本課程從三個當前最重要的經濟議題，檢視經營策略的基本問題。重點包括企業如何調適外在環境變化、認識資訊科技的本質改變、強化組織能力、洞察顧客價值、結合社會脈絡與競合關係，確立差異化優勢。
第1,2週由教師講授，提供當前策略議題與經營策略基礎概念，奠定本學期授課基礎。第3週起，採用先由分組同學報告指定文獻與研討內涵，再由教師進行相關解說之方式，深化議題之探討。3-15週從指定一本著書與8篇文獻中進行分組登記。
1.三大經濟議題(全球製造回流、顧客價值、IoT)的管理意涵為何？
2.管理學發展僅百年。其發展簡史與經營策略出現的意義為何？
3.策略是意圖(計畫性)還是創發(學習性)？
4.優勢經營資源與1980年代的資訊革命
5.如何打破企業生命週期的魔咒：製造回流趨勢與高階製造
6.企業聯盟策略與2000年前後的網際網路發展？
7.如何建構可持續競爭優勢？
8.洞察智慧製造的本質
9.如何洞察科技與策略的動態變化？
10.製造趨勢與顧客價值之關連為何？
11.競爭定位與組織能力何者重要？
12.何謂事業系統策略？
13.社會脈絡如何影響產業網絡？
14.經營結構與競爭優勢的關聯為何？
15.企業如何邁向可持續經營？
This course examines the basic issues of business strategies from three of the most important economic issues at present. The focus includes how enterprises adapt to external environmental changes, recognize the nature of information technology, strengthen organizational capabilities, insight into customer value, and integrate social connections and competition relationships to establish differentiated advantages.
The 1st and 2nd week were taught by teachers, providing current strategic topics and basic concepts of business strategies, laying the foundation for this course. Starting from the third week, we will use the method of first reporting the designated documents and research content by the sub-group students, and then the teachers will explain and deepen the discussion of the topic. From the 3-15th week, we will sub-register from a designated book and 8 articles.
1. What is the management implication of the three major economic issues (global manufacturing reflow, customer value, IoT)?
2. Management science has only been developing for a hundred years. What is the meaning of its development history and operational strategies?
3. Is the strategy intentional (planarity) or creation (learning)?
4. Advantage business resources and the information revolution in the 1980s
5. How to break the curse of corporate life cycle: creating reflux trends and high-level manufacturing
6. Corporate alliance strategy and the development of the Internet around 2000?
7. How to build sustainable competitive advantages?
8. Insight into the essence of wisdom
9. How to understand the dynamic changes in technology and strategies?
10. What is the connection between manufacturing trends and customer value?
11. What is the importance of competitive positioning and organizational ability?
12. What is the business system strategy?
13. How does social forces affect the industrial network?
14. What is the connection between business structure and competitive advantages?
15. How do enterprises move towards sustainable operation?
Mintzberg, H. et al. (1988) Strategy Safari: The complete guide through the wilds of strategic management, ch1.
Porter, M.E., Millar, V.E. (1985). How Information Gives You Competitive Advantage. Harvard Business Review 63, no. 4 (July-August 1985): 149-160.
世界工廠大移轉》(劉仁傑、陳國民，2014，大寫) 第1輯
Porter, M. E. "Strategy and the Internet." Harvard Business Review 79, no. 3 ( March 2001): 62-78.
Oliver, C. (1997) Sustainable Competitive Advantage: Combining Institutional and Resource-Based Views. Strategic Management Journal, Vol. 18, Issue 9, pp.697-713.
Porter ME, Heppelmann JE (2015) How smart, connected products are transforming companies. Harvard Business Review 93(10): 96-114.
Adner, R. & Kapoor, R. (2016). Right Tech, Wrong Time. Harvard Business Review (November).
Jeffrey H. Dyer, Dong Sung Cho, Wujin Chu (1998) Strategic Supplier Segmentation. California Management Review, Vol.40, No.2, Winter , pp.57-77.
Van Alstyne M. W., Parker, G. G. & Choudary S. P. (2016) Pipelines, Platforms, and the New Rules of Strategy. Harvard Business Review (April).
Mintzberg, H. et al. (1988) Strategy Safari: The complete guide through the wilds of strategic management, ch1.
Porter, M.E., Millar, V.E. (1985). How Information Gives You Competitive Advantage. Harvard Business Review 63, no. 4 (July-August 1985): 149-160.
The Great Transformation of World Factory" (Liu Renjie, Chen Guomin, 2014, written) Edit 1
Porter, M. E. "Strategy and the Internet." Harvard Business Review 79, no. 3 ( March 2001): 62-78.
Oliver, C. (1997) Sustainable Competitive Advantage: Combining Institutional and Resource-Based Views. Strategic Management Journal, Vol. 18, Issue 9, pp.697-713.
Porter ME, Heppelmann JE (2015) How smart, connected products are transforming companies. Harvard Business Review 93(10): 96-114.
Adner, R. & Kapoor, R. (2016). Right Tech, Wrong Time. Harvard Business Review (November).
Jeffrey H. Dyer, Dong Sung Cho, Wujin Chu (1998) Strategic Supplier Segmentation. California Management Review, Vol.40, No.2, Winter , pp.57-77.
Van Alstyne M. W., Parker, G. G. & Choudary S. P. (2016) Pipelines, Platforms, and the New Rules of Strategy. Harvard Business Review (April).
| 評分項目 Grading Method | 配分比例 Grading percentage | 說明 Description |
|---|---|---|
| 口頭報告口頭報告 Oral Report |
40 | |
| 考試考試 exam |
40 | |
| 課堂表現課堂表現 Classroom performance |
20 |
