津桥学院理论教学课程教案
章节名称
Chapter 1 What is strategic management?
学时
4
单元
（章节）
主要内容
1.Define strategic competitiveness, strategy, competitive advantage,
above-average returns, and the strategic management process.
2. Describe the 21st-century competitive landscape and explain how globalization
and technological changes shape it.
3. Use the industrial organization (I/O) model to explain how firms can earn
above-average returns.
4. Use the resource-based model to explain how firms can earn above-average
returns.
5. Describe vision and mission and discuss their value.
6. Define stakeholders and describe their ability to influence organizations.
7. Describe the work of strategic leaders.
8. Explain the strategic management process.
重点
The Strategic Management Process
难点
industrial organization (I/O) model
学生应该
掌握的知
识点
教学组织
方式
1. I/O Model
2. The Strategic Management Process
Lecture and Case Study
课堂练习
课外作业
How would you describe the work of strategic leaders?
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津桥学院理论教学课程教案
章节名称
Chapter 2 Exploring the External Environment: Competition
and Opportunities
学时
4
1. Explain the importance of analyzing and understanding the firm’s external environment.
2. Define and describe the general environment and the industry environment.
3. Discuss the four activities of the external environmental analysis process.
单元
（章节）
主要内容
4. Name and describe the general environment’s six segments.
5. Identify the five competitive forces and explain how they determine an industry’s profit
potential.
6. Define strategic groups and describe their influence on the firm.
7. Describe what firms need to know about their competitors and different methods (including
ethical standards) used to collect intelligence about them.
重点
Name and describe the general environment’s six segments.
难点
what firms need to know about their competitors and different methods
学生应该
掌握的知
识点
教学组织
方式
1. The Importance of Analyzing and Understanding the Firm’S External Environment
2. Five Competitive Forces
3. Strategic Groups and Their Influence to the Firm.
Lecture and Case Study
课堂练习
课外作业
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津桥学院理论教学课程教案
章节名称
Chapter 3 Examining the Internal Organization:
Activities, Resources, and Capabilities
学时
4
1. Explain the need for firms to study and understand their internal environment.
2. Define value and discuss its importance.
3. Describe the differences between tangible and intangible resources.
4. Define capabilities and discuss how they are developed.
单元
（章节）
主要内容
5. Describe four criteria used to determine whether resources and capabilities are
core competencies.
6. Explain how value chain analysis is used to identify and evaluate resources and
capabilities.
7. Define outsourcing and discuss the reasons for its use.
8. Discuss the importance of identifying internal strengths and weaknesses.
重点
The Internal Organization’s Value and Its Importance
难点
Value Chain Analysis
学生应该
掌握的知
识点
教学组织
方式
1. The Differences between Tangible and Intangible Resources.
2. The Importance of Identifying Internal Strengths and Weaknesses
Lecture and Case Study
课堂练习
课外作业
What is value chain analysis?
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津桥学院理论教学课程教案
章节名称
Chapter 4 Building and Sustaining Competitive
Advantage
学时
4
1. Define competitors, competitive rivalry, competitive behavior, and competitive dynamics.
2. Describe market commonality and resource similarity as the building blocks of a
competitor analysis.
单元
（章节）
主要内容
3. Explain awareness, motivation, and ability as drivers of competitive behavior.
4. Discuss factors affecting the likelihood a competitor will take competitive actions.
5. Discuss factors affecting the likelihood a competitor will respond to actions taken against
it.
6. Explain competitive dynamics in slow-cycle, fast-cycle, and standard-cycle markets.
重点
Describe market commonality and resource similarity as the building blocks of a competitor
analysis.
难点
Competitive Dynamics in Slow-Cycle, Fast-Cycle, and Standard-Cycle Markets.
学生应该
掌握的知
识点
1. Define competitors, competitive rivalry, competitive behavior, and competitive dynamics
2. Explain awareness, motivation, and ability as drivers of competitive behavior
教学组织
方式
Lecture and Case Study
课堂练习
课外作业
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津桥学院理论教学课程教案
章节名称
Chapter 5 Strategy at the Business Level
学时
4
1. Define business-level strategy.
2. Discuss the relationship between customers and business-level strategies in terms of
单元
（章节）
主要内容
who,what, and how.
3. Explain the differences among business-level strategies.
4. Use the five forces of competition model to explain how above-average returns can be
earned through each business-level strategy.
5. Describe the risks of using each of the business-level strategies.
The Relationship between Customers and Business-Level Strategies in Terms of Who,What,
重点
and How.
难点
学生应该
掌握的知
识点
教学组织
方式
The Differences among Business-Level Strategies
1.
2.
3.
4.
5.
6.
Business-Level Strategies
Market segmentation
Cost leadership strategy
The differentiation strategy
The focus strategy
TQM
Lecture and Case Study
课堂练习
课外作业
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津桥学院理论教学课程教案
章节名称
Chapter 6 Corporate-Level Strategy
学时
4
1. Define corporate-level strategy and discuss its purpose.
2. Describe different levels of diversification with different corporate-level strategies.
单元
（章节）
主要内容
3. Explain three primary reasons firms diversify.
4. Describe how firms can create value by using a related diversification strategy.
5. Explain the two ways value can be created with an unrelated diversification strategy.
6. Discuss the incentives and resources that encourage diversification.
7. Describe motives that can encourage managers to over diversify a firm.
重点
Different levels of diversification with different corporate-level strategies.
难点
How firms can create value by using a related diversification strategy
学生应该
掌握的知
识点
教学组织
方式
1.
2.
3.
4.
Corporate-level strategy
Economies of scope
Corporate-level core competencies
Multipoint competition
Lecture and Case Study
课堂练习
课外作业
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津桥学院理论教学课程教案
章节名称
Chapter 7 Acquisition and Restructuring Strategies
学时
4
1. Explain the popularity of acquisition strategies in firms competing in the global economy.
2. Discuss reasons why firms use an acquisition strategy to achieve strategic competitiveness.
单元
（章节）
主要内容
3. Describe seven problems that work against developing a competitive advantage using an
acquisition strategy.
4. Name and describe attributes of effective acquisitions.
5. Define the restructuring strategy and distinguish among its common forms.
6. Explain the short- and long-term outcomes of the different types of restructuring strategies.
重点
The short- and long-term outcomes of the different types of restructuring strategies
难点
Name and describe attributes of effective acquisitions
学生应该
掌握的知
识点
1. Seven primary problems that affect a firm’s eddorts to successfully use an
acquistion stategy?
2. The restructuring stategy
教学组织
方式
Lecture and Case Study
课堂练习
Why are acuistion strategies popular in many firms competing in the global
economy?
课外作业
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津桥学院理论教学课程教案
章节名称
Chapter 8 International Strategy
学时
4
1. Explain traditional and emerging motives for firms to pursue international diversification.
2. Explore the four factors that lead to a basis for international business-level strategies.
3. Define the three international corporate-level strategies: multidomestic, global, and
单元
（章节）
主要内容
transnational.
4. Discuss the environmental trends affecting international strategy, especially liability of
foreignness and regionalization.
5. Name and describe the five alternative modes for entering international markets.
6. Explain the effects of international diversification on firm returns and innovation.
7. Name and describe two major risks of international diversification.
8. Explain why the positive outcomes from international expansion are limited.
重点
The four factors that lead to a basis for international business-level strategies
难点
The three international corporate-level strategies
学生应该
掌握的知
识点
教学组织
方式
1.
2.
3.
4.
5.
An international strategy
A multidomestic stategy
A global strategy
A transnational strategy
International diversitication
Lecture and Case Study
课堂练习
课外作业
What is the relationship between international diversification and innovation?
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津桥学院理论教学课程教案
章节名称
Chapter 9 Cooperative Strategy
学时
4
1. Define cooperative strategies and explain why firms use them.
2. Define and discuss three types of strategic alliances.
3. Name the business-level cooperative strategies and describe their use.
单元
（章节）
主要内容
4. Discuss the use of corporate-level cooperative strategies in diversified firms.
5. Understand the importance of cross-border strategic alliances as an international
cooperative strategy.
6. Explain cooperative strategies’ risks.
7. Describe two approaches used to manage cooperative strategies.
重点
Three types of strategic alliances
难点
Understand the importance of cross-border strategic alliances as an international cooperative
strategy.
学生应该
掌握的知
识点
教学组织
方式
1.
2.
3.
4.
5.
6.
Cooperative strategy
A strategic alliance
A joint venture
An equity strategic alliance
Business-level cooperative strategy
A diversifying strategic alliance
Lecture and Case Study
课堂练习
课外作业
What risks are firms likely to experience as they use cooperative strategies?
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津桥学院理论教学课程教案
章节名称
Chapter 10 Corporate Governance
学时
4
1. Define corporate governance and explain why it is used to monitor and control managers’
strategic decisions.
2. Explain why ownership has been largely separated from managerial control in the modern
corporation.
3. Define an agency relationship and managerial opportunism and describe their strategic
implications.
单元
（章节）
主要内容
4. Explain how three internal governance mechanisms— ownership concentration, the board
of directors, and executive compensation—are used to monitor and control managerial
decisions.
5. Discuss the types of compensation executives receive and their effects on strategic
decisions.
6. Describe how the external corporate governance mechanism—the market for corporate
control—acts as a restraint on top-level managers’ strategic decisions.
7. Discuss the use of corporate governance in international settings, in particular in Germany
and Japan.
重点
Why ownership has been largely separated from managerial control in the modern
corporation.
难点
How three internal governance mechanisms— ownership concentration, the board of
directors, and executive compensation—are used to monitor and control managerial
decisions.
学生应该
掌握的知
识点
1.
2.
3.
4.
Corporate governance
Managerial opportunism
Institutional owners
Executive compensation
教学组织
方式
Lecture and Case Study
课堂练习
How is each of the three internal governance mechanisms ownership
concentration, doards of directors, and executive coompensation-used to align the
interests of managerial agents with those of the firm/s owners?
课外作业
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津桥学院理论教学课程教案
章节名称
Chapter 11 Organizational Structure and Controls
学时
4
1. Define organizational structure and controls and discuss the difference between strategic
and financial controls.
2. Describe the relationship between strategy and structure.
单元
（章节）
主要内容
3. Discuss the functional structures used to implement business-level strategies.
4. Explain the use of three versions of the multidivisional (M-form) structure to implement
different diversification strategies.
5. Discuss the organizational structures used to implement three international strategies.
6. Define strategic networks and discuss how strategic center firms implement such networks
at the business, corporate and international levels.
重点
Organizational structure
难点
The functional structures used to implement business-level strategies
学生应该
掌握的知
识点
教学组织
方式
1.
2.
3.
4.
5.
Organizational structure
Organizational control
Strategic controls
The functional structure
SBU form
Lecture and Case Study
课堂练习
课外作业
What does it mean to say that strategy and structure have a reciprocal
relationship?
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津桥学院理论教学课程教案
章节名称
Chapter 12 Strategic Leadership
学时
4
1. Define strategic leadership and describe the importance of top-level managers.
2. Define top management teams and explain their effects on firm performance.
3. Describe the managerial succession process using internal and external managerial labor
markets.
单元
（章节）
主要内容
4. Discuss the value of strategic leadership in determining the firm’s strategic direction.
5. Describe the importance of strategic leaders in managing the firm’s resources, with
emphasis on exploiting and maintaining core competencies, human capital, and social capital.
6. Define organizational culture and explain what must be done to sustain an effective culture.
7. Explain what strategic leaders can do to establish and emphasize ethical practices.
8. Discuss the importance and use of organizational controls.
重点
The importance of top-level managers.
难点
The value of strategic leadership in determining the firm’s strategic direction
学生应该
掌握的知
识点
教学组织
方式
1.
2.
3.
4.
Strategic leadership
International and external managerial labor market
Determining the strategic direction
Human capital
Lecture and Case Study
课堂练习
课外作业
What is organizational culture?
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