《清華管理學系列英文版教材:戰略管理基礎》是2012年清華大學出版社出版的圖書，作者是格里·詹森、理察·惠廷頓。
基本介紹
- 中文名：清華管理學系列英文版教材:戰略管理基礎
- 外文名：Fundamentals of Strategy(Second Edition)
- 作者：格里•詹森、理察•惠廷頓
- 出版社：清華大學出版社
- 頁數：288頁
- 開本：16
- 品牌：清華大學出版社
- 類型：經濟管理
- 出版日期：2012年11月1日
- 語種：簡體中文, 英語
- ISBN：9787302303725, 730230372X
內容簡介,圖書目錄,作者簡介,
內容簡介
《清華管理學系列英文版教材:戰略管理基礎(第2版)》將理論與實踐完美地融合在一起，可讀性強，可供相關專業學生用做戰略管理教材，也可供企業管理人員參考。
《清華管理學系列英文版教材:戰略管理基礎(第2版)》是同作者將其精煉而成，保留了精華，同時篇幅適中，更加實用。《清華管理學系列英文版教材:戰略管理基礎(第2版)》集中介紹了關於戰略的基本概念和技術，提供了來自各行業的國際化組織的戰略案例，並囊括了許多當代重要戰略議題，如國際化公司治理、創新和併購等。
圖書目錄
About Fundamentals of Strategy
Getting the most from Fundamentals of Strategy
Guided tour
INTRODUCING STRATEGY
1.1 Introduction
1.2 What is strategy?
1.2.1 Defining strategy
1.2.2 Levels of strategy
1.2.3 Strategy statements
1.3 The Exploring Strategy Model
1.3.1 Strategic position
1.3.2 Strategic choices
1.3.3 Strategy in action
1.4 Strategy devel,opment processes
Summary
Recommended key readings
References
Case example:Glastonbury-from hippy weekend to international festival
2 THE ENVIRONNENT
2.1 Introduction
2.2 The macro-environment
2.2.1 The PESTEL framework
2.2.2 Buil.ding scenarios
2.3 Industries and sectors
2.3.1 Competitive forces-the five forces framework
2.3.2 The dynamics of industry structure
2.4 Competitors and markets
2.4.1 Strategic groups
2.4.2 Market segments
2.4.3 Btue Ocean thinking
2.5 Opportunities and threats
Summary
Video case
Recommended key readings
References
Case exampl.e:Global forces and the Western European brewing industry
3 STRATEGIC CAPABILITIES
3.1 Introduction
3.2 Foundations of strategic capabil.ity
3.2.1 Resources andcompetences
3.2.2 Dynamic capabil.ities
3.2.3 Threshol.d and distinctive capabitities
3.3 'VRIN':strategic capabil.ities as a basis for
competitive advantage
3.3.1 V-vatue of strategic capabilities
3.3.2 R-rarity
3.3.3 I-inimitabitity
3.3.4 N-non-substitutabil.ity
3.4 Diagnosing strategic capabilities
3.4.1 The value chain and vatue network
3.4.2 Activity systems
3.4.3 SWOT
Summary
Video case
Recommended key readings
References
Case exampl.e:'Inside Dyson':a distinctive company?
4 STRATEGIC PURPOSE
4.1 Introduction
4.2 Organisational purpose:values， mission， vision and objectives
4.2.1 Statements of mission,vision and val.ue
4.2.2 Objectives
4.3 Corporate governance
4.4 Corporate social responsibility
4.5 Stakehol.der expectations
4.5.1 Stakeholdergroups
4.5.2 Stakeholder mapping
4.6 Cultural influences
4.6.1 National cul.tures
4.6.2 Organisational,culture
4.6.3 Organisational subcuttures
4.6.4 Culture's influence on strategy
4.6.5 Anal.ysing culture:the cultural web
Summary
Video case
Recommended key readings
References
Case exampl.e:Cultural turnaround at Club Med
5 BUSINESS STRATEGY
5.1 Introduction
5.2 Generic competitive strategies
5.2.1 Cost-leadership
5.2.2 Differentiation strategies
5.2.3 Focus strategies
5.2.4 'Stuck in the middle'?
5.2.5 The strategy clock
5.3 Interactive strategies
5.3.1 Interactive price and quality strategies
5.3.2 Cooperative strategy
Summary
Video case
Recommended key readings
References
Case example:Madonna:the reigning queen of pop?
6 CORPORATE STRATEGY AND DIVERSIFICATION
6.1 Introduction
6.2 Strategy directions
6.2.1 Market penetration
6.2.2 Product development
6.2.3 Market development
6.2.4 Conglomerate diversification
6.3 Diversification drivers
6.4 Vertical integration
6.4.1 Forward and backward integration
6.4.2 To integrate or to outsource?
6.5 Value creation and the corporate parent
6.5.1 Value-adding and value-destroying activities of corporate parents
6.5.2 Corporate parenting types
6.6 The BCG lor growth/sharel matrix
Summary
Video case
Recommended key readings
References
Case example:Virgin:the global entrepreneur
7 INTERNATIONAL STRATEGY
7.1 Introduction
7.2 Internationalisation drivers
7.3 National and international sources of advantage
7.3.1 Locationat advantage:Porter's Diamond
7.3.2 The international value network
7.4 International strategies
7.5 Market selection and entry
7.5.1 Market characteristics
7.5.2 Competitive characteristics
7.5.3 Entry modes
Summary
Video case
Recommended key readings
References
Case example:Lenovo computers:East meets West
8 INNOVATION STRATEGIES
8.1 Introduction
8.2 Innovation dilemmas
8.2.1 TechnoLogy push or market pull
8.2.2 Product or process innovation
8.2.3 Open or closed innovation
8.2.4 Technological or business-model,innovation
8.3 Innovation diffusion
8.3.1 The pace of diffusion
8.3.2 The diffusion S-curve
8.4 Innovators and followers
8.4.1 First-mover advantages and disadvantages
8.4.2 First or second?
8.4.3 The incumbent's response
Summary
Recommended key readings
References
Case example:Skype:innovators and entrepreneurs
9 MERGERS， ACQUISITIONS AND ALLIANCES
9.1 Introduction
9.2 Organic development
9.3 Mergers and acquisitions
9.3.1 Types of mergers and acquisitions
9.3.2 Motives for mergers and acquisitions
9.3.3 M&A processes
9.4 Strategic alliances
9.4.1 Types of strategic alliance
9.4.2 Motives for al.l.iances
9.4.3 Strategic alliance processes
Summary
Video case
Recommended key readings
References
Case example:Final fantasy captures Lara Croft:acquisitions and
alliances in electronic games
10 STRATEGY IN ACTION
10.1 Introduction
10.2 Structural types
10.2.1 The functional structure
10.2.2 The muttidivisional structure
10.2.3 The matrix structure
10.30rganisational systems
10.3.1 Planning systems
10.3.2 Performance targeting systems
10.3.3 Cultural systems
10.4 Organisationat configuration:the McKinsey 7-S framework
10.5 Leading strategic change
10.5.1 Types of strategic change
10.5.2 Strategic change programmes
10.5.3 Strategic leadership:rotes and styles
Summary
Recommended key readings
References
Case example:Managing change at Faslane
Appendix:Evaluating strategies
Introduction
S:suitabil.ity
A:acceptability
F:feasibility
Glossary
Index of names
Generalindex
Publ.isher's acknowledgements
Getting the most from Fundamentals of Strategy
Guided tour
INTRODUCING STRATEGY
1.1 Introduction
1.2 What is strategy?
1.2.1 Defining strategy
1.2.2 Levels of strategy
1.2.3 Strategy statements
1.3 The Exploring Strategy Model
1.3.1 Strategic position
1.3.2 Strategic choices
1.3.3 Strategy in action
1.4 Strategy devel,opment processes
Summary
Recommended key readings
References
Case example:Glastonbury-from hippy weekend to international festival
2 THE ENVIRONNENT
2.1 Introduction
2.2 The macro-environment
2.2.1 The PESTEL framework
2.2.2 Buil.ding scenarios
2.3 Industries and sectors
2.3.1 Competitive forces-the five forces framework
2.3.2 The dynamics of industry structure
2.4 Competitors and markets
2.4.1 Strategic groups
2.4.2 Market segments
2.4.3 Btue Ocean thinking
2.5 Opportunities and threats
Summary
Video case
Recommended key readings
References
Case exampl.e:Global forces and the Western European brewing industry
3 STRATEGIC CAPABILITIES
3.1 Introduction
3.2 Foundations of strategic capabil.ity
3.2.1 Resources andcompetences
3.2.2 Dynamic capabil.ities
3.2.3 Threshol.d and distinctive capabitities
3.3 'VRIN':strategic capabil.ities as a basis for
competitive advantage
3.3.1 V-vatue of strategic capabilities
3.3.2 R-rarity
3.3.3 I-inimitabitity
3.3.4 N-non-substitutabil.ity
3.4 Diagnosing strategic capabilities
3.4.1 The value chain and vatue network
3.4.2 Activity systems
3.4.3 SWOT
Summary
Video case
Recommended key readings
References
Case exampl.e:'Inside Dyson':a distinctive company?
4 STRATEGIC PURPOSE
4.1 Introduction
4.2 Organisational purpose:values， mission， vision and objectives
4.2.1 Statements of mission,vision and val.ue
4.2.2 Objectives
4.3 Corporate governance
4.4 Corporate social responsibility
4.5 Stakehol.der expectations
4.5.1 Stakeholdergroups
4.5.2 Stakeholder mapping
4.6 Cultural influences
4.6.1 National cul.tures
4.6.2 Organisational,culture
4.6.3 Organisational subcuttures
4.6.4 Culture's influence on strategy
4.6.5 Anal.ysing culture:the cultural web
Summary
Video case
Recommended key readings
References
Case exampl.e:Cultural turnaround at Club Med
5 BUSINESS STRATEGY
5.1 Introduction
5.2 Generic competitive strategies
5.2.1 Cost-leadership
5.2.2 Differentiation strategies
5.2.3 Focus strategies
5.2.4 'Stuck in the middle'?
5.2.5 The strategy clock
5.3 Interactive strategies
5.3.1 Interactive price and quality strategies
5.3.2 Cooperative strategy
Summary
Video case
Recommended key readings
References
Case example:Madonna:the reigning queen of pop?
6 CORPORATE STRATEGY AND DIVERSIFICATION
6.1 Introduction
6.2 Strategy directions
6.2.1 Market penetration
6.2.2 Product development
6.2.3 Market development
6.2.4 Conglomerate diversification
6.3 Diversification drivers
6.4 Vertical integration
6.4.1 Forward and backward integration
6.4.2 To integrate or to outsource?
6.5 Value creation and the corporate parent
6.5.1 Value-adding and value-destroying activities of corporate parents
6.5.2 Corporate parenting types
6.6 The BCG lor growth/sharel matrix
Summary
Video case
Recommended key readings
References
Case example:Virgin:the global entrepreneur
7 INTERNATIONAL STRATEGY
7.1 Introduction
7.2 Internationalisation drivers
7.3 National and international sources of advantage
7.3.1 Locationat advantage:Porter's Diamond
7.3.2 The international value network
7.4 International strategies
7.5 Market selection and entry
7.5.1 Market characteristics
7.5.2 Competitive characteristics
7.5.3 Entry modes
Summary
Video case
Recommended key readings
References
Case example:Lenovo computers:East meets West
8 INNOVATION STRATEGIES
8.1 Introduction
8.2 Innovation dilemmas
8.2.1 TechnoLogy push or market pull
8.2.2 Product or process innovation
8.2.3 Open or closed innovation
8.2.4 Technological or business-model,innovation
8.3 Innovation diffusion
8.3.1 The pace of diffusion
8.3.2 The diffusion S-curve
8.4 Innovators and followers
8.4.1 First-mover advantages and disadvantages
8.4.2 First or second?
8.4.3 The incumbent's response
Summary
Recommended key readings
References
Case example:Skype:innovators and entrepreneurs
9 MERGERS， ACQUISITIONS AND ALLIANCES
9.1 Introduction
9.2 Organic development
9.3 Mergers and acquisitions
9.3.1 Types of mergers and acquisitions
9.3.2 Motives for mergers and acquisitions
9.3.3 M&A processes
9.4 Strategic alliances
9.4.1 Types of strategic alliance
9.4.2 Motives for al.l.iances
9.4.3 Strategic alliance processes
Summary
Video case
Recommended key readings
References
Case example:Final fantasy captures Lara Croft:acquisitions and
alliances in electronic games
10 STRATEGY IN ACTION
10.1 Introduction
10.2 Structural types
10.2.1 The functional structure
10.2.2 The muttidivisional structure
10.2.3 The matrix structure
10.30rganisational systems
10.3.1 Planning systems
10.3.2 Performance targeting systems
10.3.3 Cultural systems
10.4 Organisationat configuration:the McKinsey 7-S framework
10.5 Leading strategic change
10.5.1 Types of strategic change
10.5.2 Strategic change programmes
10.5.3 Strategic leadership:rotes and styles
Summary
Recommended key readings
References
Case example:Managing change at Faslane
Appendix:Evaluating strategies
Introduction
S:suitabil.ity
A:acceptability
F:feasibility
Glossary
Index of names
Generalindex
Publ.isher's acknowledgements
作者簡介
作者：（美國）格里·詹森（Gerry Johnson） （美國）理察·惠廷頓（Richard Whittington） （美國）凱萬·斯科爾斯（Kevan Scholes）
格里·詹森（Gerry Johnson），英國Lancaster大學管理學院戰略管理學終身教授，曾執教於Strathclyde商學院、Cranfield管理學院和Manchester商學院。他著有多本論述戰略管理的圖書，在全球領先的管理研究雜誌上發表過大量論文，還擔任A cademY ofManagement Journal.StrategicManagement Journal和Journal ofManagement Studies的編委。
理察·惠廷頓（Richard Whittington），英國牛津大學賽德（Said）商學院戰略管理教授和新學院（New College）研究員。他還擔任多份學術雜誌的編委，目前專注於研究戰略實踐和國際管理。
凱萬·斯科爾斯（Kevan Scholes），英國Sheffield商學院客座教授和前任院長。
格里·詹森（Gerry Johnson），英國Lancaster大學管理學院戰略管理學終身教授，曾執教於Strathclyde商學院、Cranfield管理學院和Manchester商學院。他著有多本論述戰略管理的圖書，在全球領先的管理研究雜誌上發表過大量論文，還擔任A cademY ofManagement Journal.StrategicManagement Journal和Journal ofManagement Studies的編委。
理察·惠廷頓（Richard Whittington），英國牛津大學賽德（Said）商學院戰略管理教授和新學院（New College）研究員。他還擔任多份學術雜誌的編委，目前專注於研究戰略實踐和國際管理。
凱萬·斯科爾斯（Kevan Scholes），英國Sheffield商學院客座教授和前任院長。
