StrategicManagementandFirmPerformanceChapterTwo©2006byNelson,©2006byNelson,ProcessChapter5:Bus.-petitiveDynamicsChapter7:Corp.-LevelStrategyChapter8:Acquisition&RestructuringChapter9:InternationalStrategyChapter10:CooperativeStrategyStrategyFormulationChapter11:CorporateGovernanceCh..Structure&ControlsChapter13:.Renewal&InnovationStrategyImplementationStrategicActions:.&Com-petitivenessChapter3:TheExternalEnvironmentChapter4:petitivenessStrategicMission&StrategicIntentStrategicObjectives&InputsChapter1::.&:.&Performance2©2006byNelson,&FirmPerformanceKnowledgeObjectives:1. Understandtheultimategoalofstrategicmgmt.–,particularlythedifferencesamongabove-averagereturns,averagereturnsandbelow-,sustainability,©2006byNelson,. ©2006byNelson,??Thepersonwhoruns100metersthefastestThepersonwhojumpsthehighestTheteamwhowinstheStanleyCupintheNHLInathletics,it’sstraightforward:Forfirms,it’essfullyformulates&implementsavalue-*5©2006byNelson,-urswhentheactualvaluecreatedisequaltotheexpectedvalueAbove-normalWhentheactualvaluecreatedisgreaterthantheexpectedvalue6©2006byNelson,:‘DidIreceivemorethanIgave?’Iftheanswerisyes,,valuewasdestroyed.?TheConceptofValue…Forshareholders:Valuecreationmeansgettingmorefromaninvestmentthancouldhavebeenrec
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