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開本：16開 紙張：膠版紙 包裝：平裝-膠訂 是否套裝：否 國際標準書號ISBN：9787302621621 叢書名：管理類雙語課程繫列教材 作者：蘭娟麗、雷宏振、劉湖 出版社：清華大學出版社 出版時間：2023年07月
"編輯推薦 本書為英文版戰略管理教材，運用“科學管理方法 國內外情境案例 藝術化語境”，引入中國戰略管理情境，協助讀者將科學管理與中國管理實踐及中國情境有機結合。 內容簡介 本書運用“科學管理方法 國內外情境案例 藝術化語境”，為經濟與管理學以及其他專業的學生和管理人員提供了一個學習戰略管理理論與方法工具的依據，既繫統地介紹了戰略管理的基本理論，推動繫統全面認識企業戰略的重要性和在整個管理體繫中的重要地位；也通過引入一些諸如SWOT、價值網絡、BSC、價值鏈、知識地圖等戰略管理分析方法和工具，使得管理者通過本教材的學習可以直接應用到自己的管理工作中，解決現實的戰略管理工作中的具體問題；在每一章理論知識和方法介紹的基礎上，本教材還專門設計了“戰略管理在中國”部分內容，引入中國戰略管理情境，協助讀者將科學管理與中國管理實踐及中國情境有機結合起來，並在每章學習內容後面附有典型企業戰略管理案例，拓展應用視野 ，啟發讀者進一步思考，為了使讀者更好地形成戰略管理繫統的連貫性思想及應用效果，本教材選擇一個特色化的中國企業整體戰略案例，在每個章節理論分析之後，相應地引入該案例各環節戰略管理設計的內容，這樣就可以將專業化的戰略管理理論與方法和繫統的戰略管理分析與設計有機結合起來。 作者簡介 蘭娟麗，博士後，陝西師範大學國際商學院副研究員、碩士研究生導師。
雷宏振，管理科學與工程博士後，陝西師範大學國際商學院教授、博導。
劉湖，陝西師範大學國際商學院副教授、碩士研究生導師。 目錄
Chapter 1 "With Invincible Heart, You Will Be Invincible in the World":
Do You Understand the Environment? 1
1.1 The "Neglected" External Environment 2
1.2 The Changing Industry Environment 11
1.3 "Birds of A Feather Flock Together": How Does Strategic Group
Affect Companies? 19
1.4 Who Is Your Competitor? 21
1.5 SSPA Method for Environmental Analysis 24
Chapter 2 "Anatomy of the Self": Where Is Your Core Competence? 32
2.1 From Ability to Core Competence 33
2.2 What Kind of Value Chain Do You Have? 40
2.3 Outsourcing 47
Chapter 3 "Mission Leading": How to Sketch Your Grand Blueprint? 65
Chapter 1 "With Invincible Heart, You Will Be Invincible in the World":
Do You Understand the Environment? 1
1.1 The "Neglected" External Environment 2
1.2 The Changing Industry Environment 11
1.3 "Birds of A Feather Flock Together": How Does Strategic Group
Affect Companies? 19
1.4 Who Is Your Competitor? 21
1.5 SSPA Method for Environmental Analysis 24
Chapter 2 "Anatomy of the Self": Where Is Your Core Competence? 32
2.1 From Ability to Core Competence 33
2.2 What Kind of Value Chain Do You Have? 40
2.3 Outsourcing 47
Chapter 3 "Mission Leading": How to Sketch Your Grand Blueprint? 65
3.1 Strategic Competitiveness 66
3.2 Who Is Your Stakeholder? 72
3.3 Vision, Mission and Values 75
3.4 The Corporate Culture 83
3.5 Big Data Clustering Analysis 88
Chapter 4 "Don't Be the Number One, But Be the Only one":
How to Develop a Leadership Strategy? 99
4.1 Cost Leadership Strategy 100
4.2 How to Gain Competitive Advantage Through Differentiation Strategy? 109
4.3 "Intensive Cultivation Is Better than Wide Planting and Low Income":
How to Implement Centralization Strategy? 117
4.4 "You Can't Have Your Cake and Eat It Too? ": A Hybrid Strategy of Cost
Leadership and Differentiation 123
4.5 How to Use the V-N-A Approach of Value Network Analysis to
Develop Leading Strategies? 125
Chapter 5 "Find Your Niche": How to Develop Following Strategy? 134
5.1 Do We Need Product Line Management? 135
5.2 How to Imitate Innovation? 141
5.3 Integrating into the Strategic Ecosystem 151
5.4 The Adoption Model of Technological Progress 155
Chapter 6 "Appetite Trap": How to Develop Diversification Strategy? 164
6.1 How to Choose Low, Moderate or High Diversification? 165
6.2 Diversification Through Mergers and Acquisitions? 169
6.3 Avoiding Appetite Traps: Reorganizing Carefully 174
6.4 Leveraged Buyout 177
Chapter 7 "Zero-Sum VS Win-Win": How to Do a Good Job
in Strategic Alliance? 182
7.1 How to Choose Joint Venture, Property Strategic Alliance and Non-
property Strategic Alliance? 183
7.2 How to Carry out the Cooperative Strategic Alliance at the
Company Level 187
7.3 What Are the Advantages of Franchise and Network Cooperation
Strategic Alliance? 188
7.4 How to Do a Good Job in Risk Management of Strategic Alliances? 191
Chapter 8 "Building Global Value Chain": How Do Enterprises Go to the
International Market? 196
8.1 Why Should Enterprises Carry out International Operation? 197
8.2 What Environmental Factors Should Be Considered in International Operation 201
8.3 International Business Strategy: "Localization" or "Standardization"? 205
8.4 How to Effectively Enter the International Market? 207
8.5 International Business Risks 218
Chapter 9 "A Map Is Worth A Thousand Words": How to Evaluate Corporate
Strategy? 227
9.1 What Does the Balanced Scorecard Balance? 228
9.2 How to Use the Balanced Scorecard to Score 230
9.3 How to Implement the Balanced Scorecard? 243
9.4 How to Make Strategy Map Simply? 247
9.5 How to Design a Strategy-Focused Organization? 256
Chapter 10 "Reassure Stakeholders": How to Establish An Effective Corporate
Governance Structure? 263
10.1 Why Do We Need Corporate Governance? 264
10.2 What Are Advantages and Disadvantages of Ownership Concentration? 270
10.3 How to Improve the Effectiveness of the Board of Directors? 272
10.4 How to Design Executive Compensation? 276
10.5 How to Avoid "the Self-Serving in Charge"? 279
10.6 Are There Differences in Corporate Governance Mechanisms in Different
Countries? 284
Chapter 11 "Foresee", Not "Meet": Risk Management Based on the
Internal Control 289
11.1 What Is the Focus of Risk Management? 290
11.2 Internal Management Control: How to Define Routine Power? 297
11.3 Internal Accounting Control: How to Define Financial Power? 309
11.4 Strategic Control Methods: How to Match Strategic Risks? 320
Chapter 12 "Fearing the Floating Clouds May Blur Our Eyes": Is Strategic
Innovation Still Out of Reach? 334
12.1 Where Does Strategic Leadership Come from? 335
12.2 Strategic Entrepreneurship 339
12.3 Entrepreneurship Is Always on the Road: Internal Risk Activities
of Enterprises 347
12.4 How to Make Full Use of Social Capital: External Risk Activities
of Enterprises 354
前言 Strategic Management remains not only in different enterprise, but also in different organization. The objective of this book is to prepare people for the exciting, challenging, and rewarding strategic managerial work.
Firstly, in this book we follow the contents of strategic management theory and structure, and meanwhile, we add some strategic management approaches and methods to help readers use them in daily work. Considering that most readers of this book are Chinese and working in Chinese culture environment, we take a perspective of Chinese culture background in two ways: firstly, we design "Strategic Management in China" as a section in each chapter to describe every part of strategic management thought and method in Chinese culture; secondly, we arrange two cases study of enterprise at the end of each chapter: one comes from western country and the other comes from China. In these two ways, we can make readers easily understand the principles of strategic management.Strategic Management remains not only in different enterprise, but also in different organization. The objective of this book is to prepare people for the exciting, challenging, and rewarding strategic managerial work.
Firstly, in this book we follow the contents of strategic management theory and structure, and meanwhile, we add some strategic management approaches and methods to help readers use them in daily work. Considering that most readers of this book are Chinese and working in Chinese culture environment, we take a perspective of Chinese culture background in two ways: firstly, we design "Strategic Management in China" as a section in each chapter to describe every part of strategic management thought and method in Chinese culture; secondly, we arrange two cases study of enterprise at the end of each chapter: one comes from western country and the other comes from China. In these two ways, we can make readers easily understand the principles of strategic management.
Secondly, most of strategic management theory is dull, and to make it interesting, we still search for a good way. In this book, we give an interesting title in contents hierarchically with question and exclamatory sentence, so readers will have a strong desire to read the content of each part. In the beginning of each chapter we design a "guide map of knowledge" in a vivid way to attract readers to learn the whole structure of knowledge. Additionally, we choose a mini case to connect the theory to inspire people to take systemic learning.
Thirdly, to make our strategic management work more effective, we need a good way to arouse the transformation from knowledge into ability. Base on this point of view, we set questions and discussions after each case, and give the "discussion questions" at the end of every chapter. We believe that through discussion readers can make a connection between knowledge and ability.
Finally, we should give thanks for readers. Without their judgment, this book will lose its value and role. And we should also give thanks for authors of each chapter. Even if we have a desire to give a vivid knowledge system of management theory, how to organize so many materials and references into a clear think is a challenging work. Additionally we should say thanks for editors, they commit very large edit work to make sure this book have a wonderful appearance and interesting style. Besides, we should give thanks for the people who have given or will give any help to this book.
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戰略管理（英文版）
Preface
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