(一) 課程描述
策略管理探討企業如何在動態且充滿不確定性的競爭環境中，建立並維持競爭優勢。本課程帶領學生掌握策略分析的核心框架（外部環境分析、內部資源與能力分析、事業層級與公司層級策略、全球化策略等），並將其應用於台灣產業與企業的真實情境。
本課程特別關注當代策略議題對傳統框架的衝擊，包括生成式 AI 對競爭優勢與商業模式的重塑、地緣政治與供應鏈韌性、平台與生態系競爭，以及 ESG 的策略張力。課程採翻轉教室與深度個案研討進行，並要求學生於整學期鎖定一家台灣企業，完成一份完整的策略分析與規劃專案。
(二) 課程學習目標
修畢本課程後，學生應能：
1. 運用策略分析框架（PESTEL、五力、VRIO、價值鏈、動態能力等），系統性分析企業的外部環境與內部條件。
2. 整合分析結果，研擬事業層級與公司層級的策略方案，並評估其可行性與風險。
3. 將策略理論應用於台灣產業與企業的真實情境，辨識框架的適用性與限制（如地緣政治、AI 衝擊）。
4. 透過深度個案研討，培養在資訊不全與利害衝突情境下的策略判斷與論證能力。
5. 批判性地運用 AI 工具輔助分析，辨識其侷限，並將其內化為自身的策略思考，而非外包判斷。
6. 完成單一企業的完整策略規劃，並能以口頭辯護方式說明與捍衛其策略主張。
(三) 教學模式與設計理念
本課程採「翻轉教室」設計，課堂時間優先用於應用、辯論與個案研討，而非單向講授。
• 課前（架構輸入層）：學生須於課前研讀指定教科書章節（精選，非全書硬讀），並完成線上預習小測，以確保具備當週所需的分析框架與概念。
• 課堂（應用與批判層）：以分組個案輪報與全班討論為主軸，搭配約 20–30 分鐘的迷你講解，針對預習小測反映的共同盲點補強，其餘時間進行個案研討或工作坊式演練。
• 貫穿全學期（整合層）：各組鎖定一家台灣企業，逐週推進策略分析與規劃，於期末完成專案報告與口頭辯護。

(1) Course description
Strategic management explores how companies can establish and maintain competitive advantages in a dynamic and uncertain competitive environment. This course leads students to master the core framework of strategic analysis (external environment analysis, internal resource and capability analysis, business-level and company-level strategies, globalization strategies, etc.) and apply them to real situations of Taiwanese industries and enterprises.
This course pays special attention to the impact of contemporary strategic issues on traditional frameworks, including the reshaping of competitive advantages and business models by generative AI, geopolitics and supply chain resilience, platform and ecosystem competition, and the strategic tension of ESG. The course uses flipped classrooms and in-depth case studies, and requires students to target a Taiwanese company throughout the semester and complete a complete strategic analysis and planning project.
(2) Course learning objectives
After completing this course, students should be able to:
1. Use strategic analysis frameworks (PESTEL, five forces, VRIO, value chain, dynamic capabilities, etc.) to systematically analyze the company's external environment and internal conditions.
2. Integrate the analysis results, develop business-level and company-level strategic plans, and evaluate their feasibility and risks.
3. Apply strategy theory to the real situation of Taiwan’s industries and enterprises, and identify the applicability and limitations of the framework (such as geopolitics, AI impact).
4. Through in-depth case studies, cultivate strategic judgment and argumentation skills in situations of incomplete information and conflicts of interest.
5. Critically use AI tools to assist analysis, identify its limitations, and internalize them into your own strategic thinking instead of outsourcing judgment.
6. Complete a complete strategic plan for a single enterprise, and be able to explain and defend its strategic propositions verbally.
(3) Teaching model and design concept
This course adopts a "flipped classroom" design. Class time is prioritized for applications, debates and case studies, rather than one-way lectures.
• Before class (architecture input layer): Students are required to study designated textbook chapters (selected, not hard reading of the entire book) before class, and complete online pre-study quizzes to ensure they have the analytical framework and concepts required for that week.
• Classroom (Application and Criticism Level): Focusing on group case presentations and whole-class discussions, with mini-explanations of about 20–30 minutes to reinforce common blind spots reflected in the preview quiz, and the remaining time for case studies or workshop-style exercises.
• Throughout the semester (integration level): Each group targets a Taiwanese company, promotes strategic analysis and planning week by week, and completes a project report and oral defense at the end of the semester.

1. 策略管理係指達成公司目標的整體性行動計畫。管理者運用策略性分析程序(strategic analysis process)-選擇目標，進行內部和外部分析，辨認競爭優勢，策劃競爭策略，與設計組織-發展公司的策略，進而最大化公司的整體價值。
2. 管理者選定充分兼顧市場機會與公司能力，進而最大化公司價值的目標和策略。公司面對不同的情境需要選定不同的目標和策略，所以，目標和策略隨著情境而權變。然而，策略分析程序和方法可以適應許多不同的情境，具有普遍性的特質。
3. 策略管理課程非常重視策略性思考(strategic thinking)及策略性推理(strategic reasoning)。
4. 綜合運用課堂講授、個案研討和論文討論、等教學方法，培育基於策略性分析程序的策略管理
能力。

1. Strategic management refers to the overall action plan to achieve company goals. Managers use the strategic analysis process to select goals, conduct internal and external analysis, identify competitive advantages, plan competitive strategies, and design organizational-development strategies for the company, thereby maximizing the overall value of the company.
2. Managers select goals and strategies that fully consider market opportunities and company capabilities to maximize company value. Companies face different situations and need to select different goals and strategies. Therefore, goals and strategies change with the situation. However, strategic analysis procedures and methods can be adapted to many different situations and have universal qualities.
3. Strategic management courses attach great importance to strategic thinking and strategic reasoning.
4. Comprehensively use teaching methods such as classroom lectures, case studies, and paper discussions to cultivate strategic management based on strategic analysis procedures
Ability.

指定教科書：Rothaermel, F. T. Strategic Management: Concepts, 6th ed., McGraw-Hill.（華泰文化代理）
補充教材：台灣產業與企業個案（教師自編／改編，結合最新財報、法說會與新聞）、國際個案，以及地緣政治與 AI 相關之時事閱讀。
說明：地緣政治與 AI 對策略的衝擊為教科書著墨較少之處，將以補充教材處理。各週對應章節詳見文末進度表。

Designated textbook: Rothaermel, F. T. Strategic Management: Concepts, 6th ed., McGraw-Hill. (Huatai Cultural Agency)
Supplementary teaching materials: Taiwanese industry and enterprise cases (compiled/adapted by teachers, combined with the latest financial reports, legal talks and news), international cases, and current affairs reading related to geopolitics and AI.
Note: The impact of geopolitics and AI on strategy is less covered in the textbook and will be dealt with in supplementary textbooks. For the corresponding chapters of each week, please see the schedule at the end of the article.