(V) (Albert J.F. Yang, Ph.D.)

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????(V)

• ??? ?? (Albert J.F. Yang, Ph.D.)
• ??????????????????
• Tel[phone], ext.4222
• E-mail jfyang_at_ccms.nkfust.edu.tw

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???????

• ???????
• ?? (strategy)
• ???? (strategic management)
• ???? (competitive advantage)
• ?????? (sustained competitive advantage)

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Strategy and the Environment

• Organizational strategy the specific pattern of
  decisions and actions that managers take to use
  core competences to achieve a competitive
  advantage and outperform competitors
• Core competences the skills and abilities in
  value creation activities that allow a company to
  achieve superior efficiency, quality, innovation,
  or customer responsiveness

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The Value- Creation Cycle
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???????

• ???????
• ???? (strategic planning)
• ???????
• ?????? (industrial organization model, I/O model)
• ???????? (resource-based view model)

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???????

• ???????????
• ?????????????
• ?????(heterogeneity)?????(immobility)?
• ????????
• ???? (valuable)
• ??? (rare)
• ????? (difficult to imitate)

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?????????(I/O)??
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THREE PERSPECTIVES OF COMPETITIVE ADVANTAGE
Dynamic
Internal
External
Suggests that in dynamic, rapidly changing
markets, a firms current market position is not
an accurate prediction of future performance.
Instead, we look at the past for clues about how
the firm arrived at its current position and to
future trends both internal and external in
an effort to predict the future landscape
Often called the resource view, contends that
firms are heterogeneous bundles of resources and
capabilities and firms with superior resources
and capabilities enjoy competitive advantage over
other firms. This advantage makes it relatively
easier to achieve consistently higher levels of
performance
Also called the positional view, contends that
variations in a firms competitive advantage and
performance are primarily a function of industry
attractiveness. Companies should therefore
either (1) position themselves to compete in
attractive industries or (2) adopt strategies
that will make their current industries more
attractive
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Levels of Strategic Management
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???????

• ????? (value chain analysis)
• ??? (value chain)
• ????? (generic value chain)
• ???? (primary activities)
• ???? (support activities)
• ?????????

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???
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????????

• Miles ? Snow?????
• ?????(defender strategy)
• ?????(prospector strategy)
• ?????(analyzer strategy )
• ?????(reactor strategy)

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????????

• Porter?????
• ?????(generic strategy)
• ?????? (cost leadership strategy)
• ????? (differentiation strategy)
• ???? (focus strategy)

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?
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????????

• ??????????
• ?????????????
• ????????????

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?????????????
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????????????
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???????

• ?????????
• ???? (horizontal integration)
• ???? (vertical integration)
• ?????(upstream integration, ???????, backward
  integration)
• ?????(downstream integration, ???????, forward
  integration)

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???????

• ???(diversification)
• ???????????
• ??????
• ?????
• ????????
• ???????
• ??????
• ??????

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???????

• Chandler???????
• ????????????
• ?????????????
• ????????????
• ???????????

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?????????????
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???????

• ????????????
• ?????????(??M???) (multidivisional form
  structure, M-structure)
• ???M??? (cooperative M-structure)
• ???????M???(SBU M-structure)
• ???M??? (competitive M-structure)

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???M???
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???????M???
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???M???
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??????

• ????????
• ???? (export stage)
• ????? (international stage)
• ???? (multinational stage)
• ????? (global stage)
• ???? (transnational stage)

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??????

• ?????????
• ????? (international strategy)
• ???? (multinational strategy)
• ????? (global strategy)
• ???? (transnational strategy)
• ?????????????????

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The Creation of Value Through Global Expansion
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????????????

• ?????????????
• ?????(coordinated federation)
• ?????(decentralized federation)
• ?????(centralized hub)
• ?????(integrated network)
• ????????????

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??????????????(?)
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????????????

• ?????????????????
• ?????? (ethnocentric approach)
• ?????? (multicentric approach)
• ?????? (geocentric approach)
• ?????? (regioncentric approach)

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???????????

• ?????????????
• ?????????
• ???????(international division structure)
• ??????(global geographic structure)

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???????
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???????????

• ??????(global product structure)
• ??????(global matrix structure)
• ????(transnational structure)

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???????????

• ?????????
• ?????????????
• ?????? (international network structure)

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??????????

• Geert Hofstede?????
• ???? (power distance)
• ????????? (individualism vs. collectivism)
• ?????? (uncertainty avoidance)
• ????????? (masculinity vs. femininity)

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The Fifth Dimension Long-Term versus Short-Term
Orientation

• Hofstede added a fifth dimension -- long-term
  vs. short-term orientation -- which was not
  identified in his earlier study. This dimension
  describes the degree to which people and
  organizations defer gratification to achieve
  long-term success.
• Long-term orientation tends to take the long view
  to planning and living, focusing on years and
  decades.
• Examples- traditional Asian cultures-China,
  Japan, and Singapore, which partly base these
  values on the teachings of the Chinese
  philosopher Confucius (Kung-fu-tzu) (500 B.C.),
  who espoused long-term orientation, discipline,
  loyalty, hard work, regard for education, esteem
  for the family, focus on group harmony, and
  control over ones desires.
• Short-term orientation - the U.S. and most other
  Western countries.

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??????????

• ????????????
• ???? (village market)
• ????? (family or tribe)
• ???? (well-oiled machine)
• ???? (traditional bureaucracy)

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