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亨格&惠伦战略管理(原书第11版)

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《亨格&惠伦战略管理》不仅是一本优秀的也是一本特色鲜明的战略管理教科书。该书立意高远,体系完整,结构合理,内容丰富。更重要的是,该书具有以下两大特色:
第一,当代主题与传统主题的结合。该书的书名直观地反映了这一特色,正如该书作者所言,企业政策是战略管理以前的叫法(或者说战略管理是企业政策现在的叫法),这种结合不仅表明了战略管理与企业政策的承继与发展关系,同时也拓宽了该书的主题。从环境和行业分析到资源和能力分析,从总体方向管理到公司内部整合,从战略的制定到战略的实施、评估与控制,从战略活动到公司治理、社会责任与管理道德,从站住脚的大公司到危机四伏的创业公司的战略问题,从营利组织到非营利组织的战略问题,包罗万象的内容有助于读者理解战略管理的本质和该领域的理论与研究成果。
第二,理论模型与分析方法的结合。两位作者提出了由环境扫描、战略制定、战略实施、评估与控制四个基本环节构成的战略管理模型,作为贯穿本书前11章的理论框架。为了帮助学生更好地理解和应用该模型,作者还提出了使战略决策过程可操作化的一套完整的战略审计分析方法。在战略审计中,作者开发了外部因素分析表、内部因素分析表和战略因素分析概要矩阵三种实用技术。战略审计可以帮助学生在分析案例时完成战略方案和实施计划的拟定。据作者所说,世界各地成千上万的学生采用这种方法进行案例分析,效果非常理想。
简言之,《亨格&惠伦战略管理》是传统与现代兼顾、理论与实践结合的范例,它较好地解决了向学生传授知识的同时培养学生能力的难题。
Author Description

戴维·亨格(J.David Hunger)
戴维·亨格现任美国艾奥瓦州立大学和圣约翰大学战略管理教授,曾在鲍德温华莱士学院、弗吉尼亚大学、乔治梅森大学任教。他的主要研究领域是战略管理、公司治理和创业。他曾任职于俄亥俄州立大学帕帕约翰创业中心教务总监,宝洁公司商标经理,拉扎勒斯百货公司销售主管和美国陆军军事情报上尉。
Comments

本书的特色在于:当代主题与传统主题的结合,理论模型与分析方法的结合。简言之,《亨格&惠伦战略管理》是传统与现代兼顾、理论与实践结合的范例,它较好地解决了向学生传授知识的同时培养学生能力的难题。
——中山大学管理学院院长李新春

《亨格&惠伦战略管理》中文第11版即将要发行了,多年来我一直采用亨格的《战略管理》作为教材。他与时俱进的写作理念、严谨的写作风格使他的书成为了一代又一代战略管理学生的教科书。
——美国华盛顿大学教授

《亨格&惠伦战略管理》的最新版本是您的首选。通读全书,丰富的商业案例让我在理论学习的过程中并不感觉枯燥;相反,我享受其中,乐于其中。
——MBA学生
Catalogue

第一部分战略管理与企业政策导论
第1章战略管理的基本概念
1.1 战略管理研究
1.2 全球化和电子商务:战略管理的挑战
1.3 组织适应的理论
1.4 学习型组织的创建
1.5 战略管理的基本模式
1.6 战略启动:触发事件
1.7 战略决策
1.8 战略审计:辅助战略决策
1.9 结语
附录1A 公司的战略审计
第2章公司治理
2.1 董事会的作用
2.2 高层管理的作用
2.3 结语
第3章战略管理道德与社会责任
3.1 战略决策者的社会责任
3.2 道德决策
3.3 结语
第二部分环境扫描
第4章环境扫描与行业分析
4.1 环境扫描
4.2 行业分析:任务环境分析
4.3 竞争情报
4.4 预测
4.5 战略审计:环境扫描清单
4.6 外部因素的综合——EFAS
4.7 结语
附录4A 竞争分析技术
第5章内部扫描:组织分析
5.1 基于资源的组织分析法
5.2 业务模式
5.3 价值链分析
5.4 职能资源和能力扫描
5.5 战略审计:组织分析清单
5.6 内部因素的综合
5.7 结语
第三部分战略制定
第6章战略制定:形势分析与业务战略
6.1 形势分析:SWOT分析
6.2 使命与目标回顾
6.3 运用TOWS矩阵制订备选战略
6.4业务战略
6.5 结语
第7章战略制定:公司战略
7.1 公司战略
7.2 定向战略
7.3 组合分析
7.4 公司总合
7.5 结语
第8章战略制定:职能战略与战略选择
8.1 职能战略
8.2 寻购决策:职能定位
8.3 要避免的战略
8.4 战略选择:选择最佳战略
8.5 制定政策
8.6 结语
第四部分战略实施与控制
第9章战略实施:组织行动
9.1 战略实施
9.2 谁来实施战略
9.3 必须做什么
9.4 战略如何实施?组织行动
9.5 战略实施的国际化问题
9.6 结语
第10章战略实施:人员配备与指导
10.1 人员配备
10.2 领导
10.3 结语
第11章 评估与控制
11.1 战略管理的评估与控制
11.2 测量绩效
11.3 战略信息系统
11.4 绩效测量问题
11.5 控制准则
11.6 战略性奖励管理
11.7 结语
第五部分其他战略阀题
第12章技术与革新管理中的战略问题
12.1 管理的作用
12.2 环境扫描
12.3 战略制定
12.4 战略实施
12.5 评估和控制
12.6 结语
第13章创业企业和小企业的战略问题
13.1 小企业和创业企业的重要性
13.2 战略规划与战略管理的运用
13.3 公司治理问题
13.4 环境扫描与战略制定问题
13.5 战略实施问题
13.6 评估与控制问题
13.7 结语
第14章 非营利组织的战略问题
14.1 为什么非营利
14.2 收入来源的重要性
14.3 限制对战略管理的影响
14.4 非营利组织的战略
14.5 结语
第六部分案例分析导论
第15章案例分析建议
15.1 案例法
15.2 研究案例情景
15.3 财务分析:起点
15.4 案例分析方式:战略审计
15.5 结语
附录15A 案例分析资料来源
附录15B 采用战略审计的案例分析方法(推荐)
附录15C 学生写的战略审计范例(1993年美泰公司案例)
第16章战略管理案例
案例1 比特公司固执的董事:公司法律义务与公司责任
案例2 华莱士集团
案例3 人人如此
案例4 洪都拉斯瓜西洛泰林业合作社
案例5 英纳城油漆公司
案例6 凯里工厂
案例7 英特尔公司
案例8 艾尔特兰控股公司
案例9 博伊西凯斯凯德公司/奥菲斯马克斯公司
案例10 戴尔公司
案例11 六面旗股份有限公司:2006年的企业转型
案例12 亨氏公司
案例13 劳氏公司
案例14 耐克公司
案例15 澳拜客牛排餐厅股份有限公司
案例16 电影艺廊公司
案例17 渴望骑术体验中心
术语表
Book Abstract

第一部分战略管理与企业政策导论
第2章公司治理
泰科国际有限公司(Tyco International Ltd.)是一家多样化的制造与服务公司,业务涉及100多个国家,年收入超过360亿美元。1992年丹尼斯·科斯洛斯基(Dennis Kozlowski)接任公司首席执行长以后,将泰科从一家默默无闻的美国制造企业改造成为世界最大的海底电信系统、防火系统和电子安全服务的供应商。在这种情况下,科斯洛斯基把泰科当做他个人的企业,将上千万美元滥用于未经批准的借款和给他本人及其高层经理人员的昂贵礼品上。尽管科斯洛斯基的年薪从1996年的880万美元涨到了1999年的1.361亿美元,但他仍经常占用上千万美元的公司借款。他曾花费210万美元为妻子过生日,为其价值1680万美元的纽约寓所安装6000美元的沐浴间和15000美元的狗用伞架。通过严密控制业务和亲自挑选“聪明、贫穷和渴望变富”的人担任高层经理,他保持着对公司的个人控制。他亲自挑选董事会成员,过滤内部审计等所有传递给董事会的信息。科斯洛斯基未经董事会批准,向51名泰科雇员发放5600万美元的奖金,使他们能够偿还之前的公司借款。
在安然丑闻发生后,美国证券交易委员会、美国国内收入署(Internal Revenue Service)和新罕布什尔州对泰科的财务违法行为和为其服务的会计师事务所未能报告可疑行为展开调查。科斯洛斯基辞去了首席执行长职务,而随后的调查揭露了董事会在高层管理越权期间保持沉默的原因。在10名公司董事成员中,3人是有重大利益冲突的泰科高层经理。尽管董事乔舒亚.伯曼(Joshua Berman)自1997年以来就是泰科的高层经理,公司仍旧向他以前的律师事务所支付了上百万美元的法律费。科斯洛斯基辞职后被任命为公司临时首席执行长的泰科高层经理约翰·福特(John Fort),一直是一家收购基金的投资人,1999年还与泰科完成了一笔8.1亿美元的收购交易,同时福特也担任董事。泰科的首席财务长马克·施沃茨(Mark Swartz)也在担任董事期间向公司借款650万美元。
另外,非管理或“外部”董事与公司如此紧密的联系,引起人们对董事会的海外管理能力的怀疑。例如,迈克尔·阿什克罗夫特(Michael Ashcroft)以前在公司工作直到1997年。另一名董事斯蒂芬·福斯(Stephen Foss)将一架飞机租给泰科。
……

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Jingdong book