战略管理竞争性和全球化：概念&案件 (1)

StrategicManagementCompetitivenessandglobalization:Concepts&CasesThirdEditionHitt,Ireland,HoskissonChapterIStrategicManagementandStrategicCompetitivenessChapter2TheExternalEnvironmentOpportunities,Threats,IndustryCompetitionandCompetitorAnalysisChapter3TheinternalEnvironment:Resources,CapabilitiesandCoreCompetenciesChapter4Business-LevelStrategyChapter5CompetitiveDynamicsChapter6CorporateLevelStrategyChapter7AcquisitionsandRestructuringChapter8InternationalStrategyChapter9CooperativeStrategiesChapter10CorporateGovernanceChapter11OrganizationalStructureandControlChapter12StrategicLeadershipChapter13CorporateEntrepreneurshipandinnovationCHAPTER1STRATEGY&STRATEGICCOMPETITIVENESSLearningObjectives:1.Understandthel.Definestrategiccompetitiveness,competitiveadvantageandabove-averagereturns.2.Discussthechallengeofstrategicmanagement.3.Describethenewcompetitivelandscapeandhowitisbeingshapedbyglobalandtechnologicalchanges.4.Usetheindustrialorganization(I/O)modeltoexplainbowfirmscanearnabove-averagereturns.5.Usetheresourcesbasedmodeltoexplainhowfirmscanearnaboveaverage-returns.6.Describestrategicintentandstrategicmissionanddiscusstheirvaluetothestrategicmanagementprocess.7.Definestakeholdersanddescribethethreeprimarystakeholdergroups'abilitytoinfluenceorganizations.8.Describetheworkofstrategists.9.Explainthestrategicmanagementprocess.ChapterOutlines1.StrategyandStrategicManagement2.TheChallengeofStrategicManagement:Theglobaleconomyandglobalization,Technologicalchangeanddiffusion,Theinformationageandincreasingknowledgeintensity3.TheI/OModelofAbove-AverageReturns4.TheResource-basedModelofAbove-AverageReturns5.StrategicIntentandStrategicMission6.Stakeholders7.OrganizationalStrategists8.ReviewQuestionsTeachingFocus:ItmaybeverygoodtobeginthislecturewithageneralcommentthatChapterIprovidesanoverviewofthestrategicmanagementprocess.InthisChapter,theAuthorsintroducesanumberoftermsandmodelsthatstudentswillstudyinmoredetailinChapters2through13.StresstheimportanceofstudentspayingcarefulattentiontotheconceptsintroducedinthisChaptersothattheyarewellgroundedinthestrategicmanagementconceptbeforeproceedingfurther.ThisChapter'sOpeningCasediscussesthechangestakingplaceinthetelecommunicationsindustryandtheeffectsofthesechangesontheindustry'scompetitivelandscape.OpeningCaseANewWorldOrderintheTelecommunicationsindustryTheFederalCommunicationsCommissionvotedtoallowforeigncompaniesincreasedaccesstotheU.S.market.AWorldTradeOrganizationAgreementsaw69countriesagreetoopentheirTelecommunicationsmarkets.CountriesoftheEuropeanUnionarederegulatingtheirtelecommunicationsmarketsandpreviouslyprotectedfranchisesarenowopentoforeignanddomesticcompetition.EmergingmarketssuchasChinapresentsignificantopportunitiestotelecommunicationsfirmsfromaroundtheworld.Theabilityoffirmstocompetesuccessfullyinthisnewcompetitivelandscape,willbedeterminedbytheirabilitiestomarshal(meaning:controlandorganize)vastamountsofresources.Asanexample,in1996,therequiredinvestmentintheglobaltelecommunicationsinfrastructurewas$160billion,anamountthatseemssmallcomparedtothe$1trillionopportunityinChinaalone.AndvastinvestmentsalsowillberequiredtomaintaincompetitivetechnologicalparitythroughoutEuropeandAsiaaswellasintheU.S.AsimpliedbytheChaptertitle---strategicManagementandStrategicCompetitiveness---andillustratedbythediscussionofchangestakingplaceinthetelecommunicationsindustry,theprimarypurposeofthestrategicmanagementprocessistoenablefirmstoachievestrategiccompetitivenessandearnabove-averagereturns.Anin-depthdiscussionofinternational(global)strategieswillbefoundinChapter8.Definitions:strategyStrategiccompetitivenessisachievedwhenafirmsuccessfullyformulatesandimplementsavalue-creatingstrategy.Byimplementingavalue-creatingstrategythatcurrentandpotentialcompetitorsarenotsimultaneouslyimplementingandthatcompetitorsareunabletoduplicatethebenefitsof,afirmachievesasustainedorsustainablecompetitiveadvantage.Aboveaveragereturnsrepresentreturnsthatexceedreturnsthatinvestorsexpecttoearnfromotherinvestmentswithsimilarlevelsofrisk(investoruncertaintyabouttheeconomicgainsorlossesthatwillresultfromaparticularinvestment).Inotherwords,aboveaverage-returnsexceedinvestors'expectedlevelsofreturnforgivenlevelsofrisk..Solongasafirmcansustain(ormaintain)acompetitiveadvantage,investorswillearnabove-averagereturns.Teachingsuggestion:Pointoutthat,inthelongrun,firmsmustearnatleastaveragereturnsandprovideinvestorswithaveragereturnsiftheyaretosurvive.Ifafirmearnsbelowaveragereturnsandprovidesinvestorswithbelow-averagereturns,investorswillwithdrawtheirfundsandplacethemininvestmentsthatearnatleastaveragereturns.StrategicManagementProcessisaframeworkthatcanassistfirmsintheirquestforstrategiccompetitiveness,itisthefullsetofcommitments,decisionsandactionsrequiredforafirmtosystematicallyachievestrategiccompetitivenessandearnabove-averagereturns-ThisprocessisillustratedinFigure1-1.Thedynamicnatureofthestrategicmanagementprocessisindicatedbyfeedbacklinkagesamongthethreeprimaryelements:strategicinputs,strategicact