東吳大學教師授課計劃表

檔案產生時間：2024/5/13 上午 05:15:00
本表如有異動，於4小時內自動更新
一、課程基本資料 Course Information
科目名稱 Course Title：
(中文)策略管理  組別:全英語授課
(英文)STRATEGIC MANAGEMENT		 開課學期 Semester：112學年度第2學期
開課班級 Class：企碩Ｅ一 (合開：貿管學程 貿管學程)
授課教師 Instructor：張錦崑 CHANG, CHIN-KUN
科目代碼 Course Code：MGB01001 單全學期 Semester/Year：單 分組組別 Section：全英語授課
人數限制 Class Size：31 必選修別 Required/Elective：必 學分數 Credit(s)：3
星期節次 Day/Session： 一234　 前次異動時間 Time Last Edited：113年01月02日12時51分
※ 因授課需求教室如安排於語練教室需加收語言實習費
企業管理學系碩士班Ｅ組基本能力指標 Basic Ability Index
編號
Code		 指標名稱
Basic Ability Index		 本科目對應之指標
Correspondent Index		 達成該項基本能力之考評方式
Methods Of Evaluating This Ability
1瞭解企業經營的實務與制度
Understanding business administration in practice and system		●》出缺席狀況
》課堂討論與表現
》報告(含個人或小組、口頭或書面、專題、訪問、觀察等形式)
》紙筆測驗
》外文閱讀
2瞭解企業管理的技術與方法
Understanding business administration and management in managerial technique and method		●》出缺席狀況
》課堂討論與表現
》報告(含個人或小組、口頭或書面、專題、訪問、觀察等形式)
》紙筆測驗
》外文閱讀
3團隊合作能力
Abilities of coordination and cooperation in teamwork		  
4外語能力
The abilities of foreign languages		●》出缺席狀況
》課堂討論與表現
》報告(含個人或小組、口頭或書面、專題、訪問、觀察等形式)
5獨立思考與解決問題的能力
Ability of problem exploring and solving		●》出缺席狀況
》課堂討論與表現
》報告(含個人或小組、口頭或書面、專題、訪問、觀察等形式)
》紙筆測驗
》外文閱讀
6整合判斷的能力
Ability of making perfessional judgement		●》出缺席狀況
》課堂討論與表現
》報告(含個人或小組、口頭或書面、專題、訪問、觀察等形式)
》紙筆測驗
》外文閱讀
7表達能力
Ability of communication and expression		  
8創造力
Creativeness		  
二、指定教科書及參考資料 Textbooks and Reference
(請修課同學遵守智慧財產權，不得非法影印)
●指定教科書 Required Texts
Textbook:

Charles W. L. Hill, and Gareth R. Jones,and Melissa A. Schilling, Strategic Management, 13th ed., U. S.: South-Western/Cengage Learning, 2020. (Text only, without cases)

●參考書資料暨網路資源 Reference Books and Online Resources
I. Other Reference Texts：
1. Michael E. Porter, Competitive Strategy: Techniques for Analyzing Industries and Competitors, New York: The Free Press, 1980.
2. Michael E. Porter, Competitive Advantage: Creating and Sustaining Superior Performance, New York: The Free Press, 1985.
3. Jay B. Barney and William S. Hesterly, Strategic Management and Competitive Advantage: Concepts and Cases, 6th ed., New York: Pearson Education, 2019.
4. Arthur A. Thompson, Jr., John E. Gamble, and A. J. Strickland, Strategy: Winning in the Marketplace, 2nd ed., New York: McGraw Hill-Irwin, 2006
5. Pankaj Ghemawat, Strategy and the Business Landscape, 2nd ed., New Jersey: Pearson-Prentice Hall, 2006

II. Papers and Articles:
1. Michael E. Porter, “What is strategy?” Harvard Business Review, November-December, 1996, pp. 61-78.
2. C. K. Prahalad and Gary Hamel, “The core competence of the corporation,” Harvard Business Review, May-June, 1990, pp. 79-91.
3. Nicholas Argyres and Anita M. McGahan, “An interview with Michael Porter,” Academy of management Executive, Vol. 16, No. 2, May 2002, pp. 43-52.
4. Henry Mintzberg, “The fall and rise of strategic planning,” Harvard Business Review, January-February, 1994, pp. 107-114.
5. Rajiv Nag, Donald C. Hambrick, and Ming-Jer Chen, “What is strategic management, really? Inductive derivation of a consensus definition of the field,” Strategic Management Journal, Vol. 28, 2007, pp. 935-955.
6. Joan Magretta, “Why Business Models Matter” Harvard Business Review, May 2002, pp. 3-8.
7. David B. Yoffie and Michael A. Cusamano, “Judo Strategy: The competitive dynamics of Internet time” Harvard Business Review, January-February, 1999, pp. 70-81.
8. Adam M. Brandenburger and Barry J. Nalebuff, “The Right Game: Use Game Theory to Shape Strategy,” Harvard Business Review, Vol. 73, No. 4, 1995, pp. 57-71.
9. Michael C. Mankins, “Stop wasting valuable time,” Harvard Business Review, September 2004, pp. 58-65.
三、教學目標 Objectives
Course Objectives:
a. To understand the nature of strategic competitiveness and develop the ability to analyze the competitive environment facing a firm, and to assess the attractiveness of the industry and isolate potential sources of competitive advantage and disadvantage.

b. To understand how to build up a firm’s competitive advantage through functional-level, business-level, corporate-level, and global strategies in order to create value-added.

c. To assess the dynamic process behind the sustainability of a firm’s competitive positions.

d. To integrate knowledge and apply analytical techniques from various disciplines, including finance, accounting, marketing, operations, organization theory and organizational behavior and particularly economics. The goal is to identify and analyze strategic issues with the purpose of developing and sustaining competitive advantage.
Course Objectives:
a. To understand the nature of strategic competitiveness and develop the ability to analyze the competitive environment facing a firm, and to assess the attractiveness of the industry and isolate potential sources of competitive advantage and disadvantage.

b. To understand how to build up a firm’s competitive advantage through functional-level, business-level, corporate-level, and global strategies in order to create value-added.

c. To assess the dynamic process behind the sustainability of a firm’s competitive positions.

d. To integrate knowledge and apply analytical techniques from various disciplines, including finance, accounting, marketing, operations, organization theory and organizational behavior and particularly economics. The goal is to identify and analyze strategic issues with the purpose of developing and sustaining competitive advantage.
四、課程內容 Course Description
●整體敘述 Overall Description
With the advent of globalization, business practices are inextricably linked to the trend of worldwide economic conditions. How to increase competitiveness has become “the” major concern facing each and every business nowadays. This course is therefore primarily about the creation and maintenance of long term value for the organization. It is concerned with both the determination of the strategic direction of the firm and the management of the strategic process.
●分週敘述 Weekly Schedule
週次 Wk 日期 Date 課程內容 Content 備註 Note

1

 2/19 A Overview of Strategic Management Process Chap. 1

2

 2/26 External Analysis and Internal Analysis, Value Creation and Sustainability Chap. 2 & 3

3

 3/4 Functional-level Strategy Chap. 4

4

 3/11 Business-level Strategy Chap. 5

5

 3/18 Business Landscape and Industry Environment Chap. 6

6

 3/25 Corporal-level Strategy; Mergers and Acquisitions Chap. 9

7

 4/1 Spring Break  　

8

 4/8 Strategy in the Global Environment Chap. 8

9

 4/15 Diversification Strategy Chap. 10

10

 4/22 Corporate Governance and Business Ethics Chap. 11

11

 4/29 Implementing Strategy through Organization Chap. 12

12

 5/6 Case Presentation General

13

 5/13 Case Presentation General

14

 5/20 Case Presentation General

15

 5/27 Case Presentation General

16

 6/3 Case Presentation General

17

 6/10 Dragon Boat Festival ---

18

 6/17 Final Examination General
五、考評及成績核算方式 Grading
本科目 ☑同意/☐不同意 期末退修
配分項目 Items 次數 Times 配分比率 Percentage 配分標準說明 Grading Description
學期考130%In-house written examination
個案書面報告140%Term Paper (Case Written Report)
個案口頭報告130%Case Analysis Oral Presentation
配分比率加總 100%  
六、授課教師課業輔導時間和聯絡方式 Office Hours And Contact Info
●課業輔導時間 Office Hour
Office Hours: By appointment only. Appointments can be arranged via emails or through cellphone.
●聯絡方式 Contact Info
研究室地點 Office： EMAIL：ckchang99@yahoo.com
聯絡電話 Tel：0955-119-892 其他 Others：
七、教學助理聯絡方式 TA’s Contact Info
教學助理姓名 Name 連絡電話 Tel EMAIL 其他 Others
八、建議先修課程 Suggested Prerequisite Course
A basic understanding of Accounting, Business Administration, Corporate Finance, Marketing, Organization Theory,etc. will be useful, but above all, a solid background of economics is a must.
九、課程其他要求 Other Requirements
十、學校教材上網、數位學習平台及教師個人網址 University’s Web Portal And Teacher's Website
學校教材上網網址 University’s Teaching Material Portal：
東吳大學Moodle數位平台：http://isee.scu.edu.tw
學校數位學習平台 University’s Digital Learning Platform：
☐東吳大學Moodle數位平台：http://isee.scu.edu.tw
☐東吳大學Tronclass行動數位平台：https://tronclass.scu.edu.tw
教師個人網址 Teacher's Website：
其他 Others：
十一、計畫表公布後異動說明 Changes Made After Posting Syllabus