how they determine an industrys profit potential；can define strategic groups and describe their influence on the firm.3. The Internal Orga

8、nization（4h） (1) Analyzing the Internal Organization(2) Resources, Capabilities, and Core Competencies(3) Building Core Competencies (4) Competencies, Strengths, Weaknesses, and Strategic Decisions Basic requirements：Students should be able to describe the differences between tangible and intangible

9、 resources; can explain how value chain analysis is used to identify and evaluate resources and capabilities；can discuss the importance of identifying internal strengths and weaknesses.4. Business-Level Strategy (4h)(1) Define business-level strategy(2) Relationship between customers and strategy(3)

10、 Differences in business-level strategy(4) 5-ForcesBasic requirements：Students should be able to define business-level strategy; can explain the differences among business-level strategies; can use the five forces of competition model to explain business-level strategy; can describe the risks of usi

11、ng each of the business-level strategies.5. Competitive Rivalry and Competitive Dynamics (4h)(1) Competitor Analysis(2) Drivers of Competitive Actions and Responses (3) Competitive Rivalry(4) Competitive Dynamics Basic requirements：Students should be able to define competitors, competitive rivalry,

12、competitive behavior, and competitive dynamics; can describe market commonality and resource similarity as the building blocks of a competitor analysis; can explain awareness, motivation, and ability as drivers of competitive behaviors; can describe factors affecting the likelihood a competitor will

13、 respond to actions taken against it; can explain the competitive dynamics in each of slow-cycle, fast-cycle, and standard-cycle markets.6. Corporate-Level Strategy (4h)(1) Levels of Diversification (2) Reasons for Diversification (3) Unrelated Diversification(4) Value-Neutral DiversificationBasic r

14、equirements：Students should be able to define corporate-level strategy and discuss its purpose; can explain three primary reasons firms diversify; can describe how firms can create value by using a related strategy; can explain the two ways value can be created with an unrelated strategy; can descri

15、be motives that can encourage managers to over diversify a firm.7. Merger and Acquisition Strategies (4h)(1) The Popularity of Merger and Acquisition Strategies (2) Reasons for Acquisitions(3) Problems in Achieving Acquisition SuccessBasic requirements：Students should be able to explain the populari

16、ty of merger and acquisition strategies in firms competing in the global economy; can describe seven problems that work against achieving success when using an acquisition strategy; can define the restructuring strategy and distinguish among its common forms.8. International Strategy (4h)(1) Identif

17、ying International Opportunities(2) International Strategies(3) Environmental Trends(4) Choice of International Entry ModeBasic requirements：Students should be able to explain traditional and emerging motives for firms to pursue international diversification; can identify the four major benefits of

18、an international strategy; can explore the four factors that provide a basis for international business level strategies; can name and describe the five alternative modes for entering international markets.9. Strategy Implementation (2h)(1) Corporate Governance(2) Organizational Structure and Contro

19、ls(3) Strategic Entrepreneurship Basic requirements：Students should be able to explain why ownership has been largely separated from managerial control in the corporation; can define an agency relationship and managerial opportunism and describe their strategic implications; can define strategic net

20、works and discuss how strategic center firms implement such networks at the business, corporate, and international levels.（二）课程的重点、难点及解决办法This course focuses on key issues in formulating and implementing strategies to create and sustain competitive advantage. Focusing on a firms strengths and weakne

21、sses, analyze the impact of change and environmental forces on unfolding opportunities for establishing and sustaining competitive advantage. Emphasis is given to developing pragmatic and action-oriented general management skills. This course emphasizes both cases and lecture/ discussion sessions.Th

22、is course utilizes various tools, concepts, and analytical frameworks that enhance our ability to define and analyze strategic problems and to identify sources of competitive advantage from both an industry and firm-level perspective. Instructors are encouraged to use case studies, short videos, sma

23、ll-group discussions and group presentations, as well as slides and regular teaching methodologies and pedagogy. While students are encouraged to read the relevant articles in a good newspaper (e.g., Financial Times, Wall Street Journal, New York Times ) or weekly magazine(e.g., Economists), to keep

24、 up with the current economic developments.三、实验实践环节及基本要求None四、本课程与其它课程的联系与分工The prerequisite for the course is Economics，Management & Organizational Behavior，Marketing， 五、对学生能力培养的要求This course will help students develop the ability to use and apply the concepts, theories and instruments developed in

25、 the subject, for a better understanding some of the elements of successfully implementing a companys strategies.六、课程学时分配 Total 32 hours, including lectures 24 hours. The main contents and distribution of course see the course hours allocation table.课程学时分配表教学环节时数课程内容讲课上机实验习题及讨论小计Chapter1 Strategic Management and Strategic Competitiveness22Chapter 2