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1、《戰(zhàn)略管理》期末復(fù)習(xí)資料——英文版,大題目1.戰(zhàn)略管理在現(xiàn)代企業(yè)中為什么變得很重要？Researchindicatesthatorganizationsthatengageinstrategicmanagementgenerallyoutperformthosethatdonot.Theattainmentofanappropriatematchorfitbetweenanorganization'senvironmentanditsstrategy,structure,andprocesseshaspositiveeffectsontheorgani
2、zation'sperformance.Afirmcannotaffordtofollowintuitivestrategiesonceitbecomeslarge,haslayersofmanagement,oritsenvironmentchangessubstantially.Astheworld'senvironmentbecomesincreasinglycomplexandchanging,strategicmanagementisusedbytoday'scorporationsasonewaytomaketheenvironmentmo
3、remanageable.2.企業(yè)能否同時(shí)采用成本領(lǐng)先戰(zhàn)略和差異化戰(zhàn)略，為什么？MichaelPorterarguesthatabusinessunitwhichisunabletoachieveoneofthecompetitivestrategiesislikelytobe"stuckinthemiddle"ofthecompetitivemarketplacewithnocompetitiveadvantage.Thatunit,accordingtoPorter,isdoomedtobelow-averageperformance.Resear
4、chbyGregDessandPeterDavisaswellasbyRodWhite,suggestshowever,thatthismaynotbethecase.Examplescanbefoundofbusinesseswhichhavebeenabletojointlyfollowoveralllowcostandhighqualitydifferentiationstrategies.JapanesecompaniessuchasToyotainautomobilesandMatsushitainconsumerelectronicsare
5、goodexamples.TheirofferoflowpriceandhighqualitycreatedseriousproblemsforthosecompaniesfollowingonlyonecompetitivestrategyintheU.S.3.在全球環(huán)境下，資源基礎(chǔ)觀對戰(zhàn)略管理有什么關(guān)聯(lián)性？Theresource-basedviewofthefirmisanattempttobringattentiontotheimportanceofacorporation'sresourcesinstrategicmanagement.Asno
6、tedinthetext,expertsontheresource-basedviewsuggestthatdifferencesinperformanceamongcompaniesmaybeexplainedbest,notthroughdifferencesinindustrystructureidentifiedbyindustryanalysis,butthroughdifferencesincorporateassetsandresourcesandtheirapplication.Theresource-basedviewofthefir
7、miscompatiblewiththetraditionalconceptsofS.W.O.T.anddistinctivecompetencepopularinthefieldsincethe1960s.Theonlydangerwiththeresource-basedapproachisthatpeoplemaygooverboardagainandtendtoputtoomuchemphasisoninternalfactorsandnotenoughonexternalfactors.Nevertheless,theideathatthed
8、urabilityandimitabilityofcorporateresourcesdete
