战略管理参考文献
企业战略管理参考文献

企业战略管理参考文献篇一:企业战略管理论的演变历程与发展企业战略管理论的演变历程与发展王晓宇(*****学院能源与动力工程学院郑州 450000)摘要:企业战略管理理论经历了半个多世纪的发展,但是在各个方面趋于成熟的同时,仍然十分活跃,其原因在于战略管理在企业的发展中具有不可忽视的作用。
每个时期的发展都具有一定的典型特征,但其共同的特征就是都对战略管理理论的发展起到了重要作用。
在此分析了企业战略管理理论的发展历程,论述了企业战略管理理论的新发展[1]。
关键词:企业战略管理理论,演变历程,发展,趋势0引言企业战略管理理论研究的发展经历了一个层层深化的过程,存在奠基、鼎盛、反思、重振等几个清晰的、已经得到普遍认可的研究阶段,这些阶段共同构成了战略管理理论丰富多彩的研究领域[2]。
20世纪90年代以后,不少通过多元化经营形成的大产业开始出现问题,多元化的热潮也开始消退。
随着全球经济一体化进程的加速, 企业经营环境的不确定性日益增大,产业边界日益模糊,产业结构的稳定性日益下降,企业的竞争优势越来越难以持续。
在急剧变化的环境中, 企业如何赢得长久的竞争优势,许多战略管理学家在思考,从而促使了战略管理理论的新发展[3]。
1.企业战略的含义企业战略管理是整个企业管理系统中的最重要组成部分,决定着企业的发展方向,涉及企业与环境的关系、企业使命的确定、企业目标的建立、基本发展方针和竞争战略的制定等。
“战略”这个概念源于军事领域。
1965 年,美国战略学家安索夫发表了《企业战略论》 ,从此,“战略”这个概念就进入了企业领域。
明茨伯格提出5PS模型,以定义企业战略,即从企业未来发展的角度来看,企业战略表现为一种计划,从企业过去发展历程的角度来看,企业战略表现为一种模式;从产业层次来看,企业战略表现为一种定位;从企业内部来看,企业战略又表现为一种观念;从企业竞争的角度看,企业战略则表现为一种计谋5PS模型从5种不同而又比较重要的角度说明了企业战略的含义与价值[4]。
《战略管理文献回顾综述3200字》

战略管理文献回顾综述目录战略管理文献回顾综述 (1)一、在管理方面所实施战略的相关概述 (1)三、分析企业战略可使用工具的相关概述 (2)(一)进行企业内部分析时,可使用的工具 (2)(二)企业外部分析 (3)参考文献: (5)一、在管理方面所实施战略的相关概述何为“战略”,能够在战争时,发挥指导和筹划作用的策略。
“战略”思想起初适用于战场,随着时代的发展,被越来越多的人所发现,推广。
在这些学者中,最就代表性的当属美国经济专家切斯特·巴纳德,他也是首个提出将战略运用于企业管理的专家,尤其是其所撰写的《管理者的功能》,更是将企业描述为一种由物质、生物、个人和社会等诸多方面组成的综合系统。
为了分析企业组织制定的决策是否合理,其围绕战略思想为核心,展开企业中的诸多因素及其相互影响的分析和研究。
管理公司的“战略”思想,是需要结合其动态发展这一特点的,而对于企业而言,其在制定和落实战略目标时,一方面要从外部环境入手、另一方面还要考虑内部的各个要素。
结合其动态发展的特点,需要管理者发挥其宏观调控能力,综合一个企业在发展过程中的整体策略,分析其发展过程中的主要信息,从而做出有利于企业未来发展的策略管理。
策略管理主要包括三个主要阶段,一个是策略分析,一个是策略选择,一个是策略执行。
这三个阶段是依次发展的过程,首先进行策略分析,其次是策略选择,最后是策略执行,其中策略选择与执行是相互依存的关系。
要想将企业战略管理能力利用发挥好,就必须保证所制定的目标符合企业内外部发展环境。
二、关于企业战略各种类型的相关介绍在社会主义现代化建设的今天,“战略”已经被赋予了新的定义,不只是作为一个军事术语,例如全局性的计策、统帅方案或左右胜败对策等。
越来越多的企业开始进行“战略”管理,此外学者们各抒己见,并将其运用在企业管理和发展上,希望以此创造出战略管理的最大价值。
为了完整的诠释出企业战略,钱德勒特意撰写出了《战略与结构》一书,书中指出企业战略作为一种战略性调整,适用于企业在确定自身发展目标之后。
战略管理论文(精选五篇)

战略管理论文(精选五篇)第一篇:战略管理论文加强企业战略管理,增强企业核心竞争力摘要:在市场经济条件下,企业战略管理水平的高低,关系到企业核心竞争力,直接决定一个企业发展的快慢、好坏和持续性。
企业必须加强自身的战略管理,才能够让企业茁壮成长,走上可持续性发展的道路。
本文首先分析了企业战略管理对企业全局的必要性,其次,从实现企业财务管理的战略全程管理;企业战略管理中要注重给员工充分的空间;企业战略管理要重视以人为本的思想;实现企业战略管理制度的创新;以文化体育阵地为载体,以职工自我教育为核心,树立职工文化建设机制,促进企业战略管理水平等方面就如何加强企业战略管理来增强企业核心竞争力进行了深入的探讨,提出了自己的思考和建议,具有一定的参考价值。
关键词:企业战略管理核心竞争力当前,随着市场竞争的日趋激烈和经济全球化进程的不断加快,加强企业战略管理正在成为现代企业求生存谋发展的必然选择和国际趋势。
企业战略管理是一个企业实现可持续性发展永恒的主题。
在市场经济条件下,企业战略管理水平的高低,关系到企业核心竞争力,直接决定一个企业发展的快慢、好坏和持续性。
企业必须加强自身的战略管理,才能够让企业茁壮成长,走上可持续性发展的道路。
1.企业战略管理对企业全局的必要性企业战略管理主要是解决关系到企业未来实现可持续性发展的最基本、最重要的问题。
其重要性表现如下:第一,企业战略管理关系到整个企业所从事的各项业务和活动的各项功能和各个领域。
第二,企业战略管理是把企业现今各项业务的生存看作最低目标,它所追求的是如何创造附加值,实现企业可持续性发展。
第三,企业战略管理是用来指导企业的发展思想要不断跟上外界环境间的变化。
总之,如果一个企业战略管理适宜且有效,那么它将从中受益。
而如果一个企业战略管理不当,在战略上出现了严重失误时,它就很可能要承担破产的后果。
企业战略管理具有全局性——以企业的全局为对象,根据企业的总体发展需要规定企业的总体行为;纲领性——规定着企业的目标、重点、措施,是企业经营发展的纲要;长远性——为谋求企业的长远发展,在科学预测的基础上,开拓未来的前景;应变性——根据企业外部环境和内部条件的变化,适时加以调整,一般应随企业资源优势的变动而变动。
中小企业战略管理论文参考文献范例

中小企业战略管理论文参考文献一、中小企业战略管理论文期刊参考文献[1].外国中小企业战略管理探析.《外国经济与管理》.被北京大学《中文核心期刊要目总览》收录PKU.被南京大学《核心期刊目录》收录CSSCI.2004年4期.颜光华.林明.[2].我国中小企业战略管理的现状、成因及建议.《科技管理研究》.被北京大学《中文核心期刊要目总览》收录PKU.2005年2期.袁界平.[3].中小企业战略管理的研究.《企业经济》.被北京大学《中文核心期刊要目总览》收录PKU.被南京大学《核心期刊目录》收录CSSCI.2005年1期.陈传联.[4].中小企业战略管理浅析.《中国经贸导刊》.被北京大学《中文核心期刊要目总览》收录PKU.2011年10期.陆生堂.[5].我国中小企业战略管理存在的问题及对策研究.《中国商贸》.被北京大学《中文核心期刊要目总览》收录PKU.2011年9期.曹燕锋.杨存良.[6].中小企业战略管理瓶颈及其突破研究.《中小企业管理与科技》.2011年1期.谷立霞.孙文博.焦建素.[7].中小企业战略管理:理论述评及初步分析框架.《技术经济》.2008年7期.项国鹏.王进领.[8].我国中小企业战略管理存在的问题及对策研究.《企业导报》.2013年18期.李群奎.[9].我国中小企业战略管理浅析.《商场现代化》.2012年25期.张俊.[10]浅论中小企业战略管理中道德缺失的原因和解决途径.《管理世界》.被北京大学《中文核心期刊要目总览》收录PKU.被南京大学《核心期刊目录》收录CSSCI.2009年6期.陈爱清.二、中小企业战略管理论文参考文献学位论文类[1].加强中小企业的战略管理研究.被引次数:13作者:张新芝.企业管理南昌大学2005(学位年度)[2].试论新形势下的中小企业战略管理.被引次数:1作者:李望志.工商管理北方交通大学北京交通大学2001(学位年度)[3].浙江纺织类中小企业战略管理问题研究.被引次数:1作者:王志凝.企业管理对外经济贸易大学2009(学位年度)[4]. 军事战略思想与中小企业战略管理.作者:张荣辉.科学社会主义与国际共运厦门大学2008(学位年度)[5].新兴中小企业发展战略的研究与应用.被引次数:6作者:石拓.工商管理西南交通大学2010(学位年度)[6].我国中小企业生命周期特点及管理对策研究.被引次数:23作者:唐钟起.工商管理(MBA)哈尔滨工程大学2005(学位年度)[7].战略性新兴产业中小企业战略管理研究.被引次数:6作者:曲立勇.工商管理河南大学2012(学位年度)[8]平衡计分卡在中小企业战略管理中的运用:以HC公司为例.作者:王晓妮.工商管理云南大学2007(学位年度)[9].金融危机后宁波赛格进出口有限公司战略转型研究.作者:孙挺.工商管理宁波大学2014(学位年度)[10].中小型企业战略管理问题研究——以HYQ科技有限公司为例.被引次数:1作者:林黔.工商管理贵州大学2008(学位年度)三、中小企业战略管理论文专著参考文献[1]新疆兵团城市中小型房地产企业战略管理模型研究.王蕾.姜曙光.陈立福.马鸿雁,20092009建设管理与房地产发展国际学术会议[2]中国蕈菌产品研究.余杰,2010首届中国蕈菌与健康高峰论坛[3]浅谈民营企业的可持续发展.邓德梅,20112011’中国(河北)非公有制经济发展论坛。
战略管理经典文献

1. A Resource-Based View of the Firm2.An appreciation of industrial dynamics产业动态升值3.Corporate Diversification公司多元化4.Dynamic capabilities and strategic management动态能力与战略管理5.Dynamic capabilities-what are they动态能力- 它们是什么6.Economic analysis and strategic management7.Evolving Strategic Behaviors through Competitive Interaction不断发展的战略,通过竞争互动行为8.Strategy,Value Innovation and Knowledge Economy战略,价值创新与知识经济9.The Core Competence of the Corporation公司的核心竞争力10.Toward Knowledge-based Theory of Firm1.How Does Knowledge-based Interaction Affect Relationship Strategy2.Innovative management-A conversation with Gary Hamel and Lowell Bryan3.Integrated strategy Market and nonmarket components4.Is the resource-based view a useful perspective for strategic management research Yesanizational strategy, structure, and process6.Reflecting on the strategy process7.Strategy Innovation and the Quest for Value8.The Cornerstones of Competitive Advantage- A Resource-based View 竞争优势- 基于资源观的基石9.The resource-based view of the firm Ten years after 1991 公司十多年的1991年以后的资源基础观10.Three Responses to the Methodological challenges of studying strategizing 三个反应方法研究策略的挑战1. Arriving at the high-growth firm2. Corporate Strategy - A Manager's Guide3. Game Theory and Industrial Organization4. Hidden flaws in strategy (McKinsey Quarterly)5. The five competitive forces that shape strategy6. Ownership structure and the strategic decision 股权结构和战略决策7. Strategic management and economics8. The core's competence 核心竞争力9. Theory and research in strategic management 战略管理的理论10. Towards a dynamic theory of strategy 动态战略管理1.A fresh look at Strategy under UnCertainty - an interview2.A historical comparison of resourced-based theory and five schools of thought within industrial organization economics 资源基础理论和五个学派的历史比较3. An evolutionary perspective on strategy-maling in organization theory,comparative analysis ,research directions 4.An examination of the 'sustainable competitive advantage ' concept ——past,present and future 可持续的竞争优势的概念,过去、现在和未来5.An incremenatal approach to strategic change6.Assessing core intangible resources7.Building Your Company's Vision8.Cognitive change, strategic action and organizational renewal9.Comparative Strategy Process Research -a methodological approach 比较战略过程研究——方法论的方法10.Competing for the Future1.Competing On Resources - Strategy In The 1990s2.Competitive Advantage-Logical And Philosophical Considerations 竞争优势- 逻辑与哲学思考3.Crafting Strategy4.Firm Resources and Sustained Competitive Advantage 公司资源与持续竞争优势5.First-Mover Advantages6.From Competitive Advantage to Corporate Strategy 从竞争优势到企业战略7.Industrial ecology as a strategic instrument for sustainability8.Is The Resource-Based View A Useful Perspective For Strategic Management Research9.Strategic intent 战略目的10.Strategy and the internet - Michael Porter 战略和互联网1.Strategy as ecology 战略生态学2.Strategy as Revolution3.The Dynamics of Diversification4.The fall and rise of strategic planning5.The resource-based theory of competitive advantage - implications for strategy formulation以资源为基础的竞争优势理论- 对战略制定的影响6.The Strategic Analysis of Intangible Resources7.Time—The Next Source of Competitive Advantage8.Using Game Theory To Shape Strategy 博弈论塑造战略9.Strategic intent 10.What Is Strategy。
战略管理参考文献

战略管理研究参考文献(总目录)项保华2003-5-31重要说明:本目录经过多届博士生的共同努力,于2003年5月整理完成,主要提供本人指导的战略管理研究方向的博士生学习参考之用。
可以认为,只要通读了本目录的大部分文献,必将能够对战略管理领域的当前及经典理论、方法有比较系统的把握。
若能在此基础上潜心感悟,加强与同行的交流探索,定可具备解决具体战略理论与实践问题的创新思路与实用技能,从而顺利完成博士学位论文的选题与撰写。
作为战略管理研究方向博士生培养的业务目标定位为,通过对战略理论与实践的系统学习,达到胜任国内重点高等院校战略领域的教学、研究、咨询工作之要求。
所以,对于硕士生以及非战略管理研究方向的博士生而言,不作全面通读本目录文献之要求,各位可以根据自己的兴趣,从本目录中选取部分文献阅读,以作为参与战略课程学习之补充。
学习建议:以具体老师为师的范围终有限,而以文献为师则可延请古今中外名家赐教,广泛借鉴吸收多方面的见解。
多读、多思、多写,书山无路勤为径,以学为乐恒则成!谨以此与各位共勉!1、中文部分为人经世♦孔子, 论语(网上下载)♦老子, 道德经(网上下载)♦孙子, 孙子兵法(网上下载)♦马基雅维里(1469-1527), 君主论, 中国社会出版社, 1999♦葛拉西安(1601-1658), 智慧书——永恒的处世经典(网上下载)♦何兆武, 西方哲学精神, 清华大学出版社, 2002♦墨顿·亨特, 心理学的故事, 海南人民出版社, 1999♦维克托·E.弗兰克尔, 人生的真谛, 中国对外翻译出版公司, 1994♦ E. 迈尔, 生物学思想发展的历史, 四川教育人民出版社, 1990(网上下载)♦威尔逊, 新的综合:社会生物学(李昆峰编译), 四川人民出版社, 1985(网上下载)战略总论♦项保华, 战略管理——艺术与实务(第3版), 华夏出版社, 2003♦明茨伯格等, 战略历程:纵览战略管理学派, 机械工业出版社, 2002♦拜瑞·J·内勒巴夫;亚当·M·布兰登勃格, 合作竞争(Co-Opetition), 安徽人民出版社, 2000♦迈克尔·波特, 竞争战略(原著1980年出版), 华夏出版社, 2003♦迈克尔·波特, 竞争优势(原著1985年出版), 华夏出版社, 2003♦迈克尔·波特, 国家竞争优势(原著1990年出版), 华夏出版社, 2002♦迈克尔·波特等, 未来的战略, 四川人民出版社, 2000♦格里·约翰逊;凯万·斯科尔斯, 公司战略教程, 华夏出版社, 1998♦小乔治·斯托尔克等, 企业成长战略, 中国人民大学出版社、哈佛商学院出版社, 1999专题探讨♦保罗·索尔曼、托马斯·弗利德曼, 企业竞争战略, 中国友谊出版公司, 1985♦罗伯特·艾克斯罗德, 对策中的制胜之道:合作的进化, 上海人民出版社, 1996♦约瑟夫·巴达拉克, 界定时刻——两难境地的选择, 经济日报出版社、哈佛商学院出版社, 1998♦芝加哥大学商学院、欧洲管理学院、密歇根大学商学院、牛津大学赛德商学院, 把握战略:MBA战略精要, 北京大学出版社, 2003♦哈默尔、普拉哈拉德, 竞争大未来, 昆仑出版社, 1998♦尼尔·瑞克曼, 合作竞争大未来, 经济管理出版社, 1998♦卡尔·W.斯特恩、小乔治·斯托克, 公司战略透视, 上海远东出版社, 1999♦乔尔·布利克、戴维·厄恩斯特, 协作型竞争, 中国大百科全书出版社, 1998♦彼德·F.德鲁克等, 公司绩效测评, 中国人民大学出版社、哈佛商学院出版社, 1999♦尼古莱·J·福斯;克里斯第安·克努森, 企业万能:面向企业能力理论, 东北财经大学出版社, 199 8♦约翰·斯塔基、戴维·怀特, 纵向合并何时可行、何时不可行?“载程嘉树、欧高敦主编:《麦肯锡高层管理论丛》(Ⅲ), 经济科学出版社, 1997♦安德鲁·坎贝尔、凯瑟琳·萨默斯·卢斯编, 核心能力战略:以核心竞争力为基础的战略, 东北财经大学出版社, 1999♦Keith J. Leslie; Max P. Michaels, 现实期权的真正力量, 载欧高敦主编,麦肯锡高层管理论丛(V i),经济科学出版社, 1998管理基础♦埃迪·奥本, 现代企业诊断, 机械工业出版社, 2000♦井植薰, 我和三洋——成功源于探索, 上海译文出版社, 1992♦查尔斯·汉迪, 超越确定性——组织变革的观念, 华夏出版社, 2000♦伊查克·爱迪思(I. Adizes), 把握变革(Mastering Change), 华夏出版社, 1998♦迈克乐·格伯, 企业家迷信——多数小企业不成功的原因及对策, 新华出版社, 1996♦詹姆斯·巴拉斯科、拉尔夫·斯戴尔, 水牛的腾飞:走向经营成功之路, 清华大学出版社, 1999♦斯蒂文·阿布里奇, 服务·服务·服务——企业成长的秘密武器(戴骏等译), 吉林人民出版社, 1998♦舒尔兹、田纳本、劳特朋(Don E. Schultz; Stanley Tannenbaum, Robert F. Lauterborn), 整合营销传播(Integrated Marketing Communications), 内蒙古人民出版社, 1998♦史蒂文森, 以预见创造未来:企业生存之道, 中国人民大学出版社, 2000♦阿里·德赫斯, 长寿公司:商业“竞争风暴”中的生存方式, 经济日报出版社、哈佛商学院出版社, 1998♦高德拉特;科克斯(Eliyahu M. Goldratt; Jeff Cox), 目标:简单而有效的常识管理(The Goal:A Process Of Ongoing Improvement, 2th Ed., 1992), 上海三联书店, 19992、英文部分Part I 战略总论Introduction To StrategyA Focus On Organizational Performance♦Smith K.G., Guthrie, J. & Chen, M. (1989). Strategy, Size And Performance. Organization St udies, Vol.10 (1).♦Bettis, R. (1983). 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Strategic Management And The Straightjacket: An Editorial Essay, Organi zation Science, Vol. 2. 315-319.♦Canella, A. & Paetzold, R. (1994) Pfeffer’S Barriers To The Advance Of Organizational Scien ce: A Rejoinder. Academy Of Management Review, 19(2): 331-341.♦Gioia, D. & E. Pitre, (1990). Multiparadigm Perspectives On Theory Building. Academy Of Management Review, Vol. 15. 584-602.♦Pfeffer J. (1993) Barriers To The Advance Of Organizational Science: Paradigm Development As A Dependent Variable. Academy Of Management Review, 18 (4): 599-620.♦Ansoff, H.I. (1987). The Emerging Paradigm Of Strategic Behavior. Strategic Management Jou rnal, Vol. 8. 501-515.♦Daft, R.L. & Lewin, A.Y. (1990). Can Organization Studies Begin To Break Out Of The Nor mal Science Straightjacket? Organization Science, 1(1).1-9.♦Hambrick, D. (1994) 1993 Presidential Address: What If The Academy Actually Mattered? Ac ademy Of Management Review, 19(1) 11-16.♦Macmillan, I. C. (1991). The Emerging Forum Of Business Policy Scholars. Strategic Manage ment Journal, Vol. 12. 161-165.♦Besanko, D., David Dranove, Mark Shanley, The Economics Of Strategy, John Wiley & Sons, Inc., 1996Strategic Management Research Methods♦Mir, R. & A. Watson, Strategic Management And The Philosophy Of Science: The Case ForA Constructivist Methodology, Strategic Management Journal, 2000, 9.♦Powell, T., Competitive Advantage: Logical And Philosophical Considerations, Strategic Manag ement Journal, Vol. 22, 875-888, 2001.♦Hambrick, D. (1984). Taxonomic Approaches To Studying Strategy: Some Conceptual And Me thodological Issues. Journal Of Management. Vol. 1. 27-41. Only Important If You Don't Know Anything About Cluster Analysis.♦Day, D.L., Farley, J. & Wind, J. (1990). The State Of Art In Theory And Method In Strateg y Research. Management Science. Special Issue, Vol. 36 (10).♦Hoskisson, R., M. Hitt, W. Wan & D. Yiu (1999), Theory And Research In Strategic Manage ment: Swings Of A Pendulum. 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(1989). What Constitutes A Theoretical Contribution? The Academy Of Managem ent Review. 14(4), 490-495.♦Bowen, H.P., & M.F. Wiersema, (1999). Matching Method To Paradigm In Strategy Research: Limitations Of Cross-Sectional Analysis And Some Methodological Alternatives. Strategic Man agement Journal. Vol 20 (7)625-637.♦Eisenhardt, K.M. (1989). Building Theories From Case Study Research. Academy Of Manage ment Review, Vol. 14. 532-550.♦Snow, C. & Hambrick, D. (1980). Measuring Organizational Strategies: Some Theoretical And Methodological Problems. Academy Of Management Review. Vol. 5, 527-538.♦Venkatraman, N. & Grant, N. (1986). Construct Measurement In Organizational Strategy Res earch: Critique And Proposal. Academy Of Management Review. 71-87.♦Chen, M., Farh,J. & Macmillan, I. (1994). An Exploration Of The Expertness Of Outside Inf ormants. Academy Of Management Journal, 36(6) :1614-1632.♦Dyer, W.G., & A. Wilkins, (1991). Better Stories, Not Better Constructs, To Generate Better T heory: A Rejoinder To Eisenhardt. Academy Of Management Review, Vol. 16. 613-619.♦Golden, B. (1992). The Past Is The Past--Or Is It? The Use Of Retrospective Accounts As In dicators Of Past Strategy. Academy Of Management Journal, 35 (4): 848-860..♦Montgomery, C., Wernerfelt, B., & Balakrishnan, S. (1989). Strategy Content And The Resear ch Process; A Critique And Summary. Strategic Management Journal. 10, 189-197.♦Nayyar, P.R. (1994) On The Measurement Of Competitive Strategy: Evidence From A Large Multiproduct U.S. Firm. Academy Of Management Journal, 36 (6):652-1669.♦Seth, A. & Zinkhan, G. (1991) Strategy And The Research Process: A Comment. Strategic M anagement Journal. 12, 75-82.♦Van De Ven, A.H. & Huber, G.P. (1990). Longitudinal Field Research Methods For Studying Processes Of Organizational Change. Organization Science. 1 (3) 213-219.The Art And Practice Of Strategic Management♦Ness, J. & T. Cucuzza, Tapping The Full Potential Of Abc, Harvard Business Review, 1995, 4♦Tufano, P., How Financial Engineering Can Advance Corporate Strategy?, Harvard Business Review, 1996, 1♦Gadiesh, O.; James L. Gilbert, How To Map Your Industry's Profit Pool, Harvard Business Review, 1998, 3♦Gadiesh, O.; James L. Gilbert, Profit Pools: A Fresh Look At Strategy, Harvard Business Re view, 1998, 3♦Deephouse, D., To Be Different,Or To Be The Same? It's A Question (And Theory) Of Strate gy Balance, Strategic Management Journal, 1999, 2♦Grimm, C. & Smith, K. G. (1997). Strategy As Action. Dallas, Tx: Southwest Publishing.♦Henderson, B. The Concept Of Strategy, In The Strategic Management Handbook (Kenneth J.Albert Ed.), Mcgraw-Hill Book Company, 1983: 1-3~4.♦Kaplan, R.; David P. Norton, Having Trouble With Your Strategy? Then Map It, Harvard B usiness Review, 2000, 5.♦Hambrick, D. (1983). Some Tests Of The Effectiveness And Functional Attributes Of Miles A nd Snow’S Strategic Types. 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Pindyck, The Options Approach To Capital Investment, Harvard Business Rev iew, 1995, 3♦Mintzberg, H.; Joseph Lampel, Reflecting On The Strategy Process, Sloan Management Revie w, 1999, 3Part II 内外要素External And Internal Models Of Stra tegyIndustry Analysis And Strategy♦Zajac, E. & Bazerman, M. (1991). Blind Spots In Industry And Competitor Analysis: Implica tions Of Interfirm (Mis)Perceptions For Strategic Decisions. Academy Of Management Review, Vol. 16 (1): 37-56.♦Porter, M.E. (1981). The Contribution Of Industrial Organization To Strategic Management.Academy Of Management Review. Vol. 6,137-156.♦Foss, N, Research In Strategy, Economics, And Michael Porter, Journal Of Management Studi es, January 1996.♦Cool, K.O. & Schendel, D.E. (1987). Strategic Group Formation And Performance: U.S. Phar maceutical Industry. Management Science, 33, 1102-1124.♦Nath, D.; Thomas S. 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(1982). Exit Decisions In Mature Industries. Academy Of Management Journ al, Vol. 25. 707-732.♦Hatten, K. & Schendel, D. Heterogeneity Within An Industry: Firm Conduct In The U.S. Bre wing Industry, 1952-1971. Journal Of Industrial Economics. 26, 97-113.♦Mcgee, J. & Thomas, H.(1989). Strategic Groups: A Further Comment. Strategic Management Journal. 10, 105-107.♦Nayyar, P. (1989). Strategic Groups: A Comment. Strategic Management Journal. 10, 101-104.♦Wiggins R. & Ruefli, R. (1995). Necessary Conditions For The Predictive Validity Of Strategic Groups: Analysis Without Reliance On Clustering Techniques. Academy Of Management Review Vol. 38, 1635-1655.Resource-Based View And Strategy♦Rouse, M.; U. S. Daellenbach, Rethinking Research Methods For The Resource-Based Perspec tive: Isolating Sources Of Sustainable Competitive Advantage, Strategic Management Journal, 1999, 5♦Collis, D., How Valuable Are Organizational Capabilities?, Strategic Management Journal, 199 4, Winter Special Issues♦Barney, J. (2001). Is The Resource-Based 'View' A Useful Perspective For Strategic Managem ent Research? Yes. Academy Of Management Review, Vol. 26 (1)♦Priem, R.L. & Butler, J.E. (2001). Is The Resource-Based "View" A Useful Perspective For St rategic Management Research? Academy Of Management Review, Vol. 26 (1)♦Grant, R, (1991). Resource Based Theory Of Competitive Advantage: Implications For Strateg y Formulation. California Management Review, Vol. 33 (3).♦Wernerfelt, B., A Resource-Based View Of The Firm, Strategic Management Journal, 1984, 2.♦Wernerfelt, B., The Resource-Based View Of The Firm: Ten Years After, Strategic Manageme nt Journal, 1995, 3.♦Mosakowski, E., Managerial Prescriptions Under The Resource-Based View Of Strategy: The Example Of Motivational Techniques, Strategic Management Journal, 1998, 12♦Medcof, J., Resource-Based Strategy And Managerial Power In Networks Of Internationally D ispersed Technology Units, Strategic Management Journal, 2001, 11.♦Mahoney, J. T. & Pandian, J. (1992). The Resource-Based View Within The Conversation Of Strategic Management, Strategic Management Journal, Vol. 13, 363-380.♦Barney, J., How A Firm's Capabilities Affect Boundary Decisions, Sloan Management Review, 1999, 3♦Barney, J. (1991). Special Theory Forum, The Resource -Based Model Of The Firm: Origins, Implications And Prospects. The Journal Of Management. Vol. 17, 97-98.♦Conner, K. (1991). 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Wurster, Strategy And The New Economics Of Information, Harvard Business Review, 1997, 5♦Porter, M., Strategy And The Internet, Harvard Business Review, 2001, 3♦Tapscott, D., Rethinking Strategy In A Networked World Or Why Michael Porter Is Wrong, Strategy & Business () (Third Quarter 2001)♦Ghoshal, S. & Westney, D. (1991). Organizing Competitor Analysis Systems. Strategic Manage ment Journal. 12, 17-31.♦Schoenecker, T.; Arnold C. Cooper, The Role Of Firm Resources And Organizational Attribut es In Determining Entry Timing: A Cross-Industry Study, Strategic Management Journal, 1998,12♦Jemison, D. (1981). The Contribution Of Organizational Theory To Strategic Management. Ac ademy Of Management Review. Vol. 21.♦Aktouf O. (1992). Management And Theories Of Organizations In The 1990s: Toward A Criti cal Radical Humanism? Academy Of Management Review. Vol. 17 407-431.♦Bettis, R., Michael A. Hitt, The New Competitive Landscape, Strategic Management Journal, 1995, 1♦Smith, K.G., C. Grimm, M. 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Strategic Managem。
战略管理文献综述02【精选】

战略管理文献综述 “战略”原为一个军事术语。
战略的思想古已有之,最早见于中国古代著名军事家孙武所著(公元前400年左右)的《孙子兵法》一书。
美国的约翰?柯林斯(John Collins )在《大战略》中指出:“孙子是古代第一个形成战略思想的伟大人物。
”从军事方面来看,《孙子兵法》已形成了系统和完整的战略思想体系(杨庆山,散襄军,苏锦江,陈炳富,2001)。
1938年,美国学者切斯特?巴纳德在《经理人员的职能》一书中,第一个将战略的观念引入到企业管理领域当中,首开战略研究的先河。
他认为,把战略因素局限于管理活动和交易活动的某些方面是没有必要的,在需要做出决策的任何情况下,企业组织应该遵循的原则是相同的,都必须考虑到战略因素。
从此以后,有关企业战略管理的研究迅速发展起来,在半个多世纪的时间里,已形成了众多流派,大有成为丛林之势。
当代著名管理学家亨利?明茨伯格(Henry?Mintzberg )将其企业战略管理的理论分成了十个流派:设计学派、计划学派、定位学派、企业家学派、认识学派、学习学派、权力学派、文化学派、环境学派和结构学派。
本文将从战略的概念、战略的形成与制定、竞争优势的来源与获取、战略与结构的关系、对企业性质的认识几个方面,来总结企业战略管理不同学派的观点。
一、什么是战略1. 军事学家眼中的战略:“战略”原为一个军事术语,战略的意义历来为中外军事学家所重视。
西方著名军事家博弗尔认为,战略是一种思想方法,也是一种行动;我国台湾著名的军事研究者钮先钟认为,“战略的本质即为行动的指导,一切战略理论,就概括的意义而言,为也都是行动学……从较广泛的意识来说,计划即为战略”(钮先钟,2003)。
毛泽东认,战略是研究战争全局的规律性的东西。
2. 管理学家眼中的战略: 设计学派的代表人物之一钱德勒(Alfred Chandler) 最早提出了“企业战略” 的概念。
他认为,企业战略是“确定企业的长期基本目标与目的,选择企业达到这些目标所遵循的途径,并为实现这些目标与途径而对企业重要资源进行的管理”。
企业战略管理论文参考文献(精选3篇)

企业战略管理论文参考文献(精选3篇)企业战略管理论文参考文献(精选3篇)在平平淡淡的日常中,大家都经常看到论文的身影吧,论文是进行各个学术领域研究和描述学术研究成果的一种说理文章。
相信写论文是一个让许多人都头痛的问题,以下是WTT为大家收集的企业战略管理论文参考文献,欢迎阅读,希望大家能够喜欢。
企业战略管理论文参考文献1[1] 陈雄辉. 技术创新的人文价值[D]. 华中师范大学2011[2] 谢旭光. 基于复杂网络的企业竞争力研究[D]. 中国石油大学(华东) 2013[3] 刁玉柱. 嵌入全球价值链高端的企业战略延伸研究[D]. 东北财经大学 2014[4] 包玉泽. 技术能力视角与全球价值链背景下的企业升级[D]. 武汉大学 2010[5] 蔡利军. 基于互联网平台的分布式创新研究[D]. 武汉大学 2010[6] 赵永杰. 基于企业家精神的动态能力生成机理研究[D]. 东北财经大学 2011[7] 马鹤丹. 基于区域创新网络的企业知识创新系统研究[D]. 东北财经大学 2011[8] 李福成. 新型国有企业定位与效率问题研究[D]. 东北财经大学 2011[9] 毕楠. 基于声誉资本的企业社会责任价值创造机理研究[D]. 东北财经大学 2012[10] 王雅娟. 基于组织间信任的知识链演化研究[D]. 东北财经大学 2012[11] 韩文海. 基于隔离机制的竞合效益研究[D]. 东北财经大学 2012[12] 李泽建. 企业持续创新过程中重大风险识别与动态演进规律研究[D]. 昆明理工大学 2014[13] 张瑾. 顾客参与对知识密集型服务业创新绩效的影响研究[D]. 江苏大学 2014[14] 熊磊. 技术资源与国际技术许可排他性策略研究[D]. 浙江大学 2015[15] 郑祖婷. 基于引进式技术跨越的产业技术创新能力提升研究[D]. 天津大学 2014[16]张健. 企业联盟能力、技术中介与创新绩效的关联机制研究[D]. 浙江大学 2013[17]于洋. 新型国有企业的三维监管体制构建研究[D]. 东北财经大学 2013[18]白景坤. 组织惰性的生成与克服研究[D]. 东北财经大学 2009[19]Veronica Serrano,Thomas Fischer. Collaborative innovation in ubiquitous systems[J]. Journal of Intelligent Manufacturing . 2007 (5)[20]Terry Shinn,Erwan Lamy. Paths of commercial knowledge: Forms and consequences of university-enterprise synergy in scientist-sponsored firms[J]. Research Policy . 2006 (10)企业战略管理论文参考文献2[1] 涂振洲,顾新. 基于知识流动的产学研协同创新过程研究[J]. 科学学研究. 2013(09)[2] 林润辉,张红娟,范建红. 基于网络组织的协作创新研究综述[J]. 管理评论. 2013(06)[3] 邱国栋着.公司发展战略[M]. 人民出版社, 2005[4] (美)迈克尔·波特(MichaelE.Porter)着,陈小悦译.竞争优势[M]. 华夏出版社, 2005[5] (英)克利斯·弗里曼(ChrisFreeman),(英)罗克·苏特(LucSoete)着,华宏勋,华宏慈等译.工业创新经济学[M]. 北京大学出版社, 2004[6] 李怀祖编着.管理研究方法论[M]. 西安交通大学出版社, 2004[7] 解学梅,左蕾蕾. 企业协同创新网络特征与创新绩效:基于知识吸收能力的中介效应研究[J]. 南开管理评论. 2013(03)[8] 何郁冰. 产学研协同创新的理论模式[J]. 科学学研究. 2012(02)[9] 邱国栋,马鹤丹. 区域创新系统的结构与互动研究:一个基于系统动力视角的理论框架[J]. 管理现代化. 2011(04)[10] 刘小刚,熊立峰. 消费者需求动态响应、企业边界选择与商业生态系统构建--基于苹果公司的案例研究[J]. 中国工业经济. 2013(05)[11] 杜兰英,陈鑫. 政产学研用协同创新机理与模式研究--以中小企业为例[J]. 科技进步与对策. 2012(22)[12] 张利斌,张鹏程,王豪. 关系嵌入、结构嵌入与知识整合效能:人-环境匹配视角的分析框架[J]. 科学学与科学技术管理. 2012(05)[13] Boo-Young Eom,Keun Lee. Determinants of industry-academy linkages and, their impact on firm performance: The case of Korea as a latecomer in knowledge industrialization[J]. Research Policy . 2010 (5)[14] Maria Elmquist,Tobias Fredberg,Susanne Ollila. Exploring the field of open innovation[J]. European Journal of Innovation Management . 2009 (3)企业战略管理论文参考文献3[1] 王金开. CF工厂薪酬方案的设计与实施[D]. 东北大学 2009[2] 张砷. MG环境下TIMELESS公司2013-2015年Time Song品牌腕表营销战略的制定与实施[D]. 东北大学 2012[3] 牟海涛. 维纳斯银河国际表业公司维纳斯产品生产战略的`制定与实施[D]. 东北大学 2009[4] 王崇利. 维纳斯国际表业有限公司麦克瑞品牌生产战略的制定与实施研究[D]. 东北大学 2009[5] 卜琳. MG环境下工孚钟表2011-2013年HTH产品营销战略的制定与实施[D]. 东北大学 2011[6] 李智. RH公司生产战略制定和实施研究[D]. 广东工业大学 2014[7] 吴迪. MG环境下达克斯公司美达系列腕表生产战略的制定与实施[D]. 东北大学 2011[8] 果美娜. Management Game环境下GEM公司蓝宝石系列腕表营销战略的制定与实施[D]. 东北大学 2010[9] 杨爽. XHLN公司薪酬管理方案的再设计及其实施[D]. 东北大学 2012[10]张利民. MG环境下雅豪公司豪杰品牌生产战略的制定与实施[D]. 东北大学 2010[11]娄洁. MG环境下TIMELESS公司2013-2015年生产战略研究[D]. 东北大学 2012[12]左佳. 基于MG环境的环球计时表业公司典藏系列产品营销战略的制定和实施[D]. 东北大学 2011[13]张砷. MG环境下TIMELESS公司2013-2015年Time Song品牌腕表营销战略的制定与实施[D]. 东北大学 2012[14]张晓东. MG环境下工孚钟表Fusion产品2011-2013年生产战略的制定和实施[D]. 东北大学 2011[15]卜琳. MG环境下工孚钟表2011-2013年HTH产品营销战略的制定与实施[D]. 东北大学 2011[16]张琰. Management Game环境下戴乐公司生产运营战略的制定与实施[D]. 东北大学 2010。
战略管理文献综述01

战略管理文献综述摘要:本文献综述概览了现代社会国内外关于战略管理的理论,并在此基础上分析了战略管理研究的发展方向,重点提到了核心能力理论、产品—市场理论、相关多元化理论关键词:战略管理理论核心能力产品—市场多元化企业战略是企业以未来为主导,为求得生存发展而做出的有关全局的策划和谋略,有关企业战略管理的研究迅速发展起来。
国内外专家、学者对于企业战略管理问题进行深入研究和探讨,呈现出一定深度和广度的理论学说及典型案例,在半个多世纪的时间里,已形成了众多流派。
当代著名管理学家亨利?明茨伯格(Henry.Mintzberg)将其企业战略管理的理论分成了十个流派:设计学派、计划学派、定位学派、企业家学派、认识学派、学习学派、权力学派、文化学派、环境学派和结构学派。
关于国内外战略管理理论研究对于指导各行各业企业发展发挥了作用。
国际学术界对企业战略管理进行了大量研究和探索,取得了丰硕的科研成果。
一、国外企业战略管理发展从历史的角度分析,可将国外企业战略管理发展归纳为以下三个阶段。
(1)早期的企业—环境综合分析范式阶段。
进入20世纪60年代,欧美国家企业出现卖方市场向买方市场的重大变化,国际市场逐步开放,大多数大企业以并购方式采取多元化经营。
企业不满足于年度预算,开始采用运筹学和预测技术进行规划,形成了战略规划学派。
该理论认为企业战略应当使企业自身条件与所遇机会相适应,实质上是认为企业战略应当放到如何使公司能力与竞争环境相匹配的框架上,寻求发展商机。
19世纪60年代,哈佛大学的安德鲁斯对战略进行了四个方面的界定,将战略划分为四个构成要素,即市场机会、公司实力、个人价值观和渴望、社会责任。
其中市场机会和社会责任是外部环境因素,公司实力与个人价值观和渴望则是企业内部因素。
他还主张公司应通过更好地配置自己的资源,形成独特的能力, 以获取竞争优势。
(2)以环境适应范式为中心的企业战略管理理论阶段。
20世纪70—80年代,随着环境变化加快,人们越来越认识到未来是不可预测的,环境是不确定、不连续的,从根本上动摇了战略规划关于未来可以计划、可以预测的思想。
企业战略管理参考文献

企业战略管理是整个企业管理系统中的最重要组成部分,决定着企业的发展方向,涉及企业与环境的关系、企业使命的确定、企业目标的建立、基本发展方针和竞争战略的制定等。“战略”这个概念源于军事领域。1965年,美国战略学家安索夫发表了《企业战略论》,从此,“战略”这个概念就进入了企业领域。明茨伯格提出5PS模型,以定义企业战略,即从企业未来发展的角度来看,企业战略表现为一种计划,从企业过去发展历程的角度来看,企业战略表现为一种模式;从产业层次来看,企业战略表现为一种定位;从企业内部来看,企业
关键词:企业战略管理理论,演变历程,发展,趋势
0引言
企业战略管理理论研究的发展经历了一个层层深化的过程,存在奠基、鼎盛、反思、重振等几个清晰的、已经得到普遍认可的研究阶段,这些阶段共同构成了战略管理理论丰富多彩的研究领域[2]。20世纪90年代以后,不少通过多元化经营形成的大产业开始出现问题,多元化的热潮也开始消退。随着全球经济一体化进程的加速,企业经营环境的不确定性日益增大,产业边界日益模糊,产业结构的稳定性日益下降,企业的竞争优势越来越难以持续。在急剧变化的环境中,企业如何赢得长久的竞争优势,许多战略管理学家在思考,从而促使了战略管理理论的新发展[3]。
[5]王肖李文娜企业战略管理理论的发展趋势[J].企业管理.2004.2.
[6]马利华企业战略理论发展述评[J].现代物业(中旬刊),2010,09:40-42.
[7]雷如桥,陈继祥?企业战略管理理论的沿革最新进展及发展趋势[ J]商业研究, 2004, ( 12).
篇二:战略管理外文文献目录
1、战略是什么?战略本质?What is strategy? How do we do strategy
3.国内企业战略管理理论新趋势
企业战略管理专业毕业论文文献综述

企业战略管理专业毕业论文文献综述企业战略管理是现代企业管理中的重要组成部分,对企业的发展和竞争力具有至关重要的影响。
本文将从文献综述的角度,探讨企业战略管理领域的研究现状、主要理论和方法,以及未来的发展趋势。
一、研究现状近年来,随着市场竞争的日益激烈和全球化的发展,企业战略管理的研究备受关注。
学者们从不同的角度对企业战略管理进行了深入研究,形成了一系列的理论框架和方法论。
其中,波特的五力模型、SWOT分析、价值链理论等被广泛运用于企业战略管理实践中。
同时,随着信息技术的快速发展,大数据分析、人工智能等新技术也逐渐应用于企业战略管理中,为企业决策提供了更多的支持和帮助。
二、主要理论和方法1. 波特的五力模型波特的五力模型是企业战略管理领域的经典理论之一,主要包括对竞争对手、潜在进入者、替代品压力、供应商谈判力和顾客谈判力等五个方面的分析。
通过对这五个力量的分析,企业可以更好地了解市场环境,制定相应的竞争策略,提高市场竞争力。
2. SWOT分析SWOT分析是企业战略管理中常用的方法之一,通过对企业内部优势(Strengths)、劣势(Weaknesses)以及外部机会(Opportunities)和威胁(Threats)的分析,帮助企业确定发展战略和应对措施。
SWOT分析能够帮助企业全面了解自身的优势和劣势,抓住机遇,化解威胁,提高竞争力。
3. 价值链理论价值链理论是由迈克尔·波特提出的,用于分析企业内部活动的理论框架。
通过将企业的价值链划分为主要和支持活动两部分,企业可以更好地了解自身的核心竞争力所在,优化价值链各环节,提高产品和服务的附加值,实现持续竞争优势。
三、未来发展趋势未来,随着经济全球化的深入发展和科技创新的不断推进,企业战略管理领域将面临新的挑战和机遇。
在未来的研究中,可以从以下几个方面进行深入探讨:1. 创新战略:随着科技的不断进步,企业需要不断创新,开拓新的市场和业务领域。
战略管理文献综述 (2)

战略管理文献综述陈世荣〈越南留学生》行研09级一、关于国内外战略管理理论研究长期以来,国内外专家、学者对于企业战略管理问题进行深入研究和探讨,呈现出一定深度和广度的理论学说及典型案例,对于指导各行各业企业发展发挥了作用。
国际学术界对企业战略管理进行了大量研究和探索,取得了丰硕的科研成果。
从历史的角度分析,可将国外企业战略管理发展归纳为以下三个阶段.(1)早期的企业-环境综合分析范式阶段。
进入20世纪60年代,欧美国家企业出现卖方市场向买方市场的重大变化,国际市场逐步开放,大多数大企业以并购方式采取多元化经营。
企业不满足于年度预算,开始采用运筹学和预测技术进行规划,形成了战略规划学派。
该理论认为企业战略应当使企业自身条件与所遇机会相适应,实质上是认为企业战略应当放到如何使公司能力与竞争环境相匹配的框架上,寻求发展商机。
(2)以环境适应范式为中心的企业战略管理理论阶段。
20世纪70—80年代,随着环境变化加快,人们越来越认识到未来是不可预测的,环境是不确定、不连续的,从根本上动摇了战略规划关于未来可以计划、可以预测的思想。
以环境变化分析为中心的战略理论占据了主导地位.同时,由于环境的复杂性,仅从分析外部环境的变化出发制定战略具有局限性,因此开始出现基于企业内部分析(如价值链理论)的战略理论及基于企业社会关系分析的战略理论(如网络优势理论)。
环境适应范式认为战略决策是一个适应的过程,强调战略的动态变化,认为最适合的战略制定与决策过程依赖于环境波动的程度。
这个学派包括:安索夫的企业战略行为是对其环境的适应过程及由此导致的企业内部结构化的过程思想,伊丹敬之的战略适应性观点,奎因的逻辑改良主义等。
产业组织分析也可以视为一种环境适应理论,只是更重视环境中的产业结构分析。
1980年迈克尔·波特提出的产业分析竞争战略思想,既可以视为早期产业组织理论的发展,也可以视为环境适应理论的深化。
1985年迈克尔·波特提出的价值链理论,从企业内部价值创造过程寻求竞争优势来源,弥补对企业内部因素不够重视的缺陷.(3)多种范式并存阶段。
战略管理必读文献

竞争力量如何塑造战略*Michael E. Porter【作者简介】Michael E. Porter(1947—),哈佛商学院终身教授,是当今世界上竞争战略和竞争力方面公认的第一权威。
他毕业于普林斯顿大学,后获哈佛大学商学院企业经济学博士学位。
其崇高地位缘于他所提出的“五种竞争力量”和“三种竞争战略”的理论观点。
作为国际商学领域最备受推崇的大师之一,Porter教授至今已出版了17本书及70多篇文章。
其中,《竞争战略》一书已经再版了53次,并被译为17种文字;《竞争优势》一书,至今也已再版32次。
Porter教授先后获得过威尔兹经济学奖(Wells Prize in Economics)、格雷厄姆—都德奖(Graham and Dodd Award)、亚当·斯密奖(Adam Smith Award)、查尔斯·库利奇奖(Charles Coolidge Parlin Award),多次获得麦肯锡奖(McKinsey Awards) 及许多其它奖项。
对这些竞争力量的认识有助于企业在产业中占据一个不易被攻击的位置。
【摘要】一个产业中竞争的性质和程度取决于五种力量:新进入者的威胁、客户的议价能力、供应商的议价能力、替代产品或服务的威胁、以及现有竞争者的威胁。
为了建立一个战略计划以应对这些竞争力量并获得成长,企业必须明白它所处的产业是怎么样运作的以及影响企业的各种竞争力量。
本文详细论述了这些力量的运作方式,并提出了应对措施和利用这些力量的可能方法。
战略形成的本质就是成功地应对竞争。
然而,我们很容易将竞争看得太过狭隘与悲观。
我们经常可以听到主管抱怨产业中的竞争太过激烈,这既不是偶然,也并非是时运不济。
此外,在争夺市场份额的战斗中,竞争也并非只体现在与其他同行的竞争上。
一个产业中竞争的根源在于其背后的经济状态,竞争力量的作用远远超出了产业中的竞争者。
客户,供应商,潜在进入者及替代产品都是竞争者,他们力量的强弱因产业不同而有强弱之分。
参考文献_战略管理——理论、方法与案例_[共2页]
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参考文献1. 蓝海林.企业战略管理.北京:中国人民大学出版社,20152. 金占明.战略管理——超竞争环境下的选择(第四版).北京:清华大学出版社,20153. 吴照云.战略管理(第2版).北京:中国社会科学出版社,20134. 王方华,吕巍.战略管理.北京:机械工业出版社,20105. 林建煌.战略管理(第2版).北京:中国人民大学出版社,20106. 徐飞.战略管理.北京:中国人民大学出版社,20097. 〔美〕迈克尔.A.希特,等.战略管理:概念与案例(第10版).北京:中国人民大学出版社,20148. 〔美〕C.希尔,G.琼斯,周长辉.战略管理(中国版).北京:中国市场出版社,20079. 〔美〕L.J.布儒瓦第三.战略管理:企业战略(第2版).北京:中信出版社,200410. 陈继祥.战略管理(第2版).上海:上海人民出版社,200811. 黄旭.战略管理:思维与要径.北京:机械工业出版社,200712. 张鸣.价值链管理理论研究与实证分析.大连:东北财经大学出版社,200713. 〔美〕格里·约翰逊,凯万·斯科尔斯.战略管理(第6版).北京:人民邮电出版社,200414. 〔美〕阿瑟·汤姆森,斯迪克兰德.战略管理(第10版).北京:北京大学出版社,200415. 王迎军,柳茂平.战略管理.天津:南开大学出版社,200316. 应勤俭,章颉.企业战略.上海:上海财经大学出版社,200217. 周三多.战略管理新思维.南京:南京大学出版社,200218. 〔美〕戴维.战略管理(第10版).北京:经济科学出版社,200619. 〔美〕迈克尔·波特.竞争战略.北京:华夏出版社,199720. 中国商业联合会,中国企业联合会.公司治理.上海:上海人民出版社,200621. 宁向东,公司治理理论.北京:中国发展出版社,200522. 李维安,公司治理学.北京:高等教育出版社,200523. 阿诺尔多.C.哈克斯.战略实践.北京:机械工业出版社,200324. 罗伯特. M.格兰特.现代战略分析.北京:中国人民大学出版社,200525. 小阿瑟. A.汤普森,等.战略管理获取竞争优势.北京:机械工业出版社,2007274。
战略管理文献综述 (2)

战略管理文献综述陈世荣<越南留学生》行研09级一、关于国内外战略管理理论研究长期以来,国内外专家、学者对于企业战略管理问题进行深入研究和探讨,呈现出一定深度和广度的理论学说及典型案例,对于指导各行各业企业发展发挥了作用。
国际学术界对企业战略管理进行了大量研究和探索,取得了丰硕的科研成果。
从历史的角度分析,可将国外企业战略管理发展归纳为以下三个阶段。
(1)早期的企业—环境综合分析范式阶段。
进入20世纪60年代,欧美国家企业出现卖方市场向买方市场的重大变化,国际市场逐步开放,大多数大企业以并购方式采取多元化经营。
企业不满足于年度预算,开始采用运筹学和预测技术进行规划,形成了战略规划学派。
该理论认为企业战略应当使企业自身条件与所遇机会相适应,实质上是认为企业战略应当放到如何使公司能力与竞争环境相匹配的框架上,寻求发展商机。
(2)以环境适应范式为中心的企业战略管理理论阶段。
20世纪70—80年代,随着环境变化加快,人们越来越认识到未来是不可预测的,环境是不确定、不连续的,从根本上动摇了战略规划关于未来可以计划、可以预测的思想。
以环境变化分析为中心的战略理论占据了主导地位。
同时,由于环境的复杂性,仅从分析外部环境的变化出发制定战略具有局限性,因此开始出现基于企业内部分析(如价值链理论)的战略理论及基于企业社会关系分析的战略理论(如网络优势理论)。
环境适应范式认为战略决策是一个适应的过程,强调战略的动态变化,认为最适合的战略制定与决策过程依赖于环境波动的程度。
这个学派包括:安索夫的企业战略行为是对其环境的适应过程及由此导致的企业内部结构化的过程思想,伊丹敬之的战略适应性观点,奎因的逻辑改良主义等。
产业组织分析也可以视为一种环境适应理论,只是更重视环境中的产业结构分析。
1980年迈克尔·波特提出的产业分析竞争战略思想,既可以视为早期产业组织理论的发展,也可以视为环境适应理论的深化。
1985年迈克尔·波特提出的价值链理论,从企业内部价值创造过程寻求竞争优势来源,弥补对企业内部因素不够重视的缺陷。
企业战略管理论文参考文献(精选3篇)

企业战略管理论文参考文献(精选3篇)企业战略管理论文参考文献(精选3篇)在平平淡淡的日常中,大家都经常看到论文的身影吧,论文是进行各个学术领域研究和描述学术研究成果的一种说理文章。
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企业战略管理论文参考文献1[1] 陈雄辉. 技术创新的人文价值[D]. 华中师范大学2011[2] 谢旭光. 基于复杂网络的企业竞争力研究[D]. 中国石油大学(华东) 2013[3] 刁玉柱. 嵌入全球价值链高端的企业战略延伸研究[D]. 东北财经大学 2014[4] 包玉泽. 技术能力视角与全球价值链背景下的企业升级[D]. 武汉大学 2010[5] 蔡利军. 基于互联网平台的分布式创新研究[D]. 武汉大学 2010[6] 赵永杰. 基于企业家精神的动态能力生成机理研究[D]. 东北财经大学 2011[7] 马鹤丹. 基于区域创新网络的企业知识创新系统研究[D]. 东北财经大学 2011[8] 李福成. 新型国有企业定位与效率问题研究[D]. 东北财经大学 2011[9] 毕楠. 基于声誉资本的企业社会责任价值创造机理研究[D]. 东北财经大学 2012[10] 王雅娟. 基于组织间信任的知识链演化研究[D]. 东北财经大学 2012[11] 韩文海. 基于隔离机制的竞合效益研究[D]. 东北财经大学 2012[12] 李泽建. 企业持续创新过程中重大风险识别与动态演进规律研究[D]. 昆明理工大学 2014[13] 张瑾. 顾客参与对知识密集型服务业创新绩效的影响研究[D]. 江苏大学 2014[14] 熊磊. 技术资源与国际技术许可排他性策略研究[D]. 浙江大学 2015[15] 郑祖婷. 基于引进式技术跨越的产业技术创新能力提升研究[D]. 天津大学 2014[16]张健. 企业联盟能力、技术中介与创新绩效的关联机制研究[D]. 浙江大学 2013[17]于洋. 新型国有企业的三维监管体制构建研究[D]. 东北财经大学 2013[18]白景坤. 组织惰性的生成与克服研究[D]. 东北财经大学 2009[19]Veronica Serrano,Thomas Fischer. Collaborative innovation in ubiquitous systems[J]. Journal of Intelligent Manufacturing . 2007 (5)[20]Terry Shinn,Erwan Lamy. Paths of commercial knowledge: Forms and consequences of university-enterprise synergy in scientist-sponsored firms[J]. Research Policy . 2006 (10)企业战略管理论文参考文献2[1] 涂振洲,顾新. 基于知识流动的产学研协同创新过程研究[J]. 科学学研究. 2013(09)[2] 林润辉,张红娟,范建红. 基于网络组织的协作创新研究综述[J]. 管理评论. 2013(06)[3] 邱国栋着.公司发展战略[M]. 人民出版社, 2005[4] (美)迈克尔·波特(MichaelE.Porter)着,陈小悦译.竞争优势[M]. 华夏出版社, 2005[5] (英)克利斯·弗里曼(ChrisFreeman),(英)罗克·苏特(LucSoete)着,华宏勋,华宏慈等译.工业创新经济学[M]. 北京大学出版社, 2004[6] 李怀祖编着.管理研究方法论[M]. 西安交通大学出版社, 2004[7] 解学梅,左蕾蕾. 企业协同创新网络特征与创新绩效:基于知识吸收能力的中介效应研究[J]. 南开管理评论. 2013(03)[8] 何郁冰. 产学研协同创新的理论模式[J]. 科学学研究. 2012(02)[9] 邱国栋,马鹤丹. 区域创新系统的结构与互动研究:一个基于系统动力视角的理论框架[J]. 管理现代化. 2011(04)[10] 刘小刚,熊立峰. 消费者需求动态响应、企业边界选择与商业生态系统构建--基于苹果公司的案例研究[J]. 中国工业经济. 2013(05)[11] 杜兰英,陈鑫. 政产学研用协同创新机理与模式研究--以中小企业为例[J]. 科技进步与对策. 2012(22)[12] 张利斌,张鹏程,王豪. 关系嵌入、结构嵌入与知识整合效能:人-环境匹配视角的分析框架[J]. 科学学与科学技术管理. 2012(05)[13] Boo-Young Eom,Keun Lee. Determinants of industry-academy linkages and, their impact on firm performance: The case of Korea as a latecomer in knowledge industrialization[J]. Research Policy . 2010 (5)[14] Maria Elmquist,Tobias Fredberg,Susanne Ollila. Exploring the field of open innovation[J]. European Journal of Innovation Management . 2009 (3)企业战略管理论文参考文献3[1] 王金开. CF工厂薪酬方案的设计与实施[D]. 东北大学 2009[2] 张砷. MG环境下TIMELESS公司2013-2015年Time Song品牌腕表营销战略的制定与实施[D]. 东北大学 2012[3] 牟海涛. 维纳斯银河国际表业公司维纳斯产品生产战略的`制定与实施[D]. 东北大学 2009[4] 王崇利. 维纳斯国际表业有限公司麦克瑞品牌生产战略的制定与实施研究[D]. 东北大学 2009[5] 卜琳. MG环境下工孚钟表2011-2013年HTH产品营销战略的制定与实施[D]. 东北大学 2011[6] 李智. RH公司生产战略制定和实施研究[D]. 广东工业大学 2014[7] 吴迪. MG环境下达克斯公司美达系列腕表生产战略的制定与实施[D]. 东北大学 2011[8] 果美娜. Management Game环境下GEM公司蓝宝石系列腕表营销战略的制定与实施[D]. 东北大学 2010[9] 杨爽. XHLN公司薪酬管理方案的再设计及其实施[D]. 东北大学 2012[10]张利民. MG环境下雅豪公司豪杰品牌生产战略的制定与实施[D]. 东北大学 2010[11]娄洁. MG环境下TIMELESS公司2013-2015年生产战略研究[D]. 东北大学 2012[12]左佳. 基于MG环境的环球计时表业公司典藏系列产品营销战略的制定和实施[D]. 东北大学 2011[13]张砷. MG环境下TIMELESS公司2013-2015年Time Song品牌腕表营销战略的制定与实施[D]. 东北大学 2012[14]张晓东. MG环境下工孚钟表Fusion产品2011-2013年生产战略的制定和实施[D]. 东北大学 2011[15]卜琳. MG环境下工孚钟表2011-2013年HTH产品营销战略的制定与实施[D]. 东北大学 2011[16]张琰. Management Game环境下戴乐公司生产运营战略的制定与实施[D]. 东北大学 2010。
推荐-战略管理的经典文献 精品

战略管理的经典文献▪Andrews K. (1986). The Concept Of Corporate Strategy. Homewood, Ill: Irwin.Chapters 2,3,4.▪Porter, M. What Is Strategy? Harvard Business Review, 1996, 6.▪Drucker, P. The Theory Of The Business, Harvard Business Review, 1994, 5.▪Hamel, G. Strategy As Revolution, Harvard Business Review, 1996, 4▪Hamel, G. & C. K. Prahalad, Strategic Intent, Harvard Business Review, 1989,3.▪Hamel, G. & C. K. Prahalad, Strategy As Stretch And Leverage, Strategic Management Journal, 1993, 2.▪Rumelt, R. Schendel, D., & Teece, D. (1991). Fundamental Research Issues In Strategy And Economics. Strategic Management Journal. Special Issue. Vol. 12.▪Schoemaker, P. (1990). Strategy, plexity And Economic Rents. Management Science.Special Issue, Vol. 36 (10), 1178-1192.▪Christensen, C., Kenneth R. Andrews, Joseph L. Bower, Richard G. Hamermesh, Michael E. Porter, Business Policy: Text And Cases, Richard D. 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It's A Question (And Theory) Of Strategy Balance, Strategic Management Journal, 1999, 2▪Grimm, C. & Smith, K. G. (1997). Strategy As Action. Dallas, Tx: Southwest Publishing.▪Henderson, B. The Concept Of Strategy, In The Strategic Management Handbook (Kenneth J. Albert Ed.), Mcgraw-Hill Book pany, 1983: 1-3~4.▪Kaplan, R.; David P. Norton, Having Trouble With Your Strategy? Then Map It, Harvard Business Review, 2000, 5.▪Hambrick, D. (1983). Some Tests Of The Effectiveness And Functional Attributes Of Miles And Snow’S Strategic Types. Academy Of Management Journal, Vol. 26, 5-26.▪Hatten, K.J., Schendel, D.E., & Cooper, A.C. (1978). A Strategic Model Of The U.S. Brewing Industry: 1952-1971. Academy Of Management Journal. Vol. 21.592-610.▪Barney, J. (1986). Types Of petition And The Theory Of Strategy: Toward An Integrative Framework. Academy Of Management Review. Vol. 11, 791-800.▪Hambrick, D., I. Macmillan & D. Day (1982). 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战略管理研究参考文献(总目录)项保华2003-5-31重要说明:本目录经过多届博士生的共同努力,于2003年5月整理完成,主要提供本人指导的战略管理研究方向的博士生学习参考之用。
可以认为,只要通读了本目录的大部分文献,必将能够对战略管理领域的当前及经典理论、方法有比较系统的把握。
若能在此基础上潜心感悟,加强与同行的交流探索,定可具备解决具体战略理论与实践问题的创新思路与实用技能,从而顺利完成博士学位论文的选题与撰写。
作为战略管理研究方向博士生培养的业务目标定位为,通过对战略理论与实践的系统学习,达到胜任国内重点高等院校战略领域的教学、研究、咨询工作之要求。
所以,对于硕士生以及非战略管理研究方向的博士生而言,不作全面通读本目录文献之要求,各位可以根据自己的兴趣,从本目录中选取部分文献阅读,以作为参与战略课程学习之补充。
学习建议:以具体老师为师的范围终有限,而以文献为师则可延请古今中外名家赐教,广泛借鉴吸收多方面的见解。
多读、多思、多写,书山无路勤为径,以学为乐恒则成!谨以此与各位共勉!1、中文部分为人经世♦孔子, 论语(网上下载)♦老子, 道德经(网上下载)♦孙子, 孙子兵法(网上下载)♦马基雅维里(1469-1527), 君主论, 中国社会出版社, 1999♦葛拉西安(1601-1658), 智慧书——永恒的处世经典(网上下载)♦何兆武, 西方哲学精神, 清华大学出版社, 2002♦墨顿·亨特, 心理学的故事, 海南人民出版社, 1999♦维克托·E.弗兰克尔, 人生的真谛, 中国对外翻译出版公司, 1994♦ E. 迈尔, 生物学思想发展的历史, 四川教育人民出版社, 1990(网上下载)♦威尔逊, 新的综合:社会生物学(李昆峰编译), 四川人民出版社, 1985(网上下载)战略总论♦项保华, 战略管理——艺术与实务(第3版), 华夏出版社, 2003♦明茨伯格等, 战略历程:纵览战略管理学派, 机械工业出版社, 2002♦拜瑞·J·内勒巴夫;亚当·M·布兰登勃格, 合作竞争(Co-Opetition), 安徽人民出版社, 2000♦迈克尔·波特, 竞争战略(原著1980年出版), 华夏出版社, 2003♦迈克尔·波特, 竞争优势(原著1985年出版), 华夏出版社, 2003♦迈克尔·波特, 国家竞争优势(原著1990年出版), 华夏出版社, 2002♦迈克尔·波特等, 未来的战略, 四川人民出版社, 2000♦格里·约翰逊;凯万·斯科尔斯, 公司战略教程, 华夏出版社, 1998♦小乔治·斯托尔克等, 企业成长战略, 中国人民大学出版社、哈佛商学院出版社, 1999专题探讨♦保罗·索尔曼、托马斯·弗利德曼, 企业竞争战略, 中国友谊出版公司, 1985♦罗伯特·艾克斯罗德, 对策中的制胜之道:合作的进化, 上海人民出版社, 1996♦约瑟夫·巴达拉克, 界定时刻——两难境地的选择, 经济日报出版社、哈佛商学院出版社, 1998♦芝加哥大学商学院、欧洲管理学院、密歇根大学商学院、牛津大学赛德商学院, 把握战略:MBA战略精要, 北京大学出版社, 2003♦哈默尔、普拉哈拉德, 竞争大未来, 昆仑出版社, 1998♦尼尔·瑞克曼, 合作竞争大未来, 经济管理出版社, 1998♦卡尔·W.斯特恩、小乔治·斯托克, 公司战略透视, 上海远东出版社, 1999♦乔尔·布利克、戴维·厄恩斯特, 协作型竞争, 中国大百科全书出版社, 1998♦彼德·F.德鲁克等, 公司绩效测评, 中国人民大学出版社、哈佛商学院出版社, 1999♦尼古莱·J·福斯;克里斯第安·克努森, 企业万能:面向企业能力理论, 东北财经大学出版社, 199 8♦约翰·斯塔基、戴维·怀特, 纵向合并何时可行、何时不可行?“载程嘉树、欧高敦主编:《麦肯锡高层管理论丛》(Ⅲ), 经济科学出版社, 1997♦安德鲁·坎贝尔、凯瑟琳·萨默斯·卢斯编, 核心能力战略:以核心竞争力为基础的战略, 东北财经大学出版社, 1999♦Keith J. Leslie; Max P. Michaels, 现实期权的真正力量, 载欧高敦主编,麦肯锡高层管理论丛(V i),经济科学出版社, 1998管理基础♦埃迪·奥本, 现代企业诊断, 机械工业出版社, 2000♦井植薰, 我和三洋——成功源于探索, 上海译文出版社, 1992♦查尔斯·汉迪, 超越确定性——组织变革的观念, 华夏出版社, 2000♦伊查克·爱迪思(I. Adizes), 把握变革(Mastering Change), 华夏出版社, 1998♦迈克乐·格伯, 企业家迷信——多数小企业不成功的原因及对策, 新华出版社, 1996♦詹姆斯·巴拉斯科、拉尔夫·斯戴尔, 水牛的腾飞:走向经营成功之路, 清华大学出版社, 1999♦斯蒂文·阿布里奇, 服务·服务·服务——企业成长的秘密武器(戴骏等译), 吉林人民出版社, 1998♦舒尔兹、田纳本、劳特朋(Don E. Schultz; Stanley Tannenbaum, Robert F. Lauterborn), 整合营销传播(Integrated Marketing Communications), 内蒙古人民出版社, 1998♦史蒂文森, 以预见创造未来:企业生存之道, 中国人民大学出版社, 2000♦阿里·德赫斯, 长寿公司:商业“竞争风暴”中的生存方式, 经济日报出版社、哈佛商学院出版社, 1998♦高德拉特;科克斯(Eliyahu M. Goldratt; Jeff Cox), 目标:简单而有效的常识管理(The Goal:A Process Of Ongoing Improvement, 2th Ed., 1992), 上海三联书店, 19992、英文部分Part I 战略总论Introduction To StrategyA Focus On Organizational Performance♦Smith K.G., Guthrie, J. & Chen, M. (1989). Strategy, Size And Performance. Organization St udies, Vol.10 (1).♦Bettis, R. (1983). 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Pindyck, The Options Approach To Capital Investment, Harvard Business Rev iew, 1995, 3♦Mintzberg, H.; Joseph Lampel, Reflecting On The Strategy Process, Sloan Management Revie w, 1999, 3Part II 内外要素External And Internal Models Of Stra tegyIndustry Analysis And Strategy♦Zajac, E. & Bazerman, M. (1991). Blind Spots In Industry And Competitor Analysis: Implica tions Of Interfirm (Mis)Perceptions For Strategic Decisions. Academy Of Management Review, Vol. 16 (1): 37-56.♦Porter, M.E. (1981). The Contribution Of Industrial Organization To Strategic Management.Academy Of Management Review. Vol. 6,137-156.♦Foss, N, Research In Strategy, Economics, And Michael Porter, Journal Of Management Studi es, January 1996.♦Cool, K.O. & Schendel, D.E. (1987). Strategic Group Formation And Performance: U.S. Phar maceutical Industry. Management Science, 33, 1102-1124.♦Nath, D.; Thomas S. Gruca, Convergence Across Alternative Methods For Forming Strategic Groups, Strategic Management Journal, 1997, 9: 745-760♦Peteraf, M.; Mark Shanley, Getting To Know You: A Theory Of Strategic Group Identity, Str ategic Management Journal, 1998, Summer Special Issue♦Porter, M., How Competitive Forces Shape Strategy, Harvard Business Review, 1979, 2.♦Sampler, J., Redefining Industry Structure For The Information Age, Strategic Management J ournal, 1998, 4♦Caves, R. & Ghemawat, P. (1992). Identifying Mobility Barriers. Strategic Management Journ al. 13, 1-12.♦Brush, T., P. Bromiley,. & M. Hendrickx (1999). The Relative Influence Of Industry And Cor poration On Business Segment Performance: An Alternative Estimate. Strategic Management Jo urnal. Vol 20 (6)519-548.♦Caves R. & Porter, M. (1977). From Entry Barriers To Mobility Barriers. Quarterly JournalOf Economics, 91, 241-261.♦Chang, S.& H.Singh. (2000). Corporate And Industry Effects On Business Unit Competitive P osition. Strategic Management Journal. Vol 21 739-752.♦Mcgahan, A.M. & M. E. Porter (1997). How Much Does Industry Matter, Really? Strategic Management Journal, Vol. 18, 15-30.♦Peteraf, M.A. & M. Shanley (1997) Getting To Know You: A Theory Of Strategic Group Ide ntity. Strategic Management Journal, Vol. 18, 165-186.♦Porter, M. (1979). The Structure Within Industries And Companies Performance. Review Of Economics And Statistics, 61: 214-227.♦Rumelt, R. (1991). How Much Does Industry Matter? Strategic Management Journal, Vol. 12.167-185.♦Powell, R. C. (1996). How Much Does Industry Matter? An Alternative Empirical Test. Strate gic Management Journal, Vol. 17, 323-334.♦Smith K.G., Grimm, C. Young, G., & Wally, S. (1997). Strategic Groups And Rivalrous Firm Behavior: Towards A Reconciliation, Strategic Management Journal, Vol. 18 (2).♦Barney, J. & Hoskisson R (1990). Strategic Groups: Untested Assertions And Research Propos als. Managerial And Decision Economics, Vol. 11 (3)♦Harrigan, K. R. (1982). Exit Decisions In Mature Industries. Academy Of Management Journ al, Vol. 25. 707-732.♦Hatten, K. & Schendel, D. Heterogeneity Within An Industry: Firm Conduct In The U.S. Bre wing Industry, 1952-1971. Journal Of Industrial Economics. 26, 97-113.♦Mcgee, J. & Thomas, H.(1989). Strategic Groups: A Further Comment. Strategic Management Journal. 10, 105-107.♦Nayyar, P. (1989). Strategic Groups: A Comment. Strategic Management Journal. 10, 101-104.♦Wiggins R. & Ruefli, R. (1995). Necessary Conditions For The Predictive Validity Of Strategic Groups: Analysis Without Reliance On Clustering Techniques. Academy Of Management Review Vol. 38, 1635-1655.Resource-Based View And Strategy♦Rouse, M.; U. S. Daellenbach, Rethinking Research Methods For The Resource-Based Perspec tive: Isolating Sources Of Sustainable Competitive Advantage, Strategic Management Journal, 1999, 5♦Collis, D., How Valuable Are Organizational Capabilities?, Strategic Management Journal, 199 4, Winter Special Issues♦Barney, J. (2001). Is The Resource-Based 'View' A Useful Perspective For Strategic Managem ent Research? Yes. Academy Of Management Review, Vol. 26 (1)♦Priem, R.L. & Butler, J.E. (2001). Is The Resource-Based "View" A Useful Perspective For St rategic Management Research? Academy Of Management Review, Vol. 26 (1)♦Grant, R, (1991). Resource Based Theory Of Competitive Advantage: Implications For Strateg y Formulation. California Management Review, Vol. 33 (3).♦Wernerfelt, B., A Resource-Based View Of The Firm, Strategic Management Journal, 1984, 2.♦Wernerfelt, B., The Resource-Based View Of The Firm: Ten Years After, Strategic Manageme nt Journal, 1995, 3.♦Mosakowski, E., Managerial Prescriptions Under The Resource-Based View Of Strategy: The Example Of Motivational Techniques, Strategic Management Journal, 1998, 12♦Medcof, J., Resource-Based Strategy And Managerial Power In Networks Of Internationally D ispersed Technology Units, Strategic Management Journal, 2001, 11.♦Mahoney, J. T. & Pandian, J. (1992). The Resource-Based View Within The Conversation Of Strategic Management, Strategic Management Journal, Vol. 13, 363-380.♦Barney, J., How A Firm's Capabilities Affect Boundary Decisions, Sloan Management Review, 1999, 3♦Barney, J. (1991). Special Theory Forum, The Resource -Based Model Of The Firm: Origins, Implications And Prospects. The Journal Of Management. Vol. 17, 97-98.♦Conner, K. (1991). A Historical Comparison Of Resource-Based Theory And Five Schools Of Thought Within Industrial Organization Economics: Do We Have A New Theory Of The Firm?Journal Of Management. Vol. 17, 121-154.♦Liererman, M.; David B. Montgomery, First-Mover (Dis)Advantages: Retrospective And Link With The Resource-Based View, Strategic Management Journal, 1998, 12♦Peteraf, M.A. (1993). The Cornerstones Of Competitive Advantage: A Resource-Based View. S trategic Management Journal, 14 (3): 179-192.♦Miller, D. & Shamsie J. (1996). The Resource-Based View Of The Firm In Two Environments:The Hollywood Film Studies From 1936 To 1965. Academy Of Management Journal, Vol. 39(3) 519-543.♦Mcwilliams, A. & Smart, D.L. (1995). The Resource-Based View Of The Firm: Does It Go F ar Enough In Shedding The Assumptions Of The S-C-P Paradigm? Journal Of Management I nquiry, 4:309-316.Environment Vs Organization: An Integration♦Evans, P. & T. Wurster, Strategy And The New Economics Of Information, Harvard Business Review, 1997, 5♦Porter, M., Strategy And The Internet, Harvard Business Review, 2001, 3♦Tapscott, D., Rethinking Strategy In A Networked World Or Why Michael Porter Is Wrong, Strategy & Business () (Third Quarter 2001)♦Ghoshal, S. & Westney, D. (1991). Organizing Competitor Analysis Systems. Strategic Manage ment Journal. 12, 17-31.♦Schoenecker, T.; Arnold C. Cooper, The Role Of Firm Resources And Organizational Attribut es In Determining Entry Timing: A Cross-Industry Study, Strategic Management Journal, 1998,12♦Jemison, D. (1981). The Contribution Of Organizational Theory To Strategic Management. Ac ademy Of Management Review. Vol. 21.♦Aktouf O. (1992). Management And Theories Of Organizations In The 1990s: Toward A Criti cal Radical Humanism? Academy Of Management Review. Vol. 17 407-431.♦Bettis, R., Michael A. Hitt, The New Competitive Landscape, Strategic Management Journal, 1995, 1♦Smith, K.G., C. Grimm, M. Gannon, & M.J. Chen, (1991). Organizational Information Proces sing: Competitive Responses And Performance In The Us Domestic Airline Industry. Academy Of Management Journal, Vol. 34, 60-85.♦Rugman, A.; Alain Verbeke, Corporate Strategies And Environmental Regulations: An Organi zing Framework, Strategic Management Journal, 1998, 4♦Hansen, G. & Wernerfelt, B. (1989). Determinants Of Firm Performance: The Relative Import ance Of Economic And Organizational Factors. Strategic Management Journal, 10: 399-411.♦Oliver, C. (1997). Sustainable Competitive Advantage: Combining Institutional And Resource-B ased Views. Strategic Management Journal, Vol. 18: 697-713.♦Dean, T.; R. L. Brown; C. E. Bamford, Differences In Large And Small Firm Responses To Environmental Context Strategic Implications From A Comparative Analysis Of Business Form ations, Strategic Management Journal, 1998, 8♦Burt, R. (1997). The Contingent Value Of Social Capital. Administrative Science Quarterly, V ol. 42: 339-365.♦Burt, R., R. Hogarth,& C. Michaud (2000). The Social Capital Of French And American Ma nagers. Organizational Science. Vol 11(2): 123-147.♦Galaskiewicz, J. & S. Wasserman. (1993). Social Network Analysis. Sociological Methods & R esearch. Vol. 22: 3-22.♦Granovetter, M. (1973). The Strength Of Weak Ties. American Journal Of Sociology. Vol. 78♦Nahapiet J. & S. Ghoshal (1998). Social Capital, Intellectual Capital And The Organizational Advantage. Academy Of Management Review, Vol. 23: 242-266.♦Tsai, W. & S. Ghoshal. (1998). Social Capital And Value Creation: The Role Of Intrafirm Ne tworks. Academy Of Management Journal. Vol 41 (4) 464-478.♦Teece, D. (1998) Capturing Value From Knowledge Assets. California Management Review. Vo l 40 (3).♦Spender, J.; Robert M. Grant, Knowledge And The Firm: Overview, Strategic Management J ournal, 1996, 1: 5-9♦Tsoukas, H., The Firm As A Distributed Knowledge System : A Constructionist Approach, St rategic Management Journal, 1996, 1: 11-25Part III 竞合互动Competition And The Creation Of V alueCompetitive Dynamics Research♦Gal-Or, E. (1985). First Mover And Second Mover Advantages. International Economic Revie w, 26, 649-653.♦Gatignon, H. Anderson, E. & Helsen, K. (1989). Competitive Reactions To Market Entry: Ex plaining Interfirm Differences. Journal Of Marketing, 26, 44-55.♦Glazer, A. (1985). The Advantages Of Being First. American Economic Review, 75, 473-480.♦Guasch, L. & Weiss, A. (1980). Adverse Selection By Markets And The Advantage Of Being Late. The Quarterly Journal Of Economics, 453-466.♦Kamien, M. I, & Schwartz, N.L. (1978). Potential Rivalry, Monopoly Profits And The Pace Of Inventive Activity. Review Of Economic Studies, 45, 547-557.♦Lieberman M.B. & Montgomery, D.B. (1988). First-Mover Advantages. Strategic Management Journal. 9, 41-58.♦Mascarenhas, B. (1992). First Mover Effects In Multiple Dynamic Markets. Strategic Manage ment Journal. 13, 237-243.♦Mitchell, W. (1989), Whether And When? Probability And Timing Of Incumbents’ Entry Into Emerging Industrial Sub-Fields. Administrative Science Quarterly, 34:208-230.♦Milgrom, P., & Roberts, J. (1982). Predation, Reputation And Entry Deterrence. Journal Of Economic Theory, 27, 280-312.♦Robinson, W. T. (1988). Sources Of Market Pioneer Advantages: The Case Of Industrial Goo ds Industries. Journal Of Marketing Research, 87-94.♦Frass, A. G., & Greer, D. (1977). Market Structure And Price Collusion: An Empirical Analy sis. Journal Of Industrial Economics, 26, 21-43.♦Baldwin, W.L., & Childs, G. L. (1969). The Fast Second And Rivalry In Research And Devel opment. Southern Economic Journal, 36, 18-24.♦Chen, M. (1996). Competitor Analysis And Interfirm Rivalry: Toward A Theoretical Integratio n. Academy Of Management Review. Vol. 21. 100-134.♦Liererman, M.; David B. Montgomery, First-Mover Advantages, Strategic Management Journa l, 1988, Summer Special Issue♦Mascarenhas, B., First-Mover Effects In Multiple Dynamic Markets, Strategic Management Jo urnal, 1992: 237-243♦Chen, M.J. & Hambrick, D. (1995). Speed, Stealth, And Selective Attack: How Small Firms Differ From Large Firms In Competitive Behavior. Academy Of Management Journal, 38(2), 4 53-482.♦Jacobson, R. (1992). The "Austrian" School Of Strategy. Academy Of Management Review, 1 7(4): 782-807.♦Smith, K.G., C. Grimm & M. Gannon. (1992). The Dynamics Of Competitive Strategy. Califo rnia: Sage Publishing.♦Williamson, O. (1996). Economic Organization: The Case For Candor. Academy Of Managem ent Review, Vol. 21: 48-57.♦Gimeno, J., Reciprocal Threats In Multimarket Rivalry: Staking Out "Spheres Of Influence"In The U. S. Airline Industry, Strategic Management Journal, 1999: 101-128♦Yoffie, D.; Michael A. Cusurmanno, Judo Strategy: The Competitive Dynamics Of Internet Ti me, Harvard Business Review, 1999, 1♦Ghoshal, S. & P. Moran (1996). Bad For Practice: A Critique Of The Transaction Cost Theo ry. Academy Of Management Review, Vol. 21: 13-47.♦Baum, J. & Korn, H. (1996). Competitive Dynamics Of Interfirm Rivalry. Academy Of Mana gement Journal, Vol. 39. 255-291.♦Chen, M. J., Smith, K. G. , & Grimm, C. M. 1992. Action Characteristics As Predictors Of Competitive Responses. Management Science, 38: 439-455.♦Chen, M. J., & Macmillan, I.C., 1992. Nonresponse And Delayed Response To Competitive M oves: The Roles Of Competitor Dependence And Action Irreversibility. Academy Of Manageme nt Journal, 35(3), 539-570.♦Chen, M.J., & Miller, D., 1994. Competitive Attack, Retaliation And Performance: An Expect ancy-Valence Framework. Strategic Management Journal, 15, 85-102.♦Craig, T. (1996). The Japanese Beer Wars: Initiating And Responding To Hypercompetition I n New Product Development. Organizational Science, Special Issue Part 1. 302-321.♦Eaton, B.C. & Ware, R. (1987). A Theory Of Market Structure With Sequential Entry. Rand Journal Of Economics, 18, 1-16.Alternatives To Competition: Co-Opetition♦Nalebuff, B. & A. Brandenburger, Co-Opetition, Harper Collins Publishers, 1996: 3.♦Brandenburger, A. & B. Nalebuff, The Right Game: Use Game Theory To Shape Strategy, H arvard Business Review, 1995, 4♦Spekman, R., T. Forbes, L. Isabella, Alliance Management: A View From The Past And A L ook To The Future, Journal Of Management Studies, 1998, 6♦Harari, O., Stop Trying To Beat Your Competitors, Management Review, 1994, 9♦Quinn, J. B., Strategic Outsourcing: Leveraging Knowledge Capabilities, Sloan Management R eview, 1999, 4, Summer♦Saloner, G., Modeling, Game Theory, And Strategic Management, Strategic Management Journ al, Vol.12, 119-136, 1991.♦Ring, P. S.; Andrew H. Van Deven, Structuring Cooperative Relationships Between Organizati ons, Strategic Management Journal, 1992: 483-498♦Mowery, D.; Joanne E. Oxley; Brian S. Silverman, Strategic Alliances And Interfirm Knowled ge Transfer, Strategic Management Journal, 1996, Winter Special Issues: 77-91♦Gulati, R., Alliances And Networks, Strategic Management Journal, 1998, 4♦Kanter, R., Collaborative Advantage: The Art Of Alliances, Harvard Business Review, 1994,4.♦Mauri, A.; Max P. Michaels, Firm And Industry Effects Within Strategic Management: An E mpirical Examination, Strategic Management Journal, 1998, 3♦Zajac, E., Commentary On "Alliances And Networks" By R. Zajac, Strategic Management Jo urnal, 1998, 4♦Rindova, V.; Charles J. Fombrun, Constructing Competitive Advantage: The Role Of Firm-Co nstituent Interactions, Strategic Management Journal, 1999, 8♦Browning, L. Beyer, J. & Shetler, J. (1995). Building Cooperation In A Competitive Industry: Sematech And The Semiconductor Industry. Academy Of Management Journal. Edited By Sm ith, Carroll And Ashford. Vol. 38. 113-151.♦Gulati, R. (1995) Does Familiarity Breed Trust. Academy Of Management Journal. Edited By Smith,Carroll And Ashford. Vol. 38. 85-112.♦Ring, P.S. & Van De Ven, A. (1994). Developmental Processes Of Cooperative Interorganizatio nal Relationships. The Academy Of Management Review, 19(1): 90-118.♦Gimeno, J. & Woo, C. (1999). Multimarket Contact, Economies Of Scope And Firm Perform ance. Academy Of Management Journal. Vol 42 (3) 239♦Gimeno, J. & Woo, C. (1996). Hypercompetition In A Multimarket Environment: The Role Of Strategic Similarity And Multimarket Contact In Competitive De-Escalation. Organizational Science, Special Issue Part 1. 322-341.♦Mcgrath, R. M. J. Chen & I. Macmillan, (1998). Multimarket Maneuvering In Uncertain Sph eres Of Influence: Resource Diversion Strategies. Academy Of Management Review, Vol. 23: 72 4-740.♦Baum, J. & J. Korn, (1999). Dynamics Of Dyadic Competitive Interaction. 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