《战略管理精要(第4版)》内容简介:挖掘精炼。有效的战略管理资源!《战略管理精要》(第4版)检验了在公司竞争领域成功的管理过程、环境和执行。这一版本精炼的内容与现今的课程讲授保持一致。当然,传统的经济过程模型、基于资源的模型以及股东理论本版仍然保留着。精要版给予师生选择的自由,这种客户订制版是理想的教学工具。精要版新的内容包括全球竞争范围的战略化、新增的全球化挑战以及更多的伦理主题。这一精要版的特点是:采取更有效的方法,以给课程、实践训练和相关阅读留出时间。课文内容利用了更多的战略管理过程模式。以领先企业的实例来说明开发决策制定和分析技术的全球化主要观点。每一章以“聚焦战略”开始,以“关键点综述”结尾来帮助学生学习。

1.The Strategic Management Process
　What is Strategic Management？
　Alternative Perspectives on Strategy Development
　Strategic Thinking
　Key Points Summary
　References
2.TheExternalEnvironment
　The Broad Environment
　The Task Environment
　Global Business Environments
　Key Points Summary
　References
3.Organizational Resources and Competitive Advantage
　The Strategic Value of Internal Resources and Capabilities
　Human Resources 1.The Strategic Management Process
　What is Strategic Management？
　Alternative Perspectives on Strategy Development
　Strategic Thinking
　Key Points Summary
　References
2.TheExternalEnvironment
　The Broad Environment
　The Task Environment
　Global Business Environments
　Key Points Summary
　References
3.Organizational Resources and Competitive Advantage
　The Strategic Value of Internal Resources and Capabilities
　Human Resources
　Physical Resources
　Financial Resources
　Knowledge and Learning Resources
　General Organizational Resources
　ResourceAnalysis and the DevelopmentofStrategy
　Key Points Summary
　References
4.Strategic Direction
　Influences OD Strategic Direction
　OrganizationalMission andVisionStatements
　Business Definition
　Organizational Values and Purpose
　KeyPefints Summary
　References
5.Business-Level Strategies
　Growth Strategias
　Competitive Strategies
　Strategies in an International Context
　Changes in Strategy Over Time
　Key Points Summary
　References
6.Corporate Strategies
　Development of Corporate Strategy
　Diversification Methods
　Portfolio Management
　Key Points Summary
　References
7.Strategy Implementation
　Leadership
　Organization Culture and Energy
　Functional Strategies
　Executing Global Strategies
　Organizational Structure
　Xey Points Summary
　References
8.Strategic Controland
　Restructuring
　Strategic Control Systems
　Strategic Restructuring
　The Challenge of the Future
　Key Points Summary
　References
AppendixmPreparing a Strategic Analysis
　Structuring an Environmental Analysis
　Structuring an Organizational Analysis
　Developing a Strategic Plan
　A Note to Students

作者:(美国)杰弗里·S.哈里森(Jeffrey S.Harrison) (美国)卡伦·H.圣约翰(Caron H.St.John) 注译:陈继祥杰弗里·S.哈里森,里士满大学罗宾斯商学院战略管理学W.大卫·罗宾斯讲席教授,在此之前,他曾服务于康奈尔大学。哈里森博士研究兴趣包括战略管理、商业伦理,尤其擅长并购、多元化、战略联盟以及股东管理。他的大部分论文发表于权威杂志,如Academy of Management Journal, Strategic Management,Journal以及Journal of Business Ethics。他共主编或合编六部著作,并在数家公司担任顾问或培训师。卡伦·H.圣约翰,克莱姆森大学研究生项目和创新临时副主任,MBA项目和Spiro企业领导学院主管,教授。她的研究兴趣包括企业竞争、技术、经营战略。她的论文发表于Academy Management Review, Strategic Management Journal以及Production and Operations Management。她与杰夫·哈里森合编了两部战略管理的教材,同时她还活跃于战略、企业家和创新管理的经理及研究生教育。 A rigid strategic planning process can drive out strategic thinking.For example,some firms require their managers to estabfish and follow very detailed plans which do not allow for deviations.Other firms harshly penalize their managers for failure,SO they are afraid to try new ideas.Efiective strategm planning processes incorporate creative aspects associated with strategic thinking. There is no consensus on the meaning of strategic thinking or exactly what it entails.However,certain characteristics are associated、Ⅳith the kind of thinl(ing that is needed to stimulate innovation in the strategic planning process.These characteristics are a foCUS on strategic intent,a long-term perspective,consideration of the past and the present,a systems perspective,the ability to seize unanticipated opportunities,and a scientific approach.30 1.Focus D,l strategic in~nL Some peoplethink of creative processes as beingpurely random and unstructured.However,strategic thinking is not arandom process.It is based on a visionof where the organization is attemptingto go.This vision is sometimes calledstrategic intent.Strategic thinking leadsto ideas that will help the organizationachieve its vision. the future.