战略管理-(英文版) 本书特色

王圣元、赵彤编写的《战略管理(英文版)》在借鉴和吸收国内外战略管理理论和*新研究成果的基础上，密切结合国内企业战略管理的实际情况，介绍了战略管理的基础知识、基本方法和战略管理的前沿问题。战略管理的内容从三大阶段，即战略设计、战略实施和战略评估展开，详述了战略管理包含的四个关键要素：战略分析——了解组织所处的环境和相对竞争地位；战略选择——战略制定、评价和选择；战略实施——采取措施发挥战略作用；战略评价和调整——检验战略的有效性。本书在内容方面的特色在于既包括基础理论和前沿性内容，又包括实务方面的知识，深入浅出，体系新颖完善。

战略管理-(英文版) 目录

part 1 fundamentals of strategychapter 1strategic management 1.1 concept 1.2 the competitive i.andscape  1.3 the i／o model of above—average returns  1.4 the resource—based model of above—average returns  1.5 vision and mission 1.6 stakeholders chapter 2 the external environment analysis  2.1 the general，industry，and competitor environments  2.2 external environmental analysis 2.3 segments of the general environment  2.4 industry environment analysis  2.5 interpreting industry analyses 2.6 strategic groupschapter 3 the internal organization  3.1 analyzing the internal organization  3.2 resources，capabilities，and core competencies 3.3 core competencies 3.4 outsourcing 3.5 strategic decisionschapter 4 business level strategy 4.1 business—level strategy 4.2 customers：their relationship with businesslevel strategies 4.3 the purpose of a business—level strategy 4.4 types of business—level strategieschapter 5 competitive behavior 5.1 a model of competitive rivalry 5.2 competitor analysis 5.3 drivers of competitive actions 5.4 competitive rivalry 5.5 likelihood of attack  5.6 likelihood of response  5.7 competitive dynamicschapter 6 corporatelevel strategy  6.1 levels of diversification 6.2 reasons for diversification 6.3 value—creating diversification  6.4 diversification  6.5 unrelated diversification 6.6 value—neutral diversification 6.7 valuereducing diversification：managerial motives to diversify chapter 7 merger and acquisition strategies 7.1 the popularity of merger and acquisition strategies 7.2 reasons for acquisitions 7.3 problems in achieving acquisition success 7.4 effective acquisitions 7.5 restructuring chapter 8 international strategy 8.1 identifying international opportunities：incentives to use an international strategy 8.2 international strategies 8.3 environmental trends 8.4 international entry mode  8.5 strategic competitive outcomes 8.6 risks in an international environmentchapter 9 cooperative strategy 9.1 strategic alliances as a primary type of cooperative strategy 9.2 business—level cooperative strategy 9.3 corporate—i.evel cooperative strategy 9.4 international cooperative strategy 9.5 network cooperative strategy _ 9.6 competitive risks with cooperative strategies  9.7 managing cooperative strategieschapter 10 corporate governance_ 10.1 separation of ownership and managerial control 10.2 ownership concentration 10.3 board of directors 10.4 executive compensation  10.5 market for corporate control 10.6 international corporate governance  10.7 governance mechanisms and ethical behaviorchapter 11 organizational structure and control 11.1 organizational structure and controls  11.2 relationships between strategy and structure 11.3 evolutionary patterns of strategy and organizational structure 11.4 implementing business—level cooperative strategies  11.5 implementing corporate—level cooperative strategies 11.6 implementing international cooperative strategies chapter 12 strategic leadership 12.1 strategic leadership and style 12.2 the role of top—level managers  12.3 managerial succession 12.4 key strategic leadership actions part 2 special topics of strategychapter 13 strategic information system 13.1 history of sis 13.2 definition 13.3 three general types 13.4 gaining competitive advantage 13.5 models for strategic information systemchapter 14 strategic alliance 14.1 definitions 14.2 typology 14.3 historical development of strategic alliances 14.4 goals of strategic alliances 14.5 advantages／disadvantages  14.6 success factors 14.7 further important factors  14.8 risks 14.9 importance of strategic alliances 14.10 life cycle of a strategic alliancechapter 15 strategic innovation 15.1 define strategic entrepreneurship and corporate entrepreneurship 15.2 entrepreneurship and entrepreneurial opportunities  15.3 innovation  15.4 international entrepreneurship 15.5 incremental and radical innovation 15.6 implementing internal innovations 15.7 innovation through cooperative strategies 15.8 innovation through acquisitions 15.9 creating value through strategic entrepreneurshipchapter 16 strategy and game theory 16.1 strategy 16.2 nash equilibrium  16.3 evolutionarily stable strategychapter 17 industry 4.0 and strategy 17.1 industry 4.0  l7.2 comparison of germany and china，the industry 4.0 strategy approach for chinachapter 18 electronic business and strategy_ 18.1 electronic business 18.2 concerns 18.3 online shopping 18.4 customers  18.5 payment 18.6 product delivery 18.7 shopping cart systems 18.8 advantages 18.9 disadvantages 18.10 impact of reviews on consumer behaviour part 3 research methods and exerciseschapter 19 qualitative research 19.1 data collection，analysis and field research design 19.2 specialized uses of qualitative research  19.3 data analysischapter 20 quantitative research 20.1 civerview 20.2 use of statistics 20.3 measurement 20.4 relationship with qualitative methodschapter 21 survey research 21.1 sampling 21.2 correlation and causality 21.3 research designs  21.4 questionnaireschapter 22 sampling 22.1 population definition 22.2 sampling frame 22.3 probability and nonprobability sampling 22.4 sampling methods 22.5 errors in sample surveys 22.6 survey weightschapter 23 secondary research 23.1 secondary research  23.2 meta—analysischapter 24 strategic management cases  24.1 it was the season for e—splurging 24.2 business japanese—style 24.3 public policy and ethics in marketing research  24.4 from stiff upper lip to new british hip—british airways updates its image and its fleet 24.5 the meat and potatoes of online shopping 24.6 foreign rivals vs.the chinese：if you can’t beat them 24.7 the buyer always wins 24.8 the rise and fall of new coke：what’s the problem7 24.9 value pricing：offering more for less 24.10 international promotional strategy  24.11 international segmentation 24.12 fedexcreating competitive advantage 24.13 from a—z，not a—b：dhl is far more than just a carrier 24.14 practice cases magna healthchapter 25 experiential exercises 25.1 creating a shared vision 25.2 the oracle at delphi 25.3 internet exercise  25.4 customer needs and stock trading 25.5 internet exercise：cisco systems 25.6 corporate juggling 25.7 governance and personal investments参考文献(references)后记

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