戰(zhàn)略管理理論與實(shí)踐的新發(fā)展教學(xué)課件(28張)

1、戰(zhàn)略管理理論與實(shí)踐的新發(fā)展USTCResearchSeminar,2012A RoadmapA Glimpse of My Research Areas戰(zhàn)略管理管理與實(shí)踐The Questions I AskQ1: Strategic Networks and AcquisitionsWhat will firms choose among internal development, alliances and acquisitions? A multi-level framework of firm boundaries: Firm characteristics, dyadic diffe

2、rences, and network attributes (with Lin, Z., & Lin, Y). Strategic Management Journal, 2010 How will alliances affect acquisitions?Behind acquisitions of alliance partners: Exploratory learning and network embeddedness (with Lin, Z., & Peng, M.). Academy of Management Journal, 2011How do networks an

3、d learning drive M&As? An institutional comparison between China and America (with Lin, Z., Peng, M., & Sun, L.). Strategic Management Journal, 2009Network dynamicsStructural vs. individual perspectives on the dynamics of group performance: Theoretical exploration and empirical investigation. Journa

4、l of Management, 2005The Questions I Ask-ContdQ2: Alliance PortfolioWhat are the performance implications of a firms alliance portfolio?The performance consequences of ambidexterity in strategic alliance formations: Empirical investigation and computational theorizing (with Lin, Z., & Demirkan, I).

5、Management Science, 2007.Alliance partners and firm performance: Resource complementarity and status association (with Lin, Z., & Arya, B). Strategic Management Journal. 2009. Exploration versus exploitation in alliance portfolio: Performance implications of organizational, strategic, and environmen

6、tal fit (with Yamakawa, Y., & Lin, Z.). Research Policy, 2011.Exploration or exploitation? Small firms alliance strategies with large firms (with Zheng, Y., & Zhao, X.) under 2nd review at Strategic Management JournalDoes familiarity foster innovation? Repeated R&D alliances and breakthrough innovat

7、ions (with Zheng, Y.) Under 2nd review at Academy Management Journal.The impact of prior alliances with current competitors on innovation races in the US Pharmaceutical industry (with Cui, V. & Vertinsky. I.) Under 2nd review at Academy Management Journal.The Questions I Ask-ContdQ3: EO researchWhat

8、 are the antecedents and consequences of EO?Where do entrepreneurial orientations come from? An investigation on their social origin (with Dess, G). In G. T. Lumpkin & J. A. Katz (Eds.), Advances in entrepreneurship, firm emergence, and growth, 2007, vol. 10: 223-247. Greenwich, CT: JAI Press.Entrep

9、reneurial orientation: Assessing the constructs validity and addressing some of its implications for research in the areas of family business and organizational learning (with Dess, G., & Pkinkham, B.) Entrepreneurship Theory and Practice, 2011: 1077- 1090.Entrepreneurial orientation and firm perfor

10、mance: The moderating effects of intra- and inter-organizational contexts (with Dess, G., & Robins, J.) Under review at Strategic Management JournalThe Questions I Ask-ContdOther QsProduct InnovationManagerial networks, organizational innovation, and firm performance in a transition economy (with Sh

11、i, W., & Wang, J.). Working paper. Ambidexterity in product innovation management: The direct and contingent effects on product development performance (with Atuahene-Gima). Working paper.Market knowledge domains, market situation interpretation, and the nature of innovation competence development (

12、with Atuahene-Gima). Working paper.Corporate GovernanceDoes family business excel in firm performance? An institution-based view (with Liu, W., & Zhang, G.) Asia Pacific Journal of Management (Forthcoming).Executive compensation in Asia: A critical review and outlook (with Sun, L.,& Zhao, X.) Asia P

13、acific Journal of Management 2010.Definition: Strategic management consists of the analysis, decisions, and actions an organization undertakes in order to create and sustain competitive advantages.Key attributes of strategic managementDirects the organization toward overall goals and objectives.Incl

14、udes multiple stakeholders in decision makingNeeds to incorporate short-term and long-term perspectivesRecognizes trade-offs between efficiency and effectiveness戰(zhàn)略管理的概念 案例：框架媒介與分眾傳媒Analysis: 框架媒介在2004有兩個(gè)主營(yíng)業(yè)務(wù)：電梯平面媒體廣告與液晶屏廣告，年入4000萬(wàn)，估值3200萬(wàn)。全國(guó)廣告業(yè)務(wù)市場(chǎng)競(jìng)爭(zhēng)對(duì)手眾多，利潤(rùn)率低，且主要對(duì)手分眾傳媒2005年中即將上市。Decision: 集中經(jīng)營(yíng)、行業(yè)整合Ac

15、tion:2005年2月啟動(dòng)，6月結(jié)束，整合了6家主要競(jìng)爭(zhēng)對(duì)手。賣(mài)給分眾傳媒，估值3.49億美元。戰(zhàn)略的四個(gè)基本問(wèn)題Why are firms different?How do firms behave?What determines the scope of the firm?What determines the success or failure of the firm in international competition?戰(zhàn)略管理理論的發(fā)展歷程（一）啟蒙期：以環(huán)境為基點(diǎn)的經(jīng)典戰(zhàn)略管理理論（1930s-1970s）Barnard, C. 1938. “The Functions o

16、f the Executives” Chandler, A. 1962 “Strategy and Structure: Chapters in the History of Industrial Enterprise” 基本觀點(diǎn)、企業(yè)的戰(zhàn)略出發(fā)點(diǎn)是適應(yīng)環(huán)境；、高層經(jīng)理人是戰(zhàn)略制訂的設(shè)計(jì)師，負(fù)責(zé)計(jì)劃的全過(guò)程；、組織結(jié)構(gòu)與戰(zhàn)略相適應(yīng)。戰(zhàn)略管理理論的發(fā)展歷程（二）奠基與初步發(fā)展期 (1980s)產(chǎn)業(yè)組織戰(zhàn)略學(xué)派Porter, M. 1980 “Competitive Strategy”Strategy as a field emerged: SMS and SMJ launched. 基本觀點(diǎn)、S

17、tructure-Conduct-Performance (SCP Model)、五力模型、價(jià)值鏈分析是競(jìng)爭(zhēng)優(yōu)勢(shì)的來(lái)源戰(zhàn)略管理理論的發(fā)展歷程（三）發(fā)展期 (1990s)以資源、知識(shí)為基礎(chǔ)的核心競(jìng)爭(zhēng)力理論Barney, J. 1991. “Firm resources and sustained competitive advantage”P(pán)eteraf, M. 1993. “The cornerstones of competitive advantage: A resource-based view” 基本觀點(diǎn)、resource heterogeneity 2、resource immobi

18、lity (Isolating mechanisms: causal ambiguity, specialized assets, switching cost, patents, reputation, culture, legal restrictions)3、valuable, rare, non-imitablity, nonsubstitutability for sustainable competitive advantages戰(zhàn)略管理理論的發(fā)展歷程（四）百家爭(zhēng)鳴期(2000s-) Competitive Dynamics (動(dòng)態(tài)競(jìng)爭(zhēng)理論)、行動(dòng)導(dǎo)向、現(xiàn)實(shí)導(dǎo)向如多點(diǎn)競(jìng)爭(zhēng)、任何優(yōu)勢(shì)

19、都是暫時(shí)的：自我否定如IBM，又如柯達(dá)、resource similarity vs. market commonality、awareness-motivation-capability (AMC): Puppy dog (Haier), Top dog (Netscape), lean-and-hungry look (Nike, P&G), fat cat (IKEA)、asymmetrical competitionChen & Miller (2012) “Competitive dynamics: Themes, trends and a prospective research

20、platform” The Academy of Management Annals.Figure 1 Comparison of Five Forces Analysis and Competitive Dynamics Perspective戰(zhàn)略管理理論的發(fā)展歷程（四） 社會(huì)網(wǎng)絡(luò)理論(social network theory) BACD社會(huì)網(wǎng)絡(luò)理論基本觀點(diǎn) Network structure and content affect firm behavior and ultimately affect firm outcome. Networks as resource access Ne

21、tworks as a source of trust Networks as a source of power and control Networks as signaling mechanisms企業(yè)聯(lián)盟網(wǎng)絡(luò)企業(yè)聯(lián)盟網(wǎng)絡(luò)Collaboration and competition in alliance networksCo-opetion: Sony-Ericsson, Yahoo-ebay, GM-Toyota (learning race)Network structure vs. network content Centrality vs. structural holes st

22、rong vs. weak ties political vs. business ties戰(zhàn)略管理理論的發(fā)展歷程（四）Real Options (期權(quán)理論) Strategy as a portfolio of real options Option value as a component of the total value of the firm; specific investment with optionlike properties; options and abandonmentReal Options: 達(dá)能中國(guó)攻略時(shí)間表1987年，成立廣州達(dá)能酸奶公司。1994年，與光明

23、先后合資建立了上海酸奶及保鮮乳兩個(gè)項(xiàng)目，達(dá)能占45.2%的股份。1996年，收購(gòu)武漢東西湖啤酒54.2%的股權(quán)；與娃哈哈成立5家合資公司，達(dá)能獲得41%的股權(quán), 共同生產(chǎn)以“娃哈哈”為商標(biāo)的包括純凈水、八寶粥等在內(nèi)的產(chǎn)品。收購(gòu)深圳益力食品公司54.2%股權(quán)。2000年3月，達(dá)能收購(gòu)樂(lè)百氏92%的股權(quán)。2001年，達(dá)能亞洲有限公司參股光明，比例為5%。2004年，收購(gòu)梅林正廣和飲用水有限公司50%股份。2005年4月，達(dá)能亞洲持有光明乳業(yè)( 6.37,0.09,1.43%)股權(quán)增至9.7%，成為該公司第三大股東。2005年10月，達(dá)能亞洲第三次增持光明乳業(yè)1.85%股權(quán)，股份總計(jì)11.55%。到

24、2006年4月，增持光明股權(quán)達(dá)到20.01%。2006年7月，法國(guó)達(dá)能以持股22.18%的比例成為中國(guó)匯源集團(tuán)的第二大股東。2006年12月，達(dá)能與蒙牛組建合資公司，達(dá)能持股49%。致力于酸奶等產(chǎn)品的生產(chǎn)、研發(fā)與銷(xiāo)售。 2007年2月，達(dá)能在匯源果汁(1886.HK)IPO時(shí)行使優(yōu)先認(rèn)購(gòu)權(quán)，將所持匯源果汁的股份由上市前的22.18%增持至24.32% 2007年5月，達(dá)能與娃哈哈引起兼并糾紛。 2009年9月，達(dá)能同意將其在各家達(dá)能-娃哈哈合資公司中的51%的股權(quán)出售給娃哈哈。此次股權(quán)轉(zhuǎn)讓價(jià)格為3億歐元。其它理論Transaction-cost economicsInstitutional t

25、heoryAgency theoryResource-dependence theoryOrganizational learning theoryPopulation ecologyDynamic capabilitiesProspect theory戰(zhàn)略理論演變的基本規(guī)律內(nèi)（計(jì)劃、分析）外（產(chǎn)業(yè)結(jié)構(gòu)）內(nèi)（核心能力、資源）外（聯(lián)盟及網(wǎng)絡(luò)）競(jìng)爭(zhēng)由弱到強(qiáng)：計(jì)劃學(xué)派結(jié)構(gòu)學(xué)派動(dòng)態(tài)競(jìng)爭(zhēng)學(xué)派戰(zhàn)略思維從線性到非線性，環(huán)境的不可預(yù)見(jiàn)性多種理論的結(jié)合理論的運(yùn)用：聯(lián)盟與兼并的選擇Coca Cola and P&Gs health drinks business Intel and DSP communicati

26、ons wireless chips in handsets A biotech firm with new drug and a pharmaceutical giant with the ability to get FDA approval理論的運(yùn)用：蘋(píng)果的成功與危機(jī)Industry perspective: industry attractivenessValue chain analysisResource-based view: talents, extensive R&D, financial resources, brand, patents, marketing skills

27、Business-level strategy: differentiationCorporate-level strategy: related diversificationUpper echelon theory: The role of Steve JobsInstitutional perspective Competitive dynamics: competition between closed system vs. open system (windows & Android)Figure 1. Distribution of value for iPhone, 2010 F

28、igure 2. Distribution of value for iPad The End&Thank You !1、想要體面生活，又覺(jué)得打拼辛苦；想要健康身體，又無(wú)法堅(jiān)持運(yùn)動(dòng)。人最失敗的，莫過(guò)于對(duì)自己不負(fù)責(zé)任，連答應(yīng)自己的事都辦不到，又何必抱怨這個(gè)世界都和你作對(duì)？人生的道理很簡(jiǎn)單，你想要什么，就去付出足夠的努力。2、時(shí)間是最公平的，活一天就擁有24小時(shí)，差別只是珍惜。你若不相信努力和時(shí)光，時(shí)光一定第一個(gè)辜負(fù)你。有夢(mèng)想就立刻行動(dòng)，因?yàn)楝F(xiàn)在過(guò)的每一天，都是余生中最年輕的一天。3、無(wú)論正在經(jīng)歷什么，都請(qǐng)不要輕言放棄，因?yàn)閺膩?lái)沒(méi)有一種堅(jiān)持會(huì)被辜負(fù)。誰(shuí)的人生不是荊棘前行，生活從來(lái)不會(huì)一蹴而就，也不

29、會(huì)永遠(yuǎn)安穩(wěn)，只要努力，就能做獨(dú)一無(wú)二平凡可貴的自己。4、努力本就是年輕人應(yīng)有的狀態(tài)，是件充實(shí)且美好的事，可一旦有了表演的成分，就會(huì)顯得廉價(jià)，努力，不該是為了朋友圈多獲得幾個(gè)贊，不該是每次長(zhǎng)篇贅述后的自我感動(dòng)，它是一件平凡而自然而然的事，最佳的努力不過(guò)是：但行好事，莫問(wèn)前程。愿努力，成就更好的你！5、付出努力卻沒(méi)能實(shí)現(xiàn)的夢(mèng)想，愛(ài)了很久卻沒(méi)能在一起的人，活得用力卻平淡寂寞的青春，遺憾是每一次小的挫折，它磨去最初柔軟的心智、讓我們懂得累積時(shí)間的力量；那些孤獨(dú)沉寂的時(shí)光，讓我們學(xué)會(huì)守候內(nèi)心的平和與堅(jiān)定。那些脆弱的不完美，都會(huì)在努力和堅(jiān)持下，改變模樣。6、人生中總會(huì)有一段艱難的路，需要自己獨(dú)自走完，沒(méi)人幫助，沒(méi)人陪伴，不必畏懼，昂頭走過(guò)去就是了，經(jīng)歷所有的挫折與磨難，你會(huì)發(fā)現(xiàn)，自己遠(yuǎn)比想象中要強(qiáng)大得多。多走彎路，才會(huì)找到捷徑，經(jīng)歷也是人生，修煉一顆強(qiáng)大的內(nèi)心，做更好的自己！7、“一定要成功”這種內(nèi)在的推動(dòng)力是我們生命中最神奇最有趣的東西。一個(gè)人要做成大事，絕不能缺少這種力量，因