企业经营策略
Course Format
College of Management, National Sun Yat-Sen University
Course Chinese Course Title 企業經營策略 M4011101 Number English Course Title BUSINESS POLICY AND STRATEGY
Class Format Required Requirement none Department MBA
Instructor Tsai, Stephen D. H. Credit 3 Course Objective
1. Understanding the past, nowadays and future of development of business in Taiwan.
2. Comprehend the macro force of business development and changes, and realize the
strategic logic from case study and literature reading.
3. Learn how to absorb meaningful experience form documents and class interaction. Course Outline
1. What is strategy 2. Analysis of industrial competition
3. The argument of business resource 4. Experience of Taiwan industry
5. Midterm reflection 6. The future of industries in Taiwan
7. Strategy & technology 8. Strategy & knowledge
9. Entrepreneurship & opportunity 10. Entrepreneurship & relationship
11. Global organization 12. Capacity & learning Teaching Format
Lecture/Presentation/Discussion
Office Hours:
Monday 14:00-16:00;Tuesday 14:00-16:00
Grading Standard
Grouping presentation (20%); Final presentation (25%); Midterm (20%); Homework (15%); Participation (20%)
Reference/Text
1.司徒達賢,民94,,台北,智勝文化。 策略管理新論 : 觀念架構與
方法
2.蔡敦浩,民97,企業概論,台北,滄海書局。
3. 蔡敦浩、利尚仁,民97,持續創業的組織體-複雜調適系統觀點。
4. Cusumano, M. A. and Mardides, C. C. 2001. Strategic think for the next
economy. MA: MIT press.
5. Davenport, T. H., Thomas, R. J. and Cantrell, S. 2002. The mysterious art and
science of knowledge-worker performance. Sloan management review, fall,
23-30.
6. Eisenmann, T. 2005. Yahoo! Messenger: network integration. Harvard business review, OCT,
1-29.
7. Drucker, P. 1993, Post capitalism society, NY: HaperCollins Press.
8. Ghoshal, S. and Barlett, C. 1994. Change the role of top management: beyond strategy to purpose.
Harvard Business Review, Vol. 72 Issue 6, P79-88.
9. Ghoshal, S. and Barlett, C. 1995a. Change the role of top management: beyond structure to processes.
Harvard Business Review, Vol. 73 Issue 3, P86-96.
10. Ghoshal, S. and Barlett, C. 1995b. Change the role of top management: beyond systems to people.
Harvard Business Review, Vol. 73 Issue 3, P132-144.
11. Mintzberg, H., Lampel, J., Quinn, J. B. and Ghoshal, S. 2003. The strategy process. NJ: Pearson
Press. (Case study of Intel, McKinsey & LVMH).
12. Porter, M., 1980, Competitive strategy, NY: Free Press.
13. Porter, M., 1996, What is strategy. Harvard Business Review, Vol. 74 Issue 6, P61-78.
14. Prahalad, C. K., Hamel G. 1989. Strategic intent. Harvard Business Review, Vol. 67, Issue 3, P63-78.
15. Prahalad, C. K., Hamel G., 1990. The competence of corporation. Harvard Business Review, Vol. 68,
Issue 3, P79-91.
16. Schumacher, F. 1975, Small is beautiful, London: Blond and Briggs Press.
17.Sarasvathy, S. (2001). Causation and effectuation: toward a theoretical shift from economic
inevitability to entrepreneurial contingency, Academy of management review, 26, 243-263.
18. Teece, D. J. 1986. Profiting from technological innovation: implications for integration,
collaboration, licensing and public policy. Research policy, 15, 285-305.
19. Zack, M. H. 2003. Rethinking the knowledge-based organization. Sloan
management review, summer, 67-71.
Course content/ Progress / Documents