論文模型PPT課件.ppt

Bu6002strategicmanagement ModuleLeader AnthonyJWardMScBScBAPGCEFHEAFCMIMBADirector FT SeniorLecturerinStrategicManagement ModuleLearningoutcomes Understandthetheoreticalconceptsandframeworksofstrategicmanagement Applythetheoreticalconceptsandframeworksofstrategicmanagementintheanalysisofspecificcontemporarycasestudies Synthesiseandcriticallyreflectontheroleofstrategywithinorganisationsengagedinbusinessand ormarketing tourismandeventsmanagement dependentontheProgrammethismodulesupports Formulatecreativeapproachestoproblemsolvingusingwell arguedcritiquesandvalidarguments Demonstratecriticalawarenessoftheambiguousreliabilityofsources Assessments Part2 3 000 wordresearchproject worth75 oftheoverallmodulegrade assessinglearningoutcomes1 2 3 4and5 Part1 1 000 wordassignmentworth25 oftheoverallmodulegrade assessingtheearlydevelopmentoflearningoutcomes1 2 3 4and5 EssentialReadingBusiness Grant R Jordan J 2015 FoundationsofStrategy 2ndEd Chichester UnitedKingdom JohnWiley SonsLtd Johnson G Whittington R Scholes K Angwin D Regner P 2014 ExploringStrategy TextandCases 10thed Harlow UnitedKingdom PearsonEducationLtd Volberda H Morgan R Reinmoeller P Hitt M Ireland R Hoskisson R 2011 StrategicManagement Andover UnitedKingdom CengageLearningEMEA Frynas J G Mellahi K 2015 GlobalStrategicManagement Oxford UnitedKingdom OxfordUniversityPress EssentialReadingMETM Evans N 2015 StrategicManagementforTourism Hospitality Events Oxford Elsevier Tribe J 2010 StrategyforTourism Oxford Goodfellow Whittington R 2001 Whatisstrategy anddoesitmatter London ThomsonLearning Introducingstrategyand strategic management Whatisstrategy Whatdifferencedoesstrategymaketobusinessmanagement Strategy makingintheoryandpractice designorprocess Scope 1 Theexternalenvironment Environmentalanalysis macro industry firm PESTfromastrategicperspective CAGEframework Ghemawat 2001 TheDiamondModel Porter 1990 Scope 2 Thediamondmodel porter 1990 Theindustryenvironment Applyingmarketsegmentationanalysisandstrategicgroupanalysis FiveForcesmodeloverviewandtheValueNet Theimportanceofindustryevolution Scope 3 Theinternalenvironment Thesignificanceoftheinternalenvironment corecompetenciesandaresource basedview Positioningvs Resource basedperspectives Hamel Prahalad 1993 Analysingfirmresourcesandcapabilities Barney 1991 VRIOframework Barney 1997 Globalvaluechainsandvaluesystems Porter 1985 Scope 4 Managingtheinternationalprocess Motivesforinternationalisationandtheprocess Aharoni 1966 PsychicdistanceandtheUppsalaModel Johanson Wiedersheim 1975 Entrymodestrategies Frynas Mellahi 2015 Mergersandacquisitions Hopkins 1999 Scope 5 Internationalstrategicalliances Porter sThreeTestofValue 1996 forM A Importanceandtypesofstrategicalliances Frynas Mellahi 2015 Selectingpartners Dacin Hitt Levitas 1997 Importanceoftrustinstrategicalliances Childs Faulkner Tallman 2005 Scope 6 Phasesintheevolutionoftrustinstrategicalliances AdaptedfromJ Childs D Faulkner S Tallman CooperativeStrategy Managingalliances networksandjointventures Oxford OxfordUniversityPress 2005 p 61 FORMATION IMPLEMENTATION EVOLUTION CALCULATION MUTUALUNDERSTANDING BONDING Phaseofallianceevolutionovertime Keyelementintrustevolution Beingpreparedtoworkwithyou Gettingtoknowaboutyou Comingtoidentifywithyouasaperson Innovation knowledge Strategicimportanceofinnovation Frynas Mellahi 2015 Competitivedynamicsoftechnologicalmarkets Miller Shamsie 1995 Importanceofknowledgetransfer Kogut Zander 1993 Scope 7 Strategydevelopment Designingastrategy Strategicplanning Rea Kerzner 1997 Evaluatingstrategy SAFecriteria Johnsonetal 2014 Screen