最新《战略管理》期末复习资料

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《战略管理》期末复习资料——英文版,大题目

1.战略管理在现代企业中为什么变得很重要？

Research indicates that organizations that engage in strategic management generally outperform those that do not. The attainment of an appropriate match or fit between an organization's environment and its strategy, structure, and processes has positive effects on the organization's performance. A firm cannot afford to follow intuitive strategies once it becomes large, has layers of management, or its environment changes substantially. As the world's environment becomes increasingly complex and changing, strategic management is used by today's corporations as one way to make the environment more manageable.

2. 企业能否同时采用成本领先战略和差异化战略，为什么？

Michael Porter argues that a business unit which is unable to achieve one of the competitive strategies is likely to be "stuck in the middle" of the competitive marketplace with no competitive advantage. That unit, according to Porter, is doomed to below-average performance. Research by Greg Dess and Peter Davis as well as by Rod White, suggests however, that this may not be the case. Examples can be found of businesses which have been able to jointly follow overall low cost and high quality differentiation strategies.

Japanese companies such as Toyota in automobiles and Matsushita in consumer electronics are good examples. Their offer of low price and high quality created serious problems for those companies following only one competitive strategy in the U.S.

3.在全球环境下，资源基础观对战略管理有什么关联性？

The resource-based view of the firm is an attempt to bring attention to the importance of a corporation's resources in strategic management. As noted in the text, experts on the resource-based view suggest that differences in performance among companies may be explained best, not through differences in industry structure identified by industry analysis, but through differences in corporate assets and resources and their application. The resource-based view of the firm is compatible with the traditional concepts of S.W.O.T. and distinctive competence popular in the field since the 1960s.

The only danger with the resource-based approach is that people may go overboard again and tend to put too much emphasis on internal factors and not enough on external factors.

Nevertheless, the idea that the durability and imitability of corporate resources determine competitive advance is a very useful one. The movement toward a more global environment simply accentuates the need to assess and to build a firm’s competencies so that it can successfully compete world-wide. A competency may be distinctive in one’s home country, but only be a core competency (or less) in another location in the world.

4. How can a decision maker identify strategic factors in the corporation's external environment?

List three or more trends emerging in each of the four forces of a firm's societal environment. Then estimate the likely impact of these general trends upon the primary stakeholders, e.g., communities, creditors, competitors, etc. These data form a series of strategic issues - those trends and developments that are very likely to determine the future environment.

Plot these strategic issues on an issues priority matrix. Those issues judged to have a high probability of occurring and a high probable impact on the corporation are strategic factors. Categorize these