《战略管理》期末复习资料我最亲爱的英文——instrumental英文版,大题目
cathay1.战略管理在现代企业中为什么变得很重要？
Rearch indicates that organizations that engage in strategic management generally outperform tho that do not. The attainment of an appropriate match or fit between an organization's environment and its strategy, structure, and process has positive effects on the organization's performance. A firm cannot afford to follow intuitive strategies once it becomes large, has layers of management, or its environment changes substantially. As the world's environment becomes increasingly complex and changing, strategic management is ud by today's corporations as one way to make the environment more manageable.
2. 企业能否同时采用成本领先战略和差异化战略，为什么？
Michael Porter argues that a business unit which is unable to achieve one of the competitive strategies is likely to be "stuck in the middle" of the competitive marketplace with no competitive advantage. That unit, according to Porter, is doomed to below-average
performance. Rearch by Greg Dess and Peter Davis as well as by Rod White, suggests however, that this may not be the ca. Examples can be found of business which have been able to jointly follow overall low cost and high quality differentiation strategies.
Japane companies such as Toyota in automobiles and Matsushita in consumer electronics are good examples. Their offer of low price and high quality created rious problems for tho companies following only one competitive strategy in the U.S.
3.durex是什么在全球环境下，资源基础观对战略管理有什么关联性？
The resource-bad view of the firm is an attempt to bring attention to the importance of a corporation's resources in strategic management. As noted in the text, experts on the resource-bad view suggest that differences in performance among companies may be explained best, not through differences in industry structure identified by industry analysis, but through differences in corporate asts and resources and their application. The resource-bad view of the firm is compatible with the traditional concepts of S.W.O.
T. and distinctive competence popular in the field since the 1960s.
The only danger with the resource-bad approach is that people may go overboard again and tend to put too much emphasis on internal factors and not enough on external factors. task
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Nevertheless, the idea that the durability and imitability of corporate resources determine competitive advance is a very uful one. The movement toward a more global environment simply accentuates the need to asss and to build a firm’s competencies so that it can successfully compete world-wide. A competency may be distinctive in one’s home country, but only be a core competency (or less) in another location in the world.
4. How can a decision maker identify strategic factors in the corporation's external environment?
List three or more trends emerging in each of the four forces of a firm's societal environment. Then estimate the likely impact of the general trends upon the primary st
akeholders, e.g., communities, creditors, competitors, etc. The data form a ries of strategic issues - tho trends and developments that are very likely to determine the future environment.
Plot the strategic issues on an issues priority matrix. Tho issues judged to have a high probability of occurring and a high probable impact on the corporation are strategic factors. Categorize the factors as opportunities or threats. Keep in mind that some strategic factors may be both opportunities and threats depending upon how one views them.innovator
5.企业制定战略需要什么信息，为什么？
In order to properly formulate strategy, it is esntial to have information on the important variables in both the external and internal environments of the corporation. This includes general forces in the societal environment as well as the more easy-to-identify groups such as customers and competitors in the task environment. A corporation needs to have this information in order to identify a need it can fulfill via its corporate mission.
It is also important to have information on the corporation's structure, culture, and resources. A corporation needs to have this information in order to asss its capabilities to satisfy a customer's need by making and/or distributing a product or rvice. Information on both the internal and external environments can also help a corporation to predict likely opportunities and threats. Long-term strategies can be designed with the in mind.说再见的英文
myheartwillgoon6. 为了获得竞争力，企业是将资源放在核心竞争力上还是在减少劣势上？
This is one of the toughest questions in strategic management. Unfortunately, there is no one best answer to this question. Most of the literature in strategy does not even deal with this issue, yet it is a crucial one.
The heavy emphasis on building distinctive competencies in the literature ems to assume that the company has no significant weakness. A weakness, in itlf, is not a problem unless it prevents the company from successfully implementing its strategy. One solution to this question is to argue that a company must do both: build distinctive co
mpetencies and eliminate core weakness. However, if there is insufficient money to do both, what then? If the weakness is an obstacle to effective strategy implementation, either the weakness must be fixed or the strategy changed. This should be a good discussion question - especially for grad students.
