企业战略管理英文第二章

In athletics, it’s straightforward:
• The person who runs 100 meters the fastest
• The person who jumps the highest
• The team who wins the Stanley Cup in the NHL
Strategic Management and Firm Performance
Chapter TwoFra bibliotek© 20©0620b0y6NbeylsNoenls,oan,daivdisivioisnioonfoTfhTohmomsosonnCCaannaaddaaLLimimiitted.
2-1
The Strategic Management Process
For firms, it’s when the company successfully formulates & implements a value-creating strategy.
© 2006 by Nelson, a division of Thomson Canada Limited.
Strategic Competitiveness
Strategy Implementation
Strategic Objectives & Inputs
CChh.a1p:tSertr1a:t. Chapter 3: MgSmtrta. t&egCiocm- The External Mpeatnitaigvenmeesnst Environment
© 2006 by Nelson, a division of Thomson Canada Limited.
2-3
Defining Performance
An organization is an association of productive assets who have voluntarily come together to accomplish a set of goals.
2-2
Strat. Management & Firm Performance
Knowledge Objectives:
1. Understand the ultimate goal of strategic mgmt. – to impact organizational performance.
2. Defining performance, particularly the differences among above-average returns, average returns and below-average returns.
3. Discuss the different ways in which organizational performance is measured.
When the actual value created is greater than the expected value
© 2006 by Nelson, a division of Thomson Canada Limited.
2-6
Defining Organizational Performance
The goal is to gain an economic advantage.
© 2006 by Nelson, a division of Thomson Canada Limited.
2-4
What Is Performance?
An important question in the study of firms. What is performance?
Ch. 12: Org. Structure &
Controls
Chapter 11: Corporate Governance
Strategic Actions
Strategy Formulation
Chapter 5: Bus.-Level Strategy
Chapter 6: Competitive Dynamics
a2*n -5
Levels of Performance
Below-normal Normal performance Above-normal
When the actual value created is less than the value owners expectations
Occurs when the actual value created is equal to the expected value
The Concept of Value…
What is received for what is given.
Chapter 7: Chapter 8: Corp.-Level Acquisition &
Strategy Restructuring
Chapter 9: Chapter 10:
International Cooperative
Strategy
Strategy
© 2006 by Nelson, a division of Thomson Canada Limited.
4. Know the strengths and weaknesses of different measures of organizational performance.
5. Define corporate social responsibility, sustainability, and the triple bottom line.
Ch. 2: Strat. Chapter 4: Mgmt . & The Internal
Performance Environment
Strategic Mission & Strategic Intent
Chapter 13: Chapter 14: Strategic Org. Renewal Leadership & Innovation