美國(guó)賓州州立大學(xué)戰(zhàn)略管理講義

1、management 471 strategic management summer 2000 strategy complicated? “hit it where they aint.” willie keeler, major league all star, on how he got so many hits. “cause thats where the money is.” willie sutton, famed bank robber on why he kept robbing banks. “i take my five best uns, and tellem to b

2、eat the other teams five best uns.” anonymous nba coach the term “strategy” is derived from the greek term strategia, or generalship startegia itself is derived from stratos, or army, and ag, to lead. whether the sphere is military, athletic, or economic, the essence of strategy is superior performa

3、nce. the origins of strategy what is strategy? distinguishing strategy from tactics: strategy is the overall plan for deploying resources to establish a favorable position. tactic is a scheme for a specific maneuvre. characteristics of strategic decisions: important. involve a significant commitment

4、 of resources. not easily reversible. the evolution of strategic management theme key success factors * low-costs through global sourcing of components *cost efficiency through large scale operation and either low wages or automated manufacturing. *reputation for quality (durability, reliability) th

5、rough effective marketing to dealers and/or consumers. * international marketing less specialized coordination rules national culture; human resources; transportation, communication 1980s and 90s diversification seen as value destroying. empirical evidence inconclusive- no consistent findings on imp

6、act of diversification on profitability, or on related vs. unrelated diversification. some evidence that high levels of diversification detrimental to profitability diversifying acquisitions, on average, destroy share- holder value for acquirers refocusing generates positive shareholder returns 1 2

7、3 4 5 6 index of product diversity 3 2 1 return on net assets (%) competitive advantage from diversification predatory pricingevidence reciprocal buyingof these mutual forbearanceis sparse market power sharing tangible resources (research labs, distribution systems) across multiple businesses sharin

8、g intangible resources (brands, technology) across multiple businesses transferring functional capabilities (marketing, product development) across businesses applying general management capabilities to multiple businesses economies of scope not a sufficient basis for diversification -must be suppor

9、ted by transaction costs diversification firm can avoid transaction costs by operating internal capital and labor markets key advantage of diversified firm over external markets- superior access to information economies of scope economies from internalizing transactions relatedness in diversificatio

10、n synergy in diversification derives from two main types of relatedness: operational relatedness- synergies from sharing resources across businesses (common distribution facilities, brands, joint r knowledge integration through teams; modular structures knowledge creation traditional viewknowledge c

11、reated through research nonakaknowledge creation through knowledge conversion (explicit tacit; individual firm new organizational forms process-based organizationsorganizing around business processes recognizing corporate processes - entrepreneurial process - competence building process - renewal pr

12、ocess parallel structuresseparate structures of separate management processes e.g. 3m, tqm, change management process project-based organizationengineering cos., consulting cos., also manufacturing cos. e.g. oticon network and virtual organizationthe boundaryless corporation e.g. sun microsystems, cisco systems, italian clothing manufacturers new models of leadership the leadership needs of organizations the ability to: build confidence build enthusiasm cooperate deliver results form networks influence others u