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Ph.D. program, Graduate School of Management, 2012, Spring Semester, Fu-Jen Catholic University

Course: Seminar of Strategic Management

Teacher: Jer-San Hu, Professor, Dept. of Business Administration, Fu-Jen Catholic University, Taiwan, ROC

Email: 074986@mail.fju.edu.tw Objectives:

1 To appraise and criticize the academic articles about theories of strategic management.

2 To broaden the views of strategic management with multiple-facets of strategy and related management systems.

3 To explore new insights about strategic analysis, competition, and grand managerial decision via class discussing.

T

eaching materials : 1. Journal papers

Assigned readings as the list of “Schedule of topics”, are from academic journals include: Organizational Science(O.S.), Harvard Business Review(H.B.R.), Journal of Marketing(J.O.M.), Academy of Management Review(J.M.R.), Strategic

Management Journal(S.M.J.), Journal of Management Information System(J.M.I.S.), Journal of the Academy of Marketing Science(J.A.M.S.), Management Decision (M.D.), Academy of Management Review(A.M.R.), Frontiers of Entrepreneurship Research (FOE), Entrepreneurship: Theory and Practice(ET&P)

2. Books

(1). Mintzberg, Henry et al. (2006), Strategy Safari, 明茲伯格策略管理(翻譯, 商 周出版)(每位同學均需閱讀,

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(2). 佛里曼等(2011), That Used to be Us, 我們曾經輝煌:美國在新世界生存的關 鍵, (翻譯,天下文化出版)

(3). 麥克,路伊斯(2011), 自食惡果:歐債風暴與第三世界之旅, (財信出版) (4). 麥克.韓默(2010) , Faster Cheaper Better, (天下雜誌出版)

(5). 提姆.布朗, (2010), 設計思考改變世界, (聯經出版)

(6). 剛特.包利, (2011), 藍色經濟:我的零浪費小革命,(天下雜誌) (7). 尚.克里斯托夫, (2010), 世界為甚麼是現在這個樣子, (大是出版) (8). 貝哲民(2011),錢進中東大商機, (梅霖文化)

And other books about “Innovation”, “Knowledge Management”, “Organizational Learning”, “New Developing Market”, “Entrepreneurship” etc., as student interest to share with the class after teacher’s opinions.

Evaluation :

Summary of readings for each topic:20 % Home works: 15 %

Term paper:45 %

Class participation:20 % Pedagogical methods:

Pre-reading the assigned papers each topic and summarizing the insight of materials.

Discuss with classmate about each topic’s insights, for the objective to stimulate innovative thinking.

A well-written academic paper at least conference level should be finished after class.

T

erm paper

The term paper should be a research proposal or conference level paper, containing the following generic sections: introduction, theory development, explicit statement of

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theory system about strategic management, research methodology (including research object, data sources and measures, and a sketch of proposed method(s) of data

analysis) or findings and conclusion. The research paper should be between 15,000 Chinese words or 15 to 20 pages and will be due three weeks after the class.

Schedule of topics:

W

eek Date topic / reading materials 1 2/16 Introduction

2 2/23 Concept of strategy

(1) Ansoff, Igor H. (1965), “Concept of strategy”, from Corporate Strategy, Ch.6,

(2) Henderson, B. D. (1989), “The origin of strategy” (HBR)

(3) Andrews, K. (1980), “The concept of corporate strategy”. (HBR) (4) Mintzberg, Henry,(?),”Opening up the definition of strategy”

3 3/01 Perspectives of strategic management

(1) Bradenburger, A.M. & Nalebuff, B.J.,(1995),”The right games:

Use game theory to shape strategy”,(HBR),

(2) Kirby, Julia,(2005),” Toward a theory of high performance”, (HBR), July , 30-39

(3) Bracker, Jeffrey, (1980),“The historical development of the strategic management theory”, (AMR), 1980, 5(2), 219-224

4 3/08 Environment & strategy

(1) Bourgeois Ⅲ, L. J. (1980), “Strategy and environment: A conceptual integration”, (AMR)

(2) Baaij, M., Reinmoeller, P. & Niepce, N. (2007),”Sustained superior performance in changing environment: Toward a synthesis and a research agenda”, Strategic Change, 16, 87-95

(3) Keats, B. W. and Hitt, M. A. (1988), “A causal model of linkages among environmental dimensions, macro organizational

characteristics, and performance” ,(AMJ), 31(3), 570-598

(4) Banerjee, S.B., Lyer, E.S. & Kashyap, R.K. (2005),” Corporate environmentalism : Antecedents and influence of industry types”,

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(JOM), 67, 106-122

5 3/15 Resource based competitive advantage

(1) Prahalad, C. K. and Hamel, G. (1990), “The core competence of corporation“, (HBR),

(2) Barney, J. (1991), “Firm resources and sustained competitive advantage“, (JOM), 17(1), 99-120

(3) Conner, K.R. & Prahalad, C.K. (1996), “A resources-based theory of the firm: Knowledge versus opportunism”, Organizational Science, 7(5), 477-501

(4) Yeniyurt, S., Cavusgil, S.T. * Hult, G.T.M.,(2005),”A global market advantage framework: The role of global market knowledge competence”(IBR), 14(1), 1-19

6 3/22 Strategic posture & advantage

(1) Kevin, R.A., Varadarajan, P.R. & Peterson, R.A. (1992),

“First-mover advantage: A synthesis, conceptual framework“, (JOM),

(2) Frynas, J.G., Mellahi, K. & Pigman, G.A. (2006),” First-mover advantage in international business and firm-specific political resources”, (SMJ), 27(4), 321-345

(3) Shankar, V., Carpenter, G. S. & Krishnamurthi, L.(1998), “Late- mover advantage : How innovative late entrants outsell pioneers“

(JOM)

(4) Mesguite, L.F. & Lazzarini, S.G.,(2008),”Horizontal and vertical relationships in developing economies- implications for SMEs’

access to global markets”,(AMJ), 51(2), 3359-380

7 3/29 Industrial structure and strategic analysis

(1) Porter, Michael E. (2008), “The five competitive forces that shape Strategy” (HBR).

(2) Demsetz, H. (1973), “Industry structure, market rivalry, and public policy”, (JOL&E)

(3) McGahan, A.M. and Porter, M.E. (1997), “How much does industry matter, really?” (SMJ), 18(summer special issue),15-30 (4) Francis, Arthur (1992),”The process of national industrial

regeneration and competitiveness”, (SMJ), 13, 61-78

(5) Harrigan, Kathryn Rudie (1980),”Strategy formation in declining

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industries”,(AMR), 5(4), 599-604 8 4/05 spring vacation

9 4/12 Competitive strategy in hypercompetitive environment

(1) Valberda, Hanke W.,(1996),”Toward the flexible form: How to remain vital in hypercompetitive environment”,(OS), 7(4), 359-374 (2) Ilinitch, A.Y., D’Aveni, R.A. & Lewin, A.R. (1996),” New

organizational forms & strategies for managing in hyper- competition ”, Organizational Science, 17(3), 211-220

(3) Thomas, L.G.,(1996), “The two faces of competition: Dynamic resourcefulness and the hypercompetitive shift”, Organizational Science, 7(3), 221-242.

(4) Valiyath, R. & Fitzgerald, E. (1999),”Firm capabilities, business strategies, customer performances, and hypercompetitive arenas”, (C.R.), 10(1), 56-82

10 4/19 International strategy

(1) Zahra, S. A. Ireland, R. D. and Hitt, M. A. (2000), “International expansion by new venture firms: International diversity, mode of

market entry, technological learning and performance”. (AMJ) (2) Morrison, A. J. and Roth, K. (1992), “A taxonomy of business

level strategies in global industries “,(SMJ), 13(6), 399-418 (3) Yip, G. (1989), “Global strategy in a world of nations” Sloan

Management Review, 31(1), 29-41.

(4) Prasad, S.B., Pisani, M.J. & Prasad, R.M.,(2008),” New criticism of international management”, (IBR), 17(6), 619-629

11 4/26 Compete through global configuration

(1) Porter, M. E. (1990), “The Competitive advantage of nations “, (HBR)

(2) Bartlett, C. A. and Ghoshal, S. (1986), “Tap your subsidiaries for global reach “, (HBR),

(3) Gimeno, J. & Woo, C.Y., (1996),” Hyper-competition in a multi- market environment: The role of strategic similarity and multi- market contact in competitive de-escalation”, (O.S.),7(3), May- June,322-341

(4) Zaheer, S. & Zaheer, A.,(2001), “ Market microstructure in a global

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B2B network”,(SMJ), 22( ), 859-873

12 5/03 Corporate Strategy and Firm Scope

(1) Porter, M. E. (1987), “From competitive Advantage to Corporate Strategy “, (HBR)

(2) Bowman, E. H. and Helfat, C. E. (2001), “Does corporate strategy matter”, (SMJ), 22(1), 1-23

(3) Vachani, Sushil (1999),” Global diversification effect on multinational subsidiaries autonomy”,(IBR), 8, 535-560

(4) Cravens, D.W. & Piercy, N.F.,(1994),”Relationship marketing and collaborative networks in service organization”, International Journal of Service Industry Management, 5(5), 39-53

(5) Straub, D., Arun, R. & Klein, R., (2004),”Measuring firm performance at the network level”, Journal of Management Information System, 21(1), 83-114

13 5/10 Network competition

(1) Hunt, S.D. & Morgan, R.M.,( ),” Relationship marketing in the era of network competition marketing management”, 3(1), 18-

(2) Parkhe, A., Wasserman, S. & Ralsotn, (2006),” New frontier in network theory development”,(AMR), 31(3), 560-568

(3) Archrol, Ravi S.,(1997),” Changes in the theory of

interorganizational relations in marketing: toward a network paradigm”, Journal of the Academy of Marketing Science, 25(1), 56-71

(4) Lars-Erik Gaddea, Lars Huemerb & Ha°kan Ha°kansson, 2003, Strategizing in industrial networks, Industrial Marketing Management, 32, 357-364

14 5/17 Cooperation – resources exchange and value creation

(1) Holm, D. B., Eriksson, K. and Johanson, J.,(1999), “Creating value through mutual commitment to business network relationships “.

(SMJ), 20(5), 467-486

(2) Barringer, B.R. and Harrison, J.S., (2000), “Walking the tight- troop:Creating value through inter-organizational relationships”, (JOM), 26(3), 367-403

(3)Grönroos, Christian, (1994), “From marketing mix to relationship marketing: Towards a paradigm shift in marketing “,(MD), 32(2),

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4-20

(4) Lorenzoni, G. & Lipparini, A., (1999), “The leveraging of inter- firm relationships as a distinctive organizational capability: A longitudinal study “,(SMJ), 20(4), 317-338

15 5/24 Dynamic competition

(1) Teece, D. J., Pisano, G. & Shune, A.,(1997),”Dynamic capabilities and strategic management”, (SMJ), 18(7), pp.509-533.

(2) Schreyogg, G. & Kljesch-Eberl, M.,(2007),”How dynamic can organization capability be? Toward a dual-process model of capability dynamization”, (S.M.J.)

(3) Sirmon, D.G., Hitt, M.A., & Ireland, R.D.,(2007),”Managing firm resources in dynamic environment to create value: Looking inside the black box”,(AMR), 32(1), 273-292

(4) Teece, David J.,(2007),” Explicating dynamic capabilities : The nature and micro-foundations of (sustainable) enterprise

performance”,(SMJ), 28(13), 1319-1350

16 5/31 Strategic change

(1) Rajagopalan, N. and Spreitzer, G. M. (1997), “Toward a theory of strategic change: A multi-lens perspective and integrative framework“. (AMR), 22(1), 檔案過大 無法下載 同學自行上網 (2) Timmila, Markh,(1995),”Strategic perspective to business process

redesign” , Management Decision, 33(3), 44-59

(3) Barker, V.L. & Duhaime, I.M. (1997),”Strategic change in turnaround process: Theory and empirical evidence”, (SMJ), 18(1), 13-38 (4) Francis, Arthur, (1992),’ the process of national industrial

regeneration and competitiveness”,(SMJ), 13(13), 61-78

17 6/07 Corporate social responsibility

(1) Amaeshi, K.M. & Adi, B.,(2007),” Reconstructing the corporate social responsibility construct in Utlish”, Business Ethics: A European Review, 16(1), 1-18

(2) Clarkson, Max B.E.,(1995),”A stakeholder framework for analyzing and evaluating corporate social performance”,(AMR), 20(1), 92-117 (3) Albareda, Laura (2008), “Corporate responsibility, governance and

accountability: From self-regulation to co-regulation”, 8(4), 430- 439

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(4) Dees, A. Gregory,(1998),”The meaning of social entrepreneurship”, (?)

18 6/14 Entrepreneurship

(1) Ahuja, G. and Lampert, C. M. (2001), “Entrepreneurship in the large corporation: A longitudinal study of how established firms create breakthrough inventions”, SMJ, 22(6/7), 521-543

(2) Baum, J. R. (2002) “Entrepreneurs’ start-up cognitions and behaviors: Dreams, surprises, shortages, and fast zigzags” (FOE) (3) Shaver, K. G., Gartner, W. B., Crosby, E., Bakalarova, K. and

Gatewood, E. J. (2001), “Attribution about Entrepreneurship: A Framework and Process for Analyzing Reasons for Starting a Business” (ET&P)

(4) Baron, Robert A.,(2008),”The role of affect in the entrepreneurial process”, (AMR2),328-340

19 6/21 Research idea presentation of term paper

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