战略管理竞争性和全球化

战略管理竞争性和全球化

作者：XXX

日期：2022年3月22日

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Strategic Management

Competitiveness and globalization:

Concepts & Cases

Third Edition

Hitt, Ireland, Hoskisson

Chapter I Strategic Management and Strategic Competitiveness

Chapter 2 The External Environment Opportunities, Threats, Industry

Competition and Competitor Analysis

Chapter 3 The internal Environment: Resources, Capabilities and CoreCompetencies Chapter 4 Business-Level Strategy

Chapter 5 Competitive Dynamics

Chapter 6 Corporate Level Strategy

Chapter 7 Acquisitions and Restructuring

Chapter 8 International Strategy

Chapter 9 Cooperative Strategies

Chapter 10 Corporate Governance

Chapter 11 Organizational Structure and Control

Chapter 12 Strategic Leadership

Chapter 13 Corporate Entrepreneurship and innovation

CHAPTER 1

STRA TEGY & STRA TEGIC COMPETITIVENESS

Learning Objectives:

1. Understand the

l. Define strategic competitiveness, competitive advantage and above-average returns.

2. Discuss the challenge of strategicmanagement.

3. Describe the new competitive landscape and how it is being shaped by global and technological changes.

4. Use theindustrial organization (I/O) model to explain bow firms can earn above-average returns.

5. Use the resources based model to explain how firms can earn above average-returns.

6. Describe strategic intent and strategicmission and discuss their value to the strategic management process.

7. Define stakeholders and describe the three primary stakeholder groups' ability to influence organizations.

8. Describe the work of strategists.

9. Explain the strategic management process.

Chapter Outlines

1. Strategy and Strategic Management

2.The Challenge of Strategic Management:

●The global economy and globalization,

●Technological change and diffusion,

The information age and increasing knowledge intensity

3. The I/O Model of Above-Average Returns

4.The Resource-based Model of Above-Average Returns

5.Strategic Intent and Strategic Mission

6.Stakeholders

anizational Strategists

8.Review Questions

Teaching Focus: It may be very good to begin this lecture with a general comment that

Chapter I provides an overview ofthe strategic management process. In this Chapter, the

Authors introduces a numberof terms and models that students will study in more detail in Chapters 2 through 13. Stress the importance of students paying careful attention to the

concepts introduced in this Chapter so that they are well grounded in the strategic

management concept before proceeding further.

This Chapter's Opening Case discusses the changes taking place in the telecommunications industry and the effects of these changes on the industry's competitive landscape.

Opening Case A New World Order in the Telecommunications industry

The Federal Communications Commission voted to allow foreign companies increased accessto the U.S. market.

A World Trade Organization Agreement saw 69 countries agree to open their

Telecommunications markets.

Countries of the European Union are deregulating their telecommunications markets and

previously protected franchises are now open to foreign and domestic competition.

Emerging markets such as China present significant opportunities to telecommunications firmsfrom around the world.

The ability of firms to compete successfully in this new competitive landscape, will be

determined by their abilities to marshal (meaning: control and organize) vast amounts of resources. As an example, in 1996, therequired investment in the global telecommunicationsinfrastructure was $ 160 billion, an amountthat seems small compared to the $ 1 trillion opportunity in China alone. And vast investmentsalso will be required to maintain competitive technological parity throughout Europe and Asia aswell as in the U.S.

As implied by the Chapter title---strategic Management and Strategic Competitiveness---and illustrated by the discussion of changes taking place in the telecommunications industry, the primary purpose ofthe strategic management process is to enable firms to achieve strategic competitiveness and earn above-average returns. An in-depth discussion of international (global) strategies will be found in Chapter 8.

Definitions:

strategy

Strategic competitiveness is achieved when a firm successfully formulates and implements a value-creating strategy. By implementing a value-creating strategy that current and potential