Strategic Management Theory

5,588
-1

Published on

Published in: Education, Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
5,588
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
90
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Strategic Management Theory

  1. 1. Strategic Management Theory Syllabus I. Instructor: Dr. Wann-Yih Wu Email address: wanyi@mail.ncku.edu.tw Office phone: (06) 2757575 ext. 53340 The Institute of International Management is dedicated to provide students a quality teaching and research environment with a broad, integrated knowledge of management in preparation for successful careers in business, government, and academia. General Program Learning Goals (goals covered by this course are indicated: √ 1 Graduates should be able to communicate effectively verbally and in writing √ 2 Graduates should solve strategic problems with a creative and innovative approach √ 3 Graduates should demonstrate leadership skills demanded of a person in authority √ 4 Graduates should think with a global management perspective √ 5 Graduates should possess the necessary skills and values demanded of a true professional II. Course Objectives The purpose of this course is to explore the development of theory in science, in business, and especially in strategic management. The focus is trace the development of strategic management thought, explores and examines the present level of management theory development. The goals of the course are to prepare students to develop a personal knowledge of theory that will enable students to understand the nature of and need for theory in their future educational experience. III. Assigned Readings 1. Required Book Smith, Ken G. and Hitt, Michael A. 2005. Great Minds in Management – The Process of Theory Development. Oxford University Press, New York. 2. Academic papers (see the attached file). IV. Assignment Weekly 1. Read and critique the assigned contents, and make presentations sequentially; 2. Students will be randomly selected to present and critique the assigned readings. V. Term Paper To propose a conceptual paper related with your interest and major, and submit the 1
  2. 2. final term paper, including: 1. Critically review existing theories; 2. Develop new propositions. 3. Propose research design and methodology. VI. Grade Policy 1. Presentation and Participation 25% 2. First Exam 20% 3. Second Exam 20% 4. Final Exam 20% 5. Term Paper 15% The three exams will all be comprehensive questions. These exams are open book and each exam is designed to guide the students to enrich their knowledge about strategic theories. VII. Contents and Schedule Week Date Assigned Readings 1. 09/19/2008 Introduction 1-1, 1-2, 1-3 2. 09/26/2008 Research Design and Approaches of Strategic Management 2-1, 2-2, 2-3, 2-4, 2-5 3. 10/03/2008 The Resource-Based View 3-2, 3-4, 3-6, 3-7 4. 10/10/2008 National Holiday 5. 10/17/2008 Dynamic Capability Approach 4-1, 4-2, 4-4, 4-6 6. 10/24/2008 Knowledge Based Theory 5-1, 5-3, 5-4, 5-5 7. 10/31/2008 Network Theory 6-1, 6-3, 6-4, 6-6 8. 11/07/2008 First Exam 9 11/14/2008 Transaction Cost Economics 7-1, 7-3, 7-4, 7-5 10 11/21/2008 Industrial Organization Theory 8-1, 8-2, 8-3, 8-4 11 11/28/2008 Contingency Theory 9-1, 9-2, 9-4, 9-6 12 12/05/2008 Agency Theory 10-1, 10-2, 10-3, 10-6 13 12/12/2008 Second Exam 14. 12/19/2008 Institutional Theory 11-1, 11-3, 11-5, 11-6 15. 12/26/2008 Upper Echelons Theory 12-1, 12-2, 12-3, 12-5 16. 01/02/2009 Evolutionary Theory 13-1, 13-2, 13-4, 13-5 17. 01/09/2009 Resource Dependence Theory 14-1, 14-2, 14-3, 14-5 2
  3. 3. 18. 01/16/2009 Final Exam Assigned Readings I. Introduction: 1-1. Mintzberg, H., and Lampel, J. 1999. Reflecting on the strategy process. Sloan Management Review. 40(3): 21-30 1-2. Nerur, S. P., Rasheed, A. A., and Natarajan, V. 2007. The intellectual structure of the strategic management field: an author co-citation analysis. Strategic Management Journal 29(3): 319-336. 1-3. Nag, R., Hambrick, D. C., and Chen, M. J. 2007. What is strategic management, really? Inductive derivation of a consensus definition of the field. Strategic Management Journal. 28(9): 935-955. II. Research Design and Approaches of Strategic management 2-1. Sutton, R. I. and B. M. Staw. 1995. What theory is not? Administrative Science Quarterly 40(3): 371-384. 2-2. Weick, K. E. 1995. What theory is not, theorizing is. Administrative Science Quarterly 40(3): 385-390. 2-3. DiMaggio, P. J. 1995. Comments on ‘What theory is not’. Administrative Science Quarterly 40(3): 391-397. 2-4. Alvesson, M. and Karreman, D. 2007. Constructing mystery: Empirical matters in theory development. Academy of Management Review. 32(4): 1265-1281. 2-5. Shah, Sonali K. and Corley, Kevin G. 2006. Building better theory by bridging the quantitative-qualitative divide. Journal of Management Studies 43(8): 1821-1835. III: The Resource-Based View 3-1. Wernerfelt, B. 1984. A resource-based view of the firm. Strategic Management Journal 5(2): 171-180. 3-2. Barney, J. B. 1991. Firm resources and sustained competitive advantage. Journal of Management 17: 99-120. 3-3. Peteraf, M. A. 1993. The cornerstones of competitive advantage: A resource-based view. Strategic Management Journal 14 (3): 179-191. 3-4. Priem, R. L. and J. E. Butler. 2001. Tautology in the resource-based view and 3
  4. 4. the implications of externally determined resource value: Further comments. Academy of Management Review 26(1): 57-66. 3-5. Barney, J. B. 2001. Is the resource-based “view” a useful perspective for strategic management research? Yes. Academy of Management Review. 26(1): 41-56. 3-6. Lado, Augustine A., Boyd, Nancy G., Wright, Peter, and Kroll, Mark. 2006. Paradox and theorizing within the resource-based view. Academy of Management Review 31(1): 115-131. 3-7. Crook, T. R., Ketchen, D. J., Combs, J. G., and Todd, S. Y. (2008). Strategic resources and performance: A meta-analysis. Strategic Management Journal. Early view. IV: Dynamic Capability Approach 4-1. Teece, D. J., G. Pisano, and A. Shuen. 1997. Dynamic capabilities and strategic management. Strategic Management Journal 18(7): 509-533. 4-2. Eisenhardt, K. M. and J. A. Martin. 2000. Dynamic capabilities: What are they? Strategic Management Journal 21 (10/11): 1105-1121. 4-3. Helfat, C. E. and Peteraf, M. A. 2003. The dynamic resource-based view: Capability lifecycles. Strategic Management Journal. 24(10): 997-1010. 4-4. Schreyogg, Georg and Kliesch-Eberl, Martina. 2007. How dynamic can organizational capabilities be? Towards a dual-process model of capability dynamization. Strategic Management Journal 28(9): 913-933. 4-5. Simon, David G., Hitt, Michael A., and Ireland, R. Duane. 2007. Managing firm resources in dynamic environments to create value: Looking inside the black box. Academy of Management Review 32(1): 273-292. 4-6. Døving, E., and Gooderham, P. N. 2008. Dynamic capabilities as antecedents of the scope of related diversification: the case of small firm accountancy practices. Strategic Management Journal. 29(8): 841-857 V. Knowledge-Based Theory 5-1. Grant, R. 1996. Toward a knowledge-based theory of the firm. Strategic Management Journal, 17(Special issue): 109-122 5-2. Spender, J. C. 1996. Making knowledge the basis of a dynamic theory of the firm. Strategic Management Journal, 17(Special issue): 45-62. 5-3. Felin, Teppo and Hesterly, William S. 2007. The knowledge-based view, nested heterogeneity, and new value creation: Philosophical considerations on the locus of knowledge. Academy of Management Review 32(1): 195-218. 4
  5. 5. 5-4. Nickerson, Jack A. and Zenger, Todd R. 2004. A knowledge-based theory of the firm—The problem-solving perspective. Organization Science 15(6): 617-632. 5-5. Tanriverdi, H., and Venkatraman, N. 2005. Knowledge relatedness and the performance of multibusiness firms. Strategic Management Journal, 26(2): 97-116. 5-6. Anand, N., Gardner, H. K., and Morris, T. (2007). Knowledge-based innovation: Emergence and embedding of new practice areas in management consulting firms. Academy of Management Journal. 50(2): 406-428. VI: Network Based Theory 6-1. Nahapiet, J. and S. Ghoshal. 1998. Social capital, intellectual capital, and the organization advantage. Academy of Management Review, 23: 242-266. 6-2. Adler, P. S., and Kwon, S. W. 2002. Social capital: Prospects for a new concept. Academy of Management Review. 27(1): 17-40. 6-3. Ibarra, H., and Kilduff, M., and Tsai, W. 2005. Zooming in and out: Connecting individuals and collectivities at the frontiers of organizational network research. Organization Science. 16(4): 359-371. 6-4. Yli-Renko, H., Autio, E., and Sapienza, H. J. (2001). Social capital, knowledge acquisition, and knowledge exploitation in young technology-based firms. 22(6-7): 587-613. 6-5. Capaldo, A. 2007. Network structure and innovation: The leveraging of a dual network as a distinctive relational capability. Strategic Management Journal, 28(6): 585-608. 6-6. Tiwana, A. (2008). Do bridging ties complement strong ties? An empirical examination of alliance ambidexterity. Strategic Management Journal, 28(6): 585-608. VII: Transaction Cost Economics 7-1 Rindfleisch, A. and J. B. Heide. 1997. Transaction cost analysis: Past, present, and future applications. Journal of Marketing 61(4): 30-54. 7-2. Argyres, N. S., and Liebeskind, J. P. 1999. Contractual commitments, bargaining power, and governance inseparability: Incorporating history into Transaction Cost Theory. Academy of Management Review. 24(1): 49-63. 7-3. Tsang, Eric W. K. 2006. Behavioral assumptions and theory development: the case of transaction cost economics. Strategic Management Journal 27(11): 999-1011. 7-4. Geyskens, Inge, Steenkamp, Jan-Benedict E. M., and Kumar, Nirmalya. 2006. 5
  6. 6. Make, buy, or ally: A transaction cost theory meta analysis. Academy of Management Journal 49(3): 519-543. 7-5. Brouthers, K. D., Brouthers, L. E., and Werner, S. (2003). Transaction cost-enhanced entry mode choices and firm performance. Strategic Management Journal. 24(12): 1239-1248. 7-6. Mayer, K. J., and Salomon, R. M. (2006). Capabilities, contractual hazards, and governance: Integrating resource-based and transaction cost perspectives. Academy of Management Journal 49(5): 942-959. VIII. Industrial Organization Economics Theory 8-1. McGee, J., and Thomas, H. 1986. Strategic groups: Theory, research and taxonomy. Strategic Management Journal. 7(2): 141–160. 8-2. Fiegenbaum, A., and Thomas, H. 1995. Strategic groups as reference groups: theory, modeling and empirical examination of industry and competitive strategy. Strategic Management Journal. 16(6): 461–476. 8-3. DeSarbo, W. S., and Grewal, R. 2008. Hybrid strategic groups. Strategic Management Journal. 29(3): 293-317. 8-4. Leask, G., and Parker, D. 2007. Strategic groups, competitive groups and performance within the U.K. pharmaceutical industry: Improving our understanding of the competitive process. Strategic Management Journal. 28(7): 723-745. 8-5. McNamara, G., Deephouse, D. L., and Luce, R. A. 2003. Competitive positioning within and across a strategic group structure: the performance of core, secondary and solitary firms. Strategic Management Journal 24(2): 161–181. 8-6. Nair, A., and Filler, L. 2003. Cointegration of firm strategies within groups: a long run analysis of firm behavior in the Japanese steel industry. Strategic Management Journal 24(2): 145–159. IX. Contingency Theory 9-1. Ginsberg, A., and Venkatraman, N. 1985. Contingency perspectives of organizational strategy: A critical review of the empirical research. Academy of Management Review. 10(3): 421-434. 9-2. Shenhar A.J. 2001. One size does not fit all projects: Exploring classical contingency domains. Management Science 47(3): 394-414. 9-3. Yin, X. and Zajac, E.J. 2004. The strategy/governance structure fit relationship: Theory and evidence in franchising arrangements. Strategic Management Journal 25(4): 365-384. 9-4. Lavie, Dover and Rosenkopf, Lori. 2006. Balancing exploration and 6
  7. 7. exploitation in alliance formation. Academy of Management Journal 49(4): 797-818. 9-5. Coff, Russell W., Coff, David C., and Eastvold, Roger. 2006. The knowledge-leveraging paradox: How to achieve scale without making knowledge imitable. Academy of Management Review 31(2): 452-465. 9-6. Katsikeas, Constantine S., Samiee, Saeed, and Theodosiou, Marios. 2006. Strategy fit and performance consequences of international marketing standardization. Strategic Management Journal 27(9): 867-890. X. Agency Theory 10-1. Eisenhardt, M, K. 1989. Agency theory: An assessment and review. Academy of Management Review,. 14(1): 57-74 10-2. Hendry, J. 2002. The Principal's Other Problems: Honest Incompetence and the Specification of Objectives. Academy of Management Review,. 27(1): 98-113. 10-3. Anderson, R. C., and Reeb, D. M. 2004. Board composition: Balancing family influence in S&P firms. Administrative Science Quarterly. 49(2): 209-237. 10-4. Denis, D., Denis, D. K., and Sarin, A. 1999. Agency Theory and the Influence of Equity Ownership Structure on Corporate Diversification Strategies. Strategic Management Journal, 20(11): 1071-1076. 10-5. Sanders, W. G., and Carpenter, M. A. 2003. Strategic satisficing? A behavioral-agency theory perspectives on stock repurchase program announcements. Academy of Management Journal. 46(2): 160-179. 10-6. Arthurs, J. D., Hoskisson, R. E., and Busenitz, L. W. 2008. Managerial agents watching other agents: Multiple agency conflicts regarding underpricing in IPO firms. Academy of Management Journal. 51(2): 277-294. XI. Institutional Theory 11-1. DiMaggio, P. J., and Powell, W. W. 1983. The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields. American Sociological Review,. 48(2): 147-160. 11-2. Scott, R. W. (1987). The Adolescence of Institutional Theory. Administrative Science Quarterly. 32(4): 493-511 11-3. Selznick, P. 1996. Institutionalism "Old" and "New." Administrative Science Quarterly. 41(2): 270-277. 11-4. Greenwood, R., and Hinings, C. R. 1996. Understanding Radical Organizational Change: Bringing together the Old and the New Institutionalism. Academy of Management Review,. 21(4): 1022-1054 11-5. Mizruchi, M. S., and Fein, L. C. 1999. The Social Construction of 7
  8. 8. Organizational Knowledge: A Study of the Uses of Coercive, Mimetic, and Normative Isomorphism . Administrative Science Quarterly. 44(4): 653-683. 11-6. Suddaby, R., and Greenwood, R. 2005. Rhetorical strategies of legitimacy. Administrative Science Quarterly.50(1): 35-67. XII. Upper Echelons Theory 12-1. Hambrick, D. C., and Mason, P. A. 1984. Upper echelons: The organization as a reflection of its top managers. Academy of Management Review. 9(2): 193-206. 12-2. Hambrick, D. C. 2007. Upper echelons theory: An update. Academy of Management Review. 32(2): 334-343. 12-3. Carpenter, M. A., Geletkanycz, M. A., and Sanders, W. G. 2004. Upper echelons research revisited: Antecedents, elements, and consequences of top management team composition. Journal of Management. 30(6): 749–778. 12-4. Carpenter, M. A., and Fredrickson, J. W. 2001. Top management teams, global strategic posture, and the moderating role of uncertainty. Academy of Management Journal, 44: 533–545. 12-5. Higgins, M. C., and Gulati, R. 2006. Stacking the deck: the effects of top management backgrounds on investor decisions. Strategic Management Journal. 27(1): 1-25. 12-6. Wright, P., Kroll, M., Krug, J. A., and Pettus, M. 2007. Influences of top management team incentives on firm risk taking. Strategic Management Journal. 28(1): 81-89 XIII. Evolutionary Theory 13-1. Nelson, R. R. 1991. Why Do Firms Differ, and How Does it Matter? Strategic Management Journal, 12(Special Issue): 61-74. 13-2. Arino, A. T. J. 1998. Learning from failure: towards an evolutionary model of collaborative ventures. Organization Science 9: 306–325. 13-3. Stuart, T. E., and Podolny, J. M. 1996. Local search and the evolution of technological capabilities. Strategic Management Journal. 17(Special Issue): 21-38. 13-4. Burgelman, A. 1996. A Process Model of Strategic Business Exit: Implications for an Evolutionary Perspective on Strategy. Strategic Management Journal. 17(Special Issue): 193-214 13-5. Helfat, C. E., and Raubitschek, R. S. 2000. Product Sequencing: Co-Evolution of Knowledge, Capabilities and Products. Strategic Management Journal, 21(10/11): 961-979 13-6. Miller, K. D., and Arikan, A. T. 2004. Technology search investments: evolutionary, option reasoning, and option pricing approaches. Strategic 8
  9. 9. Management Journal. 25(5): 473-485. XIV. Resource Dependence Theory 14-1. Ulrich, D., and Barney, J. B. 1984. Perspectives in Organizations: Resource Dependence, Efficiency, and Population. Academy of Management Review, 9(3): 471-481. 14-2. Finkelstein, S. 1997. Interindustry merger patterns and resource dependence: a replication and extension of Pfeffer (1972). Strategic Management Journal 18(10): 787-810. 14-3. Casciaro, T. and Piskorski, M. J. 2005. Power imbalance, mutual dependence, and constraint absorption: A closer look at resource dependence theory. Administrative Science Quarterly 50(2): 167-199. 14-4. Gulati, Ranjay and Sytch, Maxim. 2007. Dependence asymmetry and joint dependence in interorganizational relationships: Effects of embeddedness on a manufacturer’s performance in procurement relationships. Administrative Science Quarterly 52(1): 32-69. 14-5. Frooman, J. 1999. Stakeholder influence strategies. Academy of Management Review. 24(2): 191-206. 14-6. Hillman, A. J., and Dalziel, T. 2003. Boards of directors and firm performance: Integrating agency and resource dependence perspectives. Academy of Management Review. 28(3): 383-396. 9
  10. 10. 行銷研究 課程大綱 2008/09/16 一、任課教授:吳萬益教授 Email address: wanyi@mail.ncku.edu.tw Office phone: (06) 2757575 ext. 53340 除了根據本系所訂定之願景與教育使命發展教學目標之外,更參考業界需要進行修訂,最後 共訂出以下五項教學目標: 本課程之教學目標如下: √ 1 溝通及書寫能力:培養學生有效的溝通及書寫能力 √ 2 創意解決策略性問題:利用創意的方式及思考解決策略性問題 3 領導技巧:訓練學生擁有領導技巧 4 全球性視野思考:訓練學生以全球性視野思考 √ 5 專業技巧及價值:訓練學生成為一個專業的經理人所具備之技巧及價值 二、課程目的: 1. 促使同學瞭解各種研究方法之原理與程序。 2. 幫助同學瞭解並檢定量測工具之信度與效度。 3. 幫助同學瞭解問卷設計、量表設計、樣本抽樣及資料蒐集之方法。 4. 促使同學瞭解並練習各種資料之分析方法。 5. 指導同學面對各類行銷問題時,如何建立研究架構、設計假設並選擇適當之調查及資料 分析方法。 三、指定教材 1. 吳萬益、林清河(2002),“行銷研究”,華泰文化總經銷。 2. Churchill, Gilbert A., Jr. (2005), “Marketing Research: Methodological Foundations”, 9th edition, 華泰總代理。 3. Readings: Handout(To be announce) 四、授課內容:如附件。 五、專題作業: 1. 期中報告:先行分組,每3-5人為單位,就現有資料及現有架構進行資料分析及資料解 讀,並於期中提出報告。 2. 期末報告:先行分組,每1人為單位,提出有關行銷問題之研究計畫。並於期末提出行 銷研究結果報告。 (1) 進行文獻探討,並擬定研究架構。 —1—
  11. 11. (2) 設計問卷。 (3) 進行問卷調查/訪問。 (4) 量表之信度與效度檢定。 (5) 多變量資料分析方法。 (6) 整體結果彙總。 六、成績計算: 1.平時成績與期中報告(含Quiz) 30﹪ 2.期中考試 20﹪ 3.期末考試 30﹪ 4.期末報告 20﹪ —2—
  12. 12. 附 件 行銷研究課程授課進度表 週 課程授課進度 時間 備註 別 定性研究 定量研究 09/16— 1. 第一章 行銷研究方法概論 09/22 09/23— 2. 第二章 科學方法之基本概念 第十一章 因素分析與信度分析 09/29 09/30— 3. 第三章 行銷研究之歷程 第十一章 因素分析與信度分析 10/06 10/07— 第四章 行銷研究計劃書及行銷 4. 研究報告之撰寫 第十二章 相關分析與迴歸分析 10/13 10/14— 5. 第五章 行銷研究設計 第十四章 典型相關分析 10/20 6. 10/21— 第六章 抽樣設計與問卷設計 第十七章 線性結構關係模式 10/27 10/28— 第七章 衡量方法及信度與效度 第十三章 變異數分析與多變數 7. 的檢定 分析 11/03 8 11/04— 期中考 11/10 9. 11/11— 放假 11/17 10. 11/18— 第八章 資料蒐集與整合 第十五章 集群分析與區別分析 11/24 11/25— 11. 第九章 觀察法與調查法 第十五章 集群分析與區別分析 12/01 12/02— 第十六章 多元尺度分析與聯合 12. 第十章 實驗法 分析 12/08 12/09— 第十八章 層級程序分析法及資 13. 期中報告 料包絡分析法 12/15 12/16— 第十九章 行銷研究個案( I ) 14. ( II ) 12/22 12/23— 第十九章 行銷研究個案 (III) 15. (IV) 12/29 12/30— 16. 期末報告 01/05 01/06— 17. 期末報告 01/12 —3—
  13. 13. 01/13— 18. 期末考試 01/19 —4—
  14. 14. 企業經營與診斷 課程大綱 2008/02/15 一、任課教授:吳萬益教授 Email address: wanyi@mail.ncku.edu.tw Office phone: (06) 2757575 ext. 53340 除了根據本系所訂定之願景與教育使命發展教學目標之外,更參考業界需要進行修 訂,最後共訂出以下五項教學目標: 本課程之教學目標如下: 1 溝通及書寫能力:培養學生有效的溝通及書寫能力 √ 2 創意解決策略性問題:利用創意的方式及思考解決策略性問題 3 領導技巧:訓練學生擁有領導技巧 4 全球性視野思考:訓練學生以全球性視野思考 √ 5 專業技巧及價值:訓練學生成為一個專業的經理人所具備之技巧及價值 二、課程目的: 1. 幫助同學瞭解企業經營與診斷之相關理念。 2. 幫助同學瞭解企業經營與診斷之主要內容。 3. 促使同學瞭解企業實際經營運作之狀況及其管理與控制要領。 4. 促使同學瞭解企業不同之經營環境,應如何透過企業診斷來採取對應之策略 與行動。 5. 培養同學針對企業問題進行診斷之能力。 6. 培養同學進行企業專題研究之口頭及書面報告之能力。 三、指定教材: 1. 吳萬益( 2008 ),企業經營與診斷(講義)。 2. 陳澤義,陳啟斌 ( 2006 ),企業診斷與績效評估:平衡計分卡之運用。 四、參考教材 1. Daniels, John D. and Lee H. Radebaugh ( 2004 ), International Business: Environments and Operations, 10th edition, Addison-Wesley, 華泰總經銷。 2. Ricks, David A. ( 1993 ), Blunders in International Business, Cambridge, Mass., USA :Blackwell Business. 3. Aswath Damodaran (2002),Investment Valuation: Tools and Techniques for Determining the Value of Any Asset, Second Edition, New York :Wiley 。 —1—
  15. 15. 4. Richard M. Burton, B2rge Obel (2004),Strategic organizational diagnosis and design : the dynamics of fit, Boston : Kluwer。 5. Michael I. Harrison, Arie Shirom (1999),Organizational diagnosis and ssessment :bridging theory and practice, Thousand Oaks, Calif. :Sage Publications。 6. 公開資訊觀測站 http://newmops.tse.com.tw/上市上櫃公司公開說明書資料。 五、授課內容:如附件。 六、學習成績評量: 1. 平時成績(個案公司診斷報告以小組為單位) 20﹪ 2. 期中考試 25﹪ 3. 期末考試 25﹪ 4. 企業診斷報告(個案公司診斷報告以個人為單位) 30﹪ —2—
  16. 16. 附 件 週別 期 間 課 程 授 課 進 度 ( International Management ) 備註 1. 02/22 課程介紹、Ch1 緒論 2. 02/29 Ch2 企業經營者及經營團隊評估 3. 03/07 Ch3 企業經營策略評估 4. 03/14 Ch3 企業經營策略評估 5. 03/21 Ch4 企業經營組織運作評估 6. 03/28 Ch5 企業經營風險評估 7. 04/04 校際活動週停課 清明節 8. 04/11 Ch6 財務報表分析 9. 04/18 Ch6 財務報表分析 10. 04/25 期中考試 11. 05/02 個案公司診斷報告(以小組為單位) 12. 05/09 Ch7 企業評價 13. 05/16 Ch8 企業經營平衡計分卡之理論與觀念 14. 05/23 Ch9 平衡計分卡在企業診斷之應用 15. 05/30 Ch10 內控制度九大循環 16. 06/06 Ch11 作業層及內部控制 17. 06/13 Ch12 企業經營整體診斷 18. 06/20 期末報告(以個人為單位) 19 06/27 期末考試 —3—
  17. 17. Course Syllabus Business Research Methods IMBA I. Instructor: Dr. Wann-Yih Wu Email address: wanyi@mail.ncku.edu.tw Office phone: (06) 2757575 ext. 53340 The Institute of International Management is dedicated to provide students a quality teaching and research environment with a broad, integrated knowledge of management in preparation for successful careers in business, government, and academia. General Program Learning Goals (goals covered by this course are indicated: √ 1 Graduates should be able to communicate effectively verbally and in writing √ 2 Graduates should solve strategic problems with a creative and innovative approach √ 3 Graduates should demonstrate leadership skills demanded of a person in authority 4 Graduates should think with a global management perspective √ 5 Graduates should possess the necessary skills and values demanded of a true professional II. Course Objectives: Upon completion of this course, students will be able to: 1. Identify the different kinds of scientific research methods, including their principles and procedures; 2. Understand measurement scales, including its reliability and validity; 3. Design a questionnaire, a sample and data collection methods to be used in a survey; 4. Understand various data analysis techniques by using SPSS and AMOS program; 5. Develop research framework, research hypotheses; 6. Select appropriate survey and data analysis methods; 7. Conduct research proposals and write research reports. III. Method of Instruction: Lecture, demonstrate the process of data creation and analysis by using SPSS, AMOS and discussion/presentation. IV. Course Technology: SPSS 13.0 and AMOS 4.0 are required for this course. V. Course Content: See attachment. VI. Student Requirements: Finished Business Statistic Course VII. Assignments, Midterm Exam and Report, Final Report: Students must be submitted all assignments, midterm examination, midterm and final report as well as data analysis and evaluation on time based on instructor’s handout materials. 1. Midterm Report: Students must submit a research proposal following APA format style, including introduction, literature review and research methodology; 2. Final Research Report: Students must submit and present the final research report. A final research paper in one group (3-5 students are required on a current topic related to the course material). Prior approval of the topic is required. The report is submitted in printing out the presentation slides (six slides in one page). The contents should be as: a. Conduct literature review and propose a research framework; b. Design the survey questionnaire; c. Conduct the survey; d. Evaluate the reliability and validity of the research instrument;
  18. 18. e. Conduct data analysis using multivariate statistical methods; f. Summary of the results. VIII. Grading Policy: 1. Assignment 20% 2. Midterm Exam 25% 3. Midterm Report 25% 4. Final Report 30% IX. Assigned Textbook: 1. Hair, F.J., Anderson, R.E., Tatham, R.L. and Black, W.C. (2003). Multivariate Data Analysis. Prentice Hall. Fifth Edition; 2. Cooper, D.R. and Schindler, P.S. (2003). Business Research Methods. McGraw Hill. Eight Edition. Attachment Topics of Business Research Methods Week Date Topic Note I 09/25 • Research in Business Chapter 1,2,3,4 (CS) • Applying Scientific Thinking to Management Problems • The Research Process • The Research Proposal II 10/9 • Sampling Design Chapter 7,8,17 (CS) • Measurement Chapter 3 (HATB) • Hypothesis testing • Descriptive Analysis • Factor Analysis III 10/23 • Measurement Scales Chapter 9,10 (CS) • Exploring Secondary Data Chapter 4,8 (HATB) • Multiple Regression Analysis • Canonical Correlation Analysis IV 11/13 • Midterm Exam • Presentation V 11/27 • Multivariate Analysis of Variance Chapter 6,9 (HATB) • Cluster Analysis VI 12/11 • Multiple Discriminate Analysis and Chapter 10 (HATB) Multidimensional Scaling
  19. 19. • Data Envelopment Analysis and Analytic Hierarchy Process VII 12/25 • Conjoint Analysis Chapter 7,12 (HATB) • Structural Equation Modeling VIII 01/15 Final Presentation IX 01/29 Final Presentation STUDENT INFORMATION English Name: Chinese Name: Contact phone number: Email address: Undergraduate major: Background of Statistics and Research Method: Regular job: Have you been familiar with SPSS program? Yes No Have you been familiar with AMOS program? Yes No STUDENT INFORMATION English Name: Chinese Name: Contact phone number: Email address: Undergraduate major: Background of Statistics and Research Method: Regular job: Have you been familiar with SPSS program? Yes No
  20. 20. Have you been familiar with AMOS program? Yes No sean.lian@msa.hinet.net, shanebaillargeon@hotmail.com, shufentn@yahoo.com.tw, chanrithy_sok@yahoo.com, talk2maam@gmail.com, tharchaw@gmail.com, tsogtoo2001@yahoo.com, mr_rahadian@yahoo.com, nathan.taiwan@msa.hinet.net, kyawphyolinn@gmail.com, kpl@kyawphyolinn.com, nicky_chulida@hotmail.com, lambert_norm@yahoo.com, p_peeus@yahoo.com, pgottschlich@hotmail.com, mafia@mail2000.com.tw, rudy_kuo@pchome.com.tw, samphors99@yahoo.com, samutaku@yahoo.com, schief.chen@msa.hinet.net, gcbernal23@yahoo.com, hensi_m@yahoo.com, ivogroot@yahoo.co.uk, jamesyen@micb2b.com, jean.chen@philips.com, jeany_lan@tsmc.com, jennytsf@yahoo.com.tw, bearren1977@hotmail.com, jonas.lin@msa.hinet.net, kate1144@ms51.hinet.net, khenvichet_ifl@yahoo.com, manilakhov@yahoo.com, akhapon@hotmail.com, alopharaoh@hotmail.com, budhi_hn@yahoo.com, clyde20082000@yahoo.com, elain.wangart@msa.hinet.net
  21. 21. Marketying Theory Syllabus I. Instructor: Dr. Wann-Yih Wu Email address: badrimsc@gmail.com Office phone: (06) 2757575 ext. 53340 The Institute of International Management is dedicated to provide students a quality teaching and research environment with a broad, integrated knowledge of management in preparation for successful careers in business, government, and academia. General Program Learning Goals (goals covered by this course are indicated: 1 Graduates should be able to communicate effectively verbally and in writing √ 2 Graduates should solve strategic problems with a creative and innovative approach 3 Graduates should demonstrate leadership skills demanded of a person in authority 4 Graduates should think with a global management perspective √ 5 Graduates should possess the necessary skills and values demanded of a true professional II. Course Description This course is divided into four parts. The first part deals with various schools of marketing thought and their evaluation, that have evolved since the inception of the discipline in the early 1900s. The second part focuses on providing a brief introduction of the philosophy of science tool-kit to marketing theory and research. Based on the second part, the third part addresses issues related to theory building. Using structural equation method, the fourth part serves to illustrate the process of theory building in the third part by using a set of real data. III. Course Objectives 3.1 Aim To provide a comprehensive understanding of the evolution and evaluation of marketing theory as well as key issues in the philosophy of marketing science. 3.2 Objectives After the course, students are able to perform the following: i) To write a good critique on the evolution and evaluation of marketing theory; ii) To map out directions for new marketing theories that may emerge in the marketing literature by mapping out new directions; IV. To help students develop their own marketing model through understanding some key issues in the philosophy of marketing science. 1
  22. 22. V. Syllabus 5.1 Resurgence of interest in marketing theory. 5.2 Metatheory criteria for the evaluation of theories 5.3 Various Schools of Marketing 3.3.1. Noninteractive-economic schools of marketing 3.3.2 Interactive-economic schools of marketing 3.3.3 Noninteractive-nonoeconomic schools of marketing 3.3.4 Interactive-nonoeconomic schools of marketing 5.4 Philosophy of marketing science 3.4.1 What is philosophy of marketing science? 3.4.2 The morphology of explanation 3.4.3 Explanation: issues and Aspects 3.4.4 Scientific laws 3.4.5 The morphology of theory 3.4.6 Theory: issues and aspects 5.5 Theory Building 3.5.1 Units of theory 3.5.2 Laws of interaction 3.5.3 Theory boundaries 3.5.4 Empirical indicators 3.5.4 Propositions and Hypotheses 5.6 Definition of marketing 3.6.1 Does definition need reformed 3.6.2 Elements to be considered VI. Teaching Methods The course will be taught in a pragmatic and interactive manner. The course will be conducted in a mode that combines lectures, seminars and case studies with an emphasis on student participation. VII. Assessment Coursework: 100% The coursework will comprise of individual and group assessment on the coursework and projects. This course consists of three assignments. Two of them are individual assignment and one group assignment. Assignment 1. Individual, 20% 2
  23. 23. You are requested to choose an established marketing theory or model from marketing textbooks. Then making use of the evaluation criteria described in Sheth, Gardner and Garrett’s book, write an article of about 500 words or at most 3 double-line- spacing pages on the performance of the theory or model that you have chosen. Make sure that the one that you choose will not be the same as other classmates. Assignment 2. Individual, 30% You are required to find an article from a marketing journal, which is related to the construction of a marketing theory or model. Using what you have learnt from Shelby Hunt’s book, Foundations of Marketing Theory, write a critique of about 1000-1500 words on the article and its related theory or model. Make sure that the one that you choose will not be the same as other classmates. Assignment 3. Group, 50% This project requires more effort and thinking than the previous assignments. It requires you to construct your own model or theory. You may prefer to achieve this by various ways: a) Construct a small model by conducting several focus group interviews, e.g. on a topic about complaint behaviour; b) Extend existing model or theory to form a new one by adding some new components; or c) Merge two or three existing theories or models together to form a new one. Conduct either focus group interviews or survey to collect necessary data to confirm the model or theory. Don’t be ambiguous. Make the project small and manageable. If possible, you may prefer to use a student sample to collect your data. Do whatever you can to make it perfect. (Of course, this is impossible given the time constraints and resources.) Write a report on the formation of your theory or model. Describe it clearly with all stipulated hypotheses. Tell how the data are collected and analyzed. Discuss to what extent you have achieved constructing your theory or model. Finally, write a self- critique on your theory or model, including the quality of the process that the group has carried out. While doing this project, make sure that you divide various tasks among yourselves. VIII. Textbooks Hunt, Shelby D. (2002), Foundations of Marketing Theory: Toward a General Theory of Marketing, New York: M.N. Sharpe. Sheth, J.N., Gardner, D.M. and Garrett, D.E. (1988), Marketing Theory: Evolution and Evaluation, New York: John Wiley & Sons. Jagdish N. Sheth and Rajendra S. Sisodia (2006), Does Marketing Need Reform?: Fresh Perspectives on the Future. 3
  24. 24. IX. Reading List Bartels, R. (1970), Marketing Theory and Metatheory, Chicago: American Marketing Association. Dublin, Robert (1978), Theory Building, New York: The Free Press. Feyerabend, Paul (1975), Against Methods, Verso. Hunt, Shelby (1983), Marketing Theory: The Philosophy of Marketing Science, Ill.: Richard D. Irwin, Inc. Hunt, Shelby (1991), Modern Marketing Theory, Critical Issues in the Philosophy of Marketing Science, OH: South-Western Publishing Co. Hunt, Shelby D. (2003), Controversy in Marketing Theory: For Reason, Realism, Truth, and Objectivity, New York: M.E. Sharpe. Kuhn, T. S. (1962), The Structure of Scientific Revolutions, 2nd edition, Enlarged, Chicago: The University of Chicago Press. Locke, Karen (2001), Grounded Theory in Management Research, London: SAGE Publications. Sheth, J.N. and Garrett, D.E. (1986), Marketing Theory: Classic and Contemporary Readings, Cin.: South-Western Publishing Co. Wesis, E.B. (1964), Management and the Marketing Revolution, New York: McGraw-Hill Book Company. 4
  25. 25. Seminar of Strategic Planning and Control Syllabus Professor: Wann-Yih Wu 2006/09/19 I. Instructor: Dr. Wann-Yih Wu Email address: wanyi@mail.ncku.edu.tw Office phone: (06) 2757575 ext. 53340 The Institute of International Management is dedicated to provide students a quality teaching and research environment with a broad, integrated knowledge of management in preparation for successful careers in business, government, and academia. General Program Learning Goals (goals covered by this course are indicated: √ 1 Graduates should be able to communicate effectively verbally and in writing √ 2 Graduates should solve strategic problems with a creative and innovative approach √ 3 Graduates should demonstrate leadership skills demanded of a person in authority √ 4 Graduates should think with a global management perspective √ 5 Graduates should possess the necessary skills and values demanded of a true professional II. Course Objectives 1. To explore the related theory of strategic planning. 2. To help the students building the ability of enterprise diagnosis. 3. To develop the related technique of strategic planning and control. 4. To trace the concept and technique of investment. 5. To conduct the students to write the proposal of strategic planning. III. The Readings 1. Aaker, David A. (2005), Strategic Market Management, 7th edition, John Wiley & Sone, Inc. 2. Handout Papers, as per attached. IV. Grading Preparation and participation 20% Midterm exam 25% Term paper 25%
  26. 26. Practice comprehensive exam 30% —2—
  27. 27. Attachment I TOPIC Students’ presentation Week CH. CONTENT Introduction 1. 09/17—09/23 1 Seminar 1 Strategic Overview Business Strategy Strategic Market Management : 2 2. 09/24—09/30 An Oberview Customer Seminar 1 Strategic Overview 3 Analysis 3. 10/01—10/07 4 Competitor Analysis Seminar 1 Strategic Overview 4. 10/08—10/14 5 Market Analysis Seminar2 Strategic Planning 5. 10/15—10/21 6 Environmental Analysis Seminar2 Strategic Planning 6. 10/12—10/28 7 Self-Analysis Seminar2 Strategic Planning 7. 10/29—11/04 8 Portfolio Analysis Seminar3 Corporate Strategy Obtaining a Sustainable 8. 11/05—11/11 9 Seminar3 Corporate Strategy Competitive Advantage 9. 11/12—11/18 10 Differentiation Strategies Seminar 4 Business Strategy Obtaining an SCA-Low Cost, 10. 11/19—11/25 11 Focus, and the Preemptive Move Seminar 4 Business Strategy Growth Strategies : Penetration, 11. 11/26—12/02 12 Product-Market Expansion, and Seminar 5 Intraorganizational Operation Vertical Integration 12. 12/03—12/09 13 Diversification Seminar 5 Intraorganizational Operation Strategies in Declining and 13. 12/10—12/16 14 Seminar 6 Planning Control & Performance Mature Markets 14. 12/17—12/23 15 Global Strategies Seminar 6 Planning Control & Performance 15. 12/24—12/30 16 Implementing the Strategy Seminar7 Implementation Issues 16. 12/31—01/06 17 Formal Planning Systems Seminar7 Implementation Issues 17. 01/07—01/13 Term paper presentation 18. 01/14—01/20 Term paper presentation 19. 01/21—01/27 Final Exam
  28. 28. Attachment II Seminar 1 Strategic Overview 1-1 Ruefli, T., & Sarrazin, J. (1981), “Strategic Control of Corporate Development Under Ambiguous Circumstances,” Management Science, 27, pp.1158-1170. 1-2 Gupta, A. K. (1984), “Contingency Linkages Between Strategy and General Manager Characteristics,” Academy of Management Review, 9, pp.399-412. 1-3 Kerr, J. L. (1985), “Diversification Strategies and Managerial Rewards : An Empirical Study,” Academy of Management Journal, 28, pp.155-179. 1-4 Reinganum, M. R. (1985), “The Effect of Executive Succession on Stockholder Wealth,” Administrative Science Quarterly, 30, pp.46-60. 1-5 Dalton, D. R., & Kesner, I. F. (1985), “Organizational Performance as an Antecedent of Inside/Ouside Chief Executive Succession : Empirical Assessment,” Academy of Management Journal, 28, pp.749-762. 1-6 Jaeger, A. M., & Baliga, B. R. (1985), “Control Systems and Strategic Adaptation : Lessons From the Japanese Experience,” Strategic Management Journal, 6, pp.115-134. 1-7 Westley, Frances and Henry Mintzberg (1989), “Visionary Leadership and Strategic Management,” Strategic Management Journal, Vol. 10 (Summer), pp.17-32. 1-8 Mintzberg, Henry (1991), “The Effective Organization : Forces and Forms,” Sloan Management Review, Winter, pp.54-67. 1-9 Hambrick, Donald C. and Rivhard A. D’Aveni (1992), “Top Team Deterioration as Part of the Downward Spiral of Large Corporate Bankruptcies,” Management Science, Vol. 38 (10), pp.1445- 1466. 1-10 Mintzberg, Henry (1994), “Rounding Out the Manager’s Job,” Sloan Management Review, Vol. 36 (1), pp.11-26. 1-11 Robert M. Grant, Rami Shani & R. Krishnan (1994),”TQM’S Challenge to Management Theory and Practice,” Sloan Management Review, Volume 35 (2), pp.25-36 (Does TQM Conflict with Conventional Management Ideas?) 1-12 Wellford W. Wilms, Alan J. Hardcastle L Deone M. Zell (1994),”Cultural Transformation At Unmmi,” Sloan Management Review, pp.99. 1-13 Hambrick, Donald C. (1995), “Fragmentation and the Other Problems CEOs have With Their Top Management Teams,” California Management Review, Vol. 37 (3), pp.110-127. 1-14 Yukl, Gary; Guinan, Patricia J, and Sottolano, Debra (1995), “Influence Tactics Used for Different Objectives with Subordinates, Peers, and Superiors,” Group & Organization Management, Vol. 20 (3), pp.272-296. 1-15 R. Sanchez (1995),“Strategic Flexibility in Product Competition,” Strategic Management Journal, Volume 16(special issue), pp.135-160. 1-16 Robin Cooper & M. Lynne Markus (1995),”Human Reengineering,” Sloan Management Review, Volume 36 (4),pp.39-50. (Five techniques for enlisting employees’ support in a change process.) 1-17 David e. Schnedler (1996),”Use Strategic Market Models to Predict Customer Behavior,” Sloan Management Review, Volume 37 (3),pp.85-2. (Hewlett-Packard’s approach to market analysis.) 1-18 Sully Taylor & Nancy Napier (1996),”Working in Japan: Lessons From Women Expatriates,” Sloan —4—
  29. 29. Management Review, Volume 37 (3),pp.76-84. (A study of women professionals suggests ways that firms can improve the chances of their employees’ success.) 1-19 Thomas H. Davenport, Sirkka L. Jarvenpaa & Michael C. Beers (1996),”Improving Knowledge Work Processes,” Sloan Management Review, Volume 37 (4),pp.53-66. (Tactics for managing change that recognize the special nature of knowledge work.) 1-20 James Brian Quinn, Jordan J. Baruch & Karen Anne Zien (1996),”Software-Based Innovation,” Sloan Management Review, Volume 37 (4),pp.11-24. (Effective software management is the key to innovation for any company.) 1-21 D. Schendel (1997), ”Editor’s Introduction to the 1997 Summer Special lssue: The Interactions of Organizational and Competitive Influences on Strategy and Performance,” Strategic Management Journal, Volume 18(S1), pp.1-4. 1-22 E. C. Busija, H. M. O’Neill and C. P. Zeithaml (1997),“Diversification Strategy, Entry Mode, and Performance: Evidence of Choice and Constraints,” Strategic Management Journal, Volume 18(4), pp.321-328. 1-23 J. Birkinshaw (1997),“Entrepreneurship in Multinational Corporations: The Characteristics of Subsidiary initiatives,” Strategic Management Journal, Volume 18(3), pp.207-230. 1-24 K. G. Smith, C. M. Grimm, G. Young and S. Wally (1997),“Strategic Groups and Rivalrous Firm Behavior: Towards a Reconciliation,” Strategic Management Journal, Volume 18(2), pp.149-158. 1-25 Y. Pan (1997),“The Formation of Japanese and U.S. Equity Joint Ventures in China,” Strategic Management Journal, Volume 18(3), pp.247-254. 1-26 Philip M. Podsakoff, Scott B. MacKenzie, Daniel G. Bachrach, Nathan P. Podsakoff (2005), “The influence of management journals in the 1980s and 1990s,” Strategic Management Journal, 26(5), pp. 473-488. 1-27 Constantine S. Katsikeas, Saeed Samiee, Marios Theodosiou (2006), “Strategy fit and performance consequences of international marketing standardization,” Strategic Management Journal, 27(9), pp. 867-890. 1-28 Gabriel Szulanski, Robert J. Jensen (2006), “Presumptive adaptation and the effectiveness of knowledge transfer,” Strategic Management Journal, 27(10), pp. 937-957. 1-29 Samina Karim (2006), “Modularity in organizational structure: the reconfiguration of internally developed and acquired business units,” Strategic Management Journal, Volume 27(9), pp. 799- 823. 1-30 Robert Wiltbank, Nicholas Dew, Stuart Read, Saras D. Sarasvathy (2006), “What to do next? The case for non-predictive strategy,” Strategic Management Journal, 27(10), pp. 981-998. 1-31 Jeffrey H. Dyer, Nile W. Hatch (2006), “Relation-specific capabilities and barriers to knowledge transfers: creating advantage through network relationships,” Strategic Management Journal, Volume 27(8), pp. 701-719. 1-32 Francisco Jos?Acedo, Carmen Barroso, Jose Luis Galan (2006), “The resource-based theory: dissemination and main trends,” Strategic Management Journal, Volume 27(7), pp. 621-636. 1-33 M. B. Sarkar, Raj Echambadi, Rajshree Agarwal, Bisakha Sen (2006), “The effect of the innovative environment on exit of entrepreneurial firms,” Strategic Management Journal, Volume 27(6), pp. 519-539. 1-34 Richard Carter, Geoffrey M. Hodgson (2006) “The impact of empirical tests of transaction cost economics on the debate on the nature of the firm,” Strategic Management Journal, Volume 27(5), pp. 461-476. 1-35 Jay J. Ebben, Alec C. Johnson (2006), “Efficiency, flexibility, or both? Evidence linking strategy to performance in small firms,” Strategic Management Journal, Volume 26(13), pp. 1249-1259.
  30. 30. Seminar 2 Strategic Planning 2-1 Mintzberg, Henry (1987), “The Strategy Concept I : Five Ps for Strategy,” California Management Review, Vol. 30 (1), pp.11-24. 2-2 Mintzberg, Henry (1987), “The Strategy Concept II : Another Look at Why Organizations Need Strategies,” California Management Review, Vol. 30 (1), pp.25-32 2-3 Mintzberg, Henry (1990), “The Design School : Reconsidering the Basic Premises of Strategic Management,” Strategic Management Journal, Vol. 11 (3), pp.171-195. 2-4 Mintzberg, Henry (1993), “The Pitfalls of Strategic Planning,” California Management Review, Vol. 36 (1), pp.32-47. 2-5 Mintzberg, Henry (1994), “The Fall and Rise of Strategic Planning,” Harvard Business Review, Vol. 72 (1), pp.107-114. 2-6 Mintzberg, Henry (1994), “That’s Not ‘Turbulence’, Chicken Little, It’s Really Opportunity,” Planning Review, Vol. 22 (6), pp.7-9. 2-7 Mintzberg, Henry (1994), “Rethinking Strategic Planning Part I : Pitfalls and Fallacies,” Long Range Planning, Vol. 27 (3), pp.12-21. 2-8 Mintzberg, Henry (1994), “Rethinking Strategic Planning Part II : New Roles for Planners,” Long Range Planning, Vol. 27 (3), pp.22-30. 2-9 S. Hart and C. Banbury (1994),“How Strategy-making Processes Can Make a Difference,” Strategic Management Journal, Volume 15(4), pp.251-270. 2-10 S. Kotha and B. L. Vadlamani (1995),“Assessing Generic Strategies: An Empirical Investigation of Two Competing Typologies in Discrete Manufacturing Industries,” Strategic Management Journal, Volume 16(1), pp.75-84. 2-11 R. G. McGrath, I. C. MacMillan and S. Venkataraman (1995),“Defining and Defining and Developing Competence: A Strategic Process Paradigm,” Strategic Management Journal, Volume 16(4), pp.251-276. 2-12 J. Birkinshaw, A. Morrison and. Hulland (1995),“Structural and Competitive Determinants of a Global Integration Strategy,” Strategic Management Journal, Volume 16(8), pp.637-end. 2-13 Austin, Barbara, amd Mintzberg, Henry (1996), “Mirroring Canadian Industrial Policy : Stategy Formation at Dominion Textile From 1873 to 1990,” Canadian Journal of Administrative Sciences, Vol. 13 (1), pp.46-64. 2-14 .A. Bauerschmidt (1996),“Speaking of Strategy,” Strategic Management Journal, Volume 17(8), pp.665-668. 2-15 D. J. Ketchen, Jr. and C. L. Shook (1996),“The Application of Cluster Analysis in Strategic Management Research: An Analysis and Critique,” Strategic Management Journal, Volume 17(6), pp.441-458. 2-16 W. P. Barnett and R. A. Burgelman (1996),“Evolutionary Perspectives on Strategy,” Strategic Management Journal, Volume 17(Special Issue), pp.5-21. 2-17 J. W. Dean, Jr, and S. A. Snell (1996),“The Strategic Use of Integrated Manufacturing: An Empirical Examination,” Strategic Management Journal, Volume 17(6), pp.459-480. 2-18 J.SP. Liebeskind (1996),“Knowledge, Strategy, and the Theory of the Firm,” Strategic Management Journal, Volume 17(Special Issue), pp.93-108. 2-19 R. S. Dooley, D. M. Fowler and A. Miller (1996),“The Benefits of Strategic Homogeneity and Strategic Heterogeneity: Theoretical and Empirical Evidence Resolving Past Differences,” Strategic Management Journal, Volume 17(4), pp.293-306. 2-20 A. L. Laquinto and J. W. Fredrickson (1997),“Top Management Team Agreement About the Strategic Decision Process: A Test of Some of Its Determinants and Consequences,” Strategic —6—
  31. 31. Management Journal, Volume 18(1), pp.63-76. 2-21 Constantions Markides (1997),”Strategic Innovation,” Sloan Management Review, Volume 38 (3),pp.9-24. (By breaking the rules of the game and thinking of new ways to compete, a company can strategically redefine its business and catch its bigger competitors off guard. The trick is not to play the game better than the competition but to develop and play an altogether different game.) 2-22 D. J. Teece, G. Pisano and A. Shuen (1997),”Dynamic Capabilities and Strategic Management,” Strategic Management Journal, Volume 18(7), pp.509-534. 2-23 D. Nath and T. S. Gruca (1997), ”Convergence Across Alternative Methods for Forming Strategic Groups,” Strategic Management Journal, Volume 18(9), pp.745-760. 2-24 D. Nath and T.S. Gruca (1997), ”Convergence Across Alternative Methods for Forming Strategic Groups,” Strategic Management Journal, Volume 18(9), pp.745-760. 2-25 D. S. Elenkov (1997),“Strategic Uncertainty and Environmental Scanning: The Case for Institutional Influences on Scanning Behavior,” Strategic Management Journal, Volume 18(4), pp.287-302. 2-26 Hugh Courtney, Jane Kirkland and Trick Viguerie (1997), ”Strategy Under Uncertainty,” Harvard Business Review, Volume 75 (6), pp.66-81 2-27 M. A. Hitt, M. T. Dacin, B. B. Tyler and D. Park (1997),“Understanding the Differences in Korean and U.S. Executives’ Strategic Orientations,” Strategic Management Journal, Volume 18(2), pp.159-168. 2-28 M. Peteraf and M. Shanley (1997), ”Getting to Know You: A Theory of Strategic Group Identity,” Strategic Management Journal, Volume 18(S1), pp.165-186 2-29 Brian R Golden, Edward J Zajac (2001), “When will boards influence strategy? Inclination times power equals strategic change,” Strategic Management Journal, Volume 22(12), pp.1087-1111. 2-30 Gerry M McNamara, Rebecca A Luce, George J Tompson (2002), “Examining the effect of complexity in strategic group knowledge structures on firm performance,” Strategic Management Journal, Volume 23(2), pp.153-170. 2-31 Peter Wright, Mark Kroll, Augustine Lado, Bonnie Van Ness (2002), “The structure of ownership and corporate acquisition strategies,” Strategic Management Journal, Volume 23(1), pp.41-53. 2-32 Carlos Garcia-Pont, Nitin Nohria (2002), “Local versus global mimetism: The dynamics of alliance formation in the automobile industry,” Strategic Management Journal, Volume 23(4), pp.307-321. 2-33 Nile W. Hatch, Jeffrey H. Dyer (2004), “Human capital and learning as a source of sustainable competitive advantage,” Strategic Management Journal, Volume 25(12), pp.1155-1178. 2-34 Joseph A. Clougherty (2005), “Antitrust holdup source, cross-national institutional variation, and corporate political strategy implications for domestic mergers in a global context,” Strategic Management Journal, Volume 26(8), pp.769-790. 2-35 Giovanni Gavetti, Daniel A. Levinthal, Jan W. Rivkin (2005), “Strategy making in novel and complex worlds: the power of analogy,” Strategic Management Journal, Volume 26(8), pp.691-712. 2-36 Lilach Nachum, Srilata Zaheer (2005), “The persistence of distance? The impact of technology on MNE motivations for foreign investment,” Strategic Management Journal, Volume 26(8), pp.747-767. 2-37 Michael Shayne Gary (2005), “Implementation strategy and performance outcomes in related diversification,” Strategic Management Journal, Volume 26(7), pp.643-664. 2-38 Daniel P. Forbes (2005), “Managerial determinants of decision speed in new ventures,” Strategic Management Journal, Volume 26(4), pp.355-366.
  32. 32. Seminar 3 Corporate Strategy 3-1 Mintzberg, Henry (1987), “Crafting Strategy,” Harvard Business Review, Vol. 65 (4), pp.66-75. 3-2 Varadarajan, P, and Ramanujam, Vasudevan (1987), “Diversification and Performance : A Reexamination Using a New two-dimensional Conceptualization of Diversity in Firms,” Academy of Management Journal, Vol. 30 (2), pp.380-393. 3-3 Ramanujam, Vasudevan, and Varadarajan, P (1989), “Research on Corporate Diversification : A Synthesis,” Strategic Management Journal, Vol. 10 (6), pp.523-551. 3-4 Venkatraman, N (1989), “The Concept of Fit in Strategy Research : Toward Verbal and Statistical Correspondence,” Academy of Management Review, Vol. 14 (3), pp.423-444. 3-5 Venkatraman, N (1989), “Strategic Orientation of Business Enterprises : The Construct, Dimensionality, and Measurement,” Management Science, Vol. 35 (8), pp.942-962. 3-6 Mintzberg, Henry, Waters, James, Pettigrew, Andrew M, and Butler, Richard (1990), “Studying Deciding : An Exchange of Views Between Mintzberg and Waters, Pettigrew, and Butler,” Organization Studies, Vol. 11 (1), pp.1-16. 3-7 Venkatraman, N, and Prescott, John E (1990), “The Market Share-Profitability Relationship : Testing Temporal Stability Across Business Cycles,” Journal of Management, Vol. 16 (4), pp.783-805. 3-8 Venkatraman, N, and Prescott, John E (1990), “Environment-Strategy Coalignment : An Empirical Test of Its Performance Implications,” Strategic Management Journal, Vol. 11 (1), pp.1-23. 3-9 Bartunek, Jean M, Bobko, Philip, and Venkatraman, N (1993), “Toward Innovation and Diversity in Management Research Methods,” Academy of Management Journal, Vol. 36 (6), pp.1362-1373. 3-10 Ghoshal, Sumantra, and Mintzberg, Henry (1994), “Diversification and Diversifact,” California Management Review, Vol. 37 (1), pp.8-27. 3-11 J. M. Stopford and C. W. F. Baden-Fuller (1994),“Creating Corporate Entrepreneurship,” Strategic Management Journal, Volume 15(7), pp.521-536. 3-12 R. Sanchez and J. T. Mahoney (1996),“Modularity, Flexibility, and knowledge Management in Product and Organization Design,” Strategic Management Journal, Volume 17(Special Issue), pp.63-76. 3-13 Y. L. Doz (1996),“ The Evolution of Cooperation in Strategic Alliances: Initial Conditions or Learning Processes?,” Strategic Management Journal, Volume 17(Special Issue), pp.55-84. 3-14 D. P. Forbes and F. J. Milliken (1999), “Cognition and Corporate Governance: Understanding Boards of Directors as Strategic Decision-Making Groups,” The Academy of Management Review, Vol. 24(3), pp.489-505. 3-15 A.J. Hillman and M. A. Hitt (1999), “Corporate Political Strategy Formulation: A Model of Approach, Participation, and Strategy Decisions,” The Academy of Management Review, Vol. 24(4), pp. 825-842. 3-16 A.D. Bhappu (2000), “The Japanese Family: An Institutional Logic for Japanese Corporate Networks and Japanese Management,” The Academy of Management Review, Vol. 25(2), pp. 409-415. 3-17 Shaffer, B. & Jillman, A. J. (2000), “The development of business-government strategies,” Strategic Management Journal, Vol. 21 (2), pp. 175-190. 3-18 E. H. Bowman and C. E. Helfat (2001), “ Does Corporate Strategy Matter?,” Strategic Management Journal, Vol. 22(1), pp..1-23. 3-19 R.A. Burgelman and Y. L. Doz (2001), “The Power of Strategic Integration,” MIT Sloan Management Review, Vol. 42 (3), p. 28 —8—
  33. 33. 3-20 A. C. Inkpen and J. Ross (2001), “Why do some strategic alliances persist beyond their useful life?,” California Management Review, Vol. 44(1), pp. 132-149. 3-21 Y. Luo (2002), “Product diversification in international joint ventures: Performance implications in an emerging market,” Strategic Management Journal, Vol. 23(1), pp.1-20. 3-22 Subramani, M. R. & Venkatraman, N. (2003), “Safeguarding investments in asymmetric interorganizational relationships: Theory and evidence,” Academy of Management Journal, Vol. 46 (1), pp. 46-62. 3-23 Tihanyi, L., Johnson, R. A., Hoskisson, R. E., & Hitt, M. A. (2003), “Institutional ownership differences and international diversification: The effects of boards of directors and technological opportunity,” Academy of Management Journal, Vol. 46 (2), pp. 195-211. 3-24 Wan, W. P. & Hoskission, R. E. (2003), “Home country environments, corporate diversification strategies, and firm performance,” Academy of Management Journal, Vol. 46 (1), pp. 27-45. 3-25 R. A. D’Aveni (2004), “ Corporate Speres of Influence,” MIT Sloan Management Review, Vol. 45(4), pp. 38-46. 3-26 J.C. Linder (2004), “Transformational outsourcing,” MIT Sloan Management Review, Vol.45(2), pp. 52-58. 3-27 G. A. Ready (2004), “Leading at the enterprise level,” MIT Sloan Management Review, Vol.45(3), pp. 87-95. 3-28 P. A. Argenti, R. A. Howell, and K. A. Beck (2005), “The Strategic Communication Imperative,” MIT Sloan Management Review, Vol. 46(3), p.83 3-29 C. Eesley and M. J. Lenox (2006), “Firm responses to secondary stakeholder action,” Strategic Management Journal, Vol. 27 (8), pp. 765-781. 3-30 Sytse Douma, Rejie George, and Rezaul Kabir (2006), “Foreign and domestic ownership, business groups and firm perfprmance: evidence from a large emerging market,” Strategic Management Journal, Vol. 27 (7), pp. 637-657. 3-31 J. Birkinshaw, P. Braunerhjelm, U. Holm, and S. Terjesen (2006), “Why do some multinational corporations relocate their headquarters overseas?” Strategic Management Journal, Vol. 27 (7), pp. 681-700.
  34. 34. Seminar 4 Business Strategy 3-1 Hambrick, Donald C.; MacMillan, Ian C., and Day, Diana L. (1982), “Strategic Attributes and Performance in the BCG Matrix - A PIMS-Based Analysis of Industrial Product Businesses,” Academy of Management Journal, Vol. 25 (3), pp.510-531. 3-2 Drucker, Peter F (1988), “Managing in the ‘90s : Tomorrow’s Restless Managers,” Industry Week, Vol. 236 (8), pp.25-27. 3-3 Finkelstein, Sidney, and Hambrick, Donald C (1988), “Chief Executive Compensation : A Synthesis and Reconciliation,” Strategic Management Journal, Vol. 9 (6), pp.543-558. 3-4 Hambrick, Donald C, and Cannella, Albert A., Jr (1989), “Strategy Implementation as Substance and Selling,” Academy of Management Executive, Vol. 3 (4), pp.278-285. 3-5 Kotler, Philip (1989), “From Mass Marketing to Mass Customization,” Planning Review, Vol. 17 (5), pp.10-13. 3-6 Drucker, Peter F (1990), “The Emerging Theory of Manufacturing,” Harvard Business Review, Vol. 68 (3), pp.94-102. 3-7 Kotler, Philip (1992), “Marketing’s New Paradigm : What’s Really Happening Out There,” Planning Review, Vol. 20 (5), pp.50-52. 3-8 Meyer, Alan D.; Tsui, Anne S., and Hinings, C. R. (1993), “Configurational Approaches to Organizational Analysis,” Academy of Management Journal, Vol. 36 (6), pp.1175-1195. 3-9 Drucker, Peter F (1993), “Restructuring Middle Management,” Modern office Technology, Vol. 38 (1), pp.8, 10. 3-10 David M. Mccutcheon, Amitabh S. Raturi & Jack R. Meredith (1994),”The Customization Responsiveness Squeeze,” Sloan Management Review, Volume 35 (2),pp.89-100. (How to modify production to deliver differentiated products on time and satisfy customers) 3-11 Allen Ward, Jeffrey K. Liker, John J. Cristiano L Durward K. Sobek II (1995),”The Second Toyota Paradox: How Delaying Decisions Can Make Better Cars Faster,” SLOAN MANAGEMENT REVIEW, pp.43-62 3-12 J. A. Roquebert, R. L. Phillips, and P.A. Westfall (1996),“Markets vs. Management: what ‘Drives’ Profitability?,” Strategic Management Journal, Volume 17(8), pp.663-664. 3-13 D. D. Bergh and G. F. Holbein (1997),”Assessment and Redirection of Longitudinal Analysis: Demonstration with a Study of the Diversification and Divestiture Relationship,” Strategic Management Journal, Volume 18(7), pp.557-572. 3-14 Kasra Ferdows (1997), ”Making the Most of Foreign Factories,” Harvard Business Review, Volume 75 (2), pp.73-91 3-15 Leonard L. Berry & A. Parasuraman (1997),”Listening To The Customer - The Concept Of A Service-Quality Information System,” Sloan Management Review, Volume 38 (3), pp.65-76. (To improve service, companies must use multiple research approaches among different customer groups to ensure that they are hearing what customers are saying and responding to their suggestions.) 3-16 Marco Iansiti and Jonathan West (1997), ”Technology Integration: Turning Great Research into Great Products,” Harvard Business Review, Volume 75 (3), pp.69-82 3-17 Walter Kuemmerle (1997), ”Building Effective R&D Capabilities Abroad,” Harvard Business Review, Volume 75 (2), pp.61-72 — 10 —
  35. 35. 3-18 Campbell-Hunt, C. (2000), “What have we learned about generic competitive strategy? A meta- analysis,” Strategic Management Journal, 21 (2), pp. 127-154. 3-19 Cockburn, I. M., Henderson, R. M., & Stern, S. (2000), “Untangling the origins of competitive advantage,” Strategic Management Journal, 21 (10-11), pp. 1123-1145. 3-20 Chang, S. J. & Singh, H. (2000), “Corporate and industry effects on business unit competitive position,” Strategic Management Journal, 21 (7), pp. 739-752. 3-21 Fuchs, P. H., Mifflin, K. E., Miller, D., & Whitney, J. O (2000), “Strategic integration: Competing in the age of capabilities,” California Management Review, 42 (3), pp. 118-147. 3-22 Haveman, H. A. & Nonnemaker, L. (2000), “Competition in multiple geographic markets: The impact on growth and market entry,” Administrative Science Quarterly, 45 (2), pp. 232-267. 3-23 Chattopadhyay, P., Glick, W. H., & Huber, G. P. (2001), “Organizational actions in response to threats and opportunities,” Academy of Management Journal, 44 (5), pp. 937-955 3-24 Lu, J. W. & Beamish, P. W. (2001), “The internationalization and performance of SMEs,” Strategic Management Journal, 22 (6-7), pp. 565-586. 3-25 Powell, T. C. (2001), “Competitive advantage: Logical and Philosophical considerations,” Strategic Management Journal, 22 (9), pp. 875-888. 3-26 Rosen, C. M. (2001), “Environmental strategy and competitive advantage: An introduction,” California Management Review, 43 (3), pp. 8-16. 3-27 Porter, M. E. (2001), “Strategy and the Internet,” Harvard Business Review, 79 (3), pp. 63-79. 3-28 Robinson, K. C. & McDougall, P. P. (2001), “Entry barriers and new venture performance: A comparison of universal and contingency appraoches,” Strategic Management Journal, 22 (6-7), pp. 659-685. 3-29 Agarwal, R., Sarkar, M. & Echambadi, R. (2002), “The conditioning effect of time on firm survival: An industry life cycle approach,” Academy of Management Journal, 45 (5), pp. 971-994. 3-30 Ghemawat, P. (2002), “Competition and business strategy in historical perspective,” Business History Review, 76 (1), pp. 37-74. 3-31 McEvily, S. K. & Chakravarthy, B. (2002), “The persistence of knowledge-based advantage: An empirical test for product performance and technological knowledge,” Strategic Management Journal, 23 (4), pp. 285-305. 3-32 Collins, C. J. & Clark, K. D. (2003), “Strategic human resource practices, top management team social networks, and firm performance: The role of human resource practices in creating organizational competitive advantage,” Academy of Management Journal, 46 (6), pp. 740-751. 3-33 Buysse, K. & Verbeke. A. (2003), “Proactive environmental strategies: A stakeholder management perspective,” Strategic Management Journal, 24 (5), pp. 453-470. 3-34 McNamara, G., Deephouse, D. L., & Luce, R. A. (2003), “Competitive positioning within and across a strategic group structure: The performance of core, secondary, and solitary firms,” Strategic Management Journal, 24 (2), pp. 161-181. 3-35 Kim, E., Nam, Dae-il, Stimpert, J. L. (2004), “The applicability of porter’s generic strategies in the digital age: Assumptions, conjectures, and suggestions,” Journal of Management, 30 (5), pp.569- 589. 3-36 Rothaemel, F. T. & Deeds, D. L. (2004), “Exploration and exploitation alliances in biotechnology: A system of new product development,” Strategic Management Journal, 25 (3), pp. 201-221. 3-37 Stalk, G. Jr. & Lachenauer, R. (2004), “Hard ball: Five killer strategies for trouncing the competition,” Harvard Business Review, 82 (4), pp. 62-73.
  36. 36. 3-38 Williamson, P. & Zeng, M. (2004), “Strategies for Competing in a Changed China,” MIT Sloan Management Review, 45 (4), pp. 85-95. 3-39 Ray, G., Barney, J. B., & Muhanna, W. A. (2004), “Capabilities, business processes, and competitive advantage: Choosing the dependent variable in empirical tests of the resource- based view,” Strategic Management Journal, 25 (1), pp. 23-37. 3-40 A, Echols and W. Tsai (2005), “Evolving sustainably: a longitudinal study of corporate sustainable development,” Strategic Management Journal, 26 (3), pp.219-238. 3-41 D. S. Elenkov, W. Judge, and P. Wright (2005), “Strategic leadership and executive innovation influence: and international multi-cluster comparative study,” Strategic Management Journal, 26 (7), pp. 665-682 3-42 R. Belderbos and L. Sleuwaegen (2005), “Competitive drivers and international plant configuration strategies: a product-level test,” Strategic Management Journal, 26 (6), pp. 577- 593. 3-43 D. P. Forbes (2005), “Managerial determinants of decision speed in new ventures,” Strategic Management Journal, 26 (4), pp. 355-366. 3-44 K. Uhlenbruck, M.A. Hitt, and M. Semadeni (2006), “Market value effects of acquisitions involving internet firms: a resource-based analysis,” Strategic Management Journal, 27 (10), pp. 899-913. 3-45 O. Sorenson, S. Mcevily, C. R. Ren, R. Roy (2006), “Niche width revisited: organizational scope, behavior and performance,” Strategic Management Journal, 27 (10), pp. 915-936. — 12 —
  37. 37. Seminar 5 Intraorganizational Operation 5-1 Drucker, Peter F (1987), “Japan’s Choices,” Foreign Affairs, Vol. 65 (5), pp.923-941. 5-2 Thomas, Howard, and Venkatraman, N (1988), “Research on Strategic Groups : Progress and Prognosis,” Journal of Management Studies, Vol. 25 (6), pp.537-555. 5-3 Ramanujam, Vasudevan, and Venkatraman, N (1988), “Excellence, Planning, and Performance,” Interfaces, Vol. 18 (3), pp.23-31. 5-4 Varadarajan, P. Rajan, and Ramanujam, Vasudevan (1990), “The Corporate Performance Conundrum : A Synthesis of Contemporary Views and An Extension,” Journal of Management Studies, Vol. 27 (5), pp.463-483. 5-5 Meyer, Alan D, Brooks, Geoffrey R, and Goes, James B (1990), “Environmental Jolts and Industry Revolutions : Organizational Responses to Desciotinuous Change,” Strategic Management Journal, Vol. 11, pp.93-110. 5-6 Mintzberg, Henry (1991), “The Effective Organization : Forces and Forms,” Sloan Management Review, Vol. 32 (2), pp.54-67. 5-7 Mintzberg, Henry (1992), “Cycles of Organizational Change,” Strategic Management Journal, Vol. 13, pp.39-59. 5-8 Daniel H. Kim (1993),”The Link Between Individual and Organizational Learning,” Sloan Management Review, Volume 35 (1), pp.37-50 (A framework for managing the learning process focuses on the transfer mechanism between individual and organizational learning) 5-9 D. F. Jennings and S. L. Seaman (1994),“High and Low Levels of Organizational Adaptation: An Empirical Analysis of Strategy, Structure, and Performance,” Strategic Management Journal, Volume 15(6), pp.459-476. 5-10 D. K. Datta and P. Guthrie (1994),“Executive Succession: Organizational Antecedents of CEO Characteristics,” Strategic Management Journal, Volume 15(7), pp.569-578 5-11 Mauro F.Guille’n (1994),”The Age Of Eclecticism: Current Organizational Trends And The Evolution Of Managerial Models,” Sloan Management Review, pp.75-86 5-12 Bensaou, M, and Venkatraman, N (1995), “Configurations of Interorganizational Relationships : A Comparison Between U. S. and Japanese Automakers,” Management Science, Vol. 41 (9), pp.1471-1492. 5-13 Zaheer, Akbar, and Venkatraman, N (1995), “Relational Governance As An Interorganizational Strategy : An Empirical Test of The Role of Trust in Economic Exchange,” Strategic Management Journal, Vol. 16 (5), pp.373-392. 5-14 .Edgar h. Schein (1996),”Three Cultures of Mangement: The key to Organizational Learning,” Sloan Management Review, Volume 38 (1),pp.9-20. (The three communities of executives, engineers, and operators do not really understand each other very well. A lack of alignment among the three groups can hinder learning in an organization.) 5-15 M. Ruef (1997), ”Assessing Organizational Fitness on a Dynamic Landscape: An Empirical Test of the Relative Inertia Thesis,” Strategic Management Journal, Volume 18(11), pp.837-854. 5-16 Luo, Y. (2001), “Antecedents and consequences of personal attachment in cross-cultural cooperative ventures,” Administrative Science Quarterly, 46 (2), pp. 177-201.
  38. 38. 5-17 McGrath, R. G. (2001), “Exploratory learning, innovative capacity, and managerial oversight,” Academy of Management Journal, 44 (1), pp. 118-131. 5-18 Hoskisson, R. E., Hitt, M. A., Johnson, R. A., & Grossman, W. (2002), “Conflicting voices: The effects of institutional ownership heterogeneity and internal governance on corporate innovation strategies,” Academy of Management Journal, 45 (4), pp. 697-716. 5-19 Tan, J. & Peng, M. W. (2003), “Organizational slack and firm performance during economic transition: Two studies from an emerging economy,” Strategic Management Journal, 24 (13), pp. 1249-1263. 5-20 Tippins, M. J. & Sohi, R. S. (2003), “IT competency and firm performance: Is organizational learning a missing link?” Strategic Management Journal, 24 (8), pp. 745-761. 5-21 Danneels, E. (2003), “Tight-loose coupling with customers: The enactment of customer orientation,” Strategic Management Journal, 24 (6), pp. 559-576. 5-22 Thomas, D. A. (2004), “Diversity as strategy,” Harvard Business Review, 82 (9), pp. 98-109. 5-23 Rodan, S. & Galunic, C. (2004), “More than network structure: How knowledge heterogeneity influences managerial performance and innovativeness,” Strategic Management Journal, 25 (6), pp. 541-562. 5-24 Kim, W. C. & Mauborgne, R. (2004), “Value innovation: The strategic logic of high growth,” Harvard Business Review, 82 (7/8), pp.172- 5-25 Santos, J., Doz, Y., & Williamson, P. (2004), “Is your innovation process global?” MIT Sloan Management Review, 45 (4), pp. 31-37. 5-26 J. R. Hough (2005), “Business segment performance redux: a multilevel approach,” Strategic Management Journal, 27 (1), pp. 45-61. 5-27 J. Cantwell and R. Mudambi (2005), “MNE competence-creating subsidiary mandates,” Strategic Management Journal, 25 (12), pp. 1109-1128. 5-28 Mathew L. A. Hayward, K. Shimizu (2006), “De-commitment to losing strategic action: evidence from the divestiture of poorly performing acquisitions,” Strategic Management Journal, 27 (6), pp. 541-557. 5-29 J. G. March (2006), “Rationality, foolishness, and adaptive intelligence,” Strategic Management Journal, 27 (3), pp. 201-214. 5-30 A. Pehrsson (2006), “Business relatedness and performance: a study of managerial perceptions,” Strategic Management Journal, 27 (3), pp. 265-282. —2—
  39. 39. Seminar 6 Planning & Performance 6-1 Venkatraman, N, and Ramanujam, Vasudevan (1987), “Planning System Success : A Conceptualization and An Operational Model,” Management Science, Vol. 33 (6), pp.687- 705. 6-2 Ramanujam, Vasudevan, and Venkatraman, N (1987), “Planning and Performance : A New Look at An Old Question,” Business Horizios, Vol. 30 (3), pp.19-25. 6-3 Venkatraman, N, and Ramanujam, Vasudevan (1987), “Measurement of Business Economic Performance : An Examination of Method Convergence,” Journal of Management, Vol. 13 (1), pp.109-122. 6-4 Ramanujam, Vasudevan, Venkatraman, N, and Camillus, John C (1986), “Multi-Objective Assessment of Effectiveness of Strategic Planning : A Discriminant Analysis Approach,” Academy of Management Journal, Vol. 29 (2), pp.347-372. 6-5 Sousa De Vasconcellos e Sa, Jorge Alberto, and Hambrick, Donald C (1989), “Key Success Factors : Test of A General Theory in The Mature Industrial-Product Sector,” Strategic Management Journal, Vol. 10 (4), pp.367-382. 6-6 Kotler, Philip (1986), “Global Standardization - Courting Danger,” Journal of Consumer Marketing, Vol. 3 (2), pp.13-15. 6-7 Kotler, Philip (1986), “Megamarketing,” Harvard Business Review, Vol. 64 (2), pp.117-124. 6-8 Drucker, Peter F (1988), “The Coming of the New Organization,” Harvard Business Reiew, Vol. 66 (1), pp.45-53. 6-9 Bourgeois L. J., III (1981), “On the Measurement of Organizational Slack,” Academy of Management Review, Vol. 6 (1), pp.29-39. 6-10 Hambrick, Donald C, and D’Aveni, Richard A (1988), “Large Corporate Failures as Downward Spirals,” Administrative Science Quarterly, Vol. 33 (1), pp.1-23. 6-11 Edwin C. Nevis, Anthony J. DiBella & Janet M. Gould (1995),”Understanding Organizations As Learning Systems,” Sloan Management Review, Vol.36 (2), pp.73-86. 6-12 G. G. Dess, G. T. Lumpkin and J. G. Covin (1997), ”Entrepreneurial Strategy Making and Firm Performance: Tests of Contingency and Configurational Models,” Strategic Management Journal, Volume 18(9), pp.677-696. 6-13 I. Goll and A. M. A. Rasheed (1997),”Rational Decision-making and Firm Performance: The Moderating Role of Environment,” Strategic Management Journal, Volume 18(7), pp.583-592. 6-14 J. Justin Tan and R. J. Lischert (1994),“Environment-Strategy Relationship and Its Performance Implications: An Empirical Study of the Chinese Electronics Industry,” Strategic Management Journal, Volume 15(1), pp.1-20. 6-15 N. Rajagopalan (1997), ”Strategic Orientations, Incentive Plan Adoptions and Firm Performance: Evidence from Electric Utility Firms,” Strategic Management Journal, Volume 18(10), pp.761- 786. 6-16 Paul J. H. Schoemaker (1995),”Scenario Planning: A Tool For Strategic Thinking,” Sloan Management Review, Vol.36 (2) pp.25-40. 6-17 S. Kotha and A. Nair (1995),“Strategy and Environment as Determinants of Performance: Evidence from the Japanese Machine Tool Industry,” Strategic Management Journal, Volume 16(7), pp.497-518. 6-18 W. E. Hopkins and S. A. Hopkins (1997),”Strategic Planning-Financial Performance Relationships in
  40. 40. Banks: A Causal Examination,” Strategic Management Journal, Volume 18(8), pp.635-652. 6-19 A. Campbell, J. Birkinshaw, A. Morrison, R. B. Batenburg (2003), “The future of corporate venturing,” MIT Slon Management Review, Vol. 45(1), p.30- 6-20 S. Chopra and M. S. Sodhi (2004), “Managing Risk to Avoid Supply-Chain Breakdown,” MIT Slon Management Review, Vol. 46(1), p.53- 6-21 V. Govindarajan and C. Trimble (2004), “Strategic Innovation and the Science of Learning,” MIT Slon Management Review, Vol. 45(5), p.67- 6-22 M. V. Kumar (2005), “The value from acquiring and divesting a joint venture: a real options approach,” Strategic Management Journal, Vol. 26(4), pp.321-331. 6-23 J. G. Frynas, K. Mellahi, G. A. Pigman (2006), “First mover advantages in international business and firm-specific political resources,” Strategic Management Journal, Vol. 27(4), pp.321-345. 6-24 V. F. Misangyi, H. Elms, T. Greckhamer, J. A. Lepine (2006), “A new perspective on a fundamental debate: a multilevel approach to industry, corporate, and business unit effects,” Strategic Management Journal, Vol.27(6), pp.571-590. 6-25 D. J. Miller (2006), “Technological diversity, related diversification, and firm performance,” Strategic Management Journal, Vol. 27(7), pp.601-619. —4—
  41. 41. Seminar 7 Implementation Issues 7-1 Beard, Donald W., and Dess, Gregory G. (1981), “Corporate-Level Strategy, Business-Level Strategy, and Firm Performance,” Academy of Management Journal, Vol. 24 (4), pp.663-688. 7-2 Bourgeois, L. J., III, and Brodwin, David R. (1984), “Strategic Implementation : Five Approaches to an Elusive Phenomenon,” Strategic Management Journal, Vol. 5 (3), pp.241-264. 7-3 Brodwin, David R., and Bourgeois, L. J., III (1984), “Five Steps to Strategic Action,” California Management Review, Vol. 26 (3), pp.176-190. 7-4 Dess, Gregory G., and Robinson, Richard B., Jr. (1984), “Measuring Organizational Performance in The Absence of Objective Measures : The Case of The Privately-Held Firm and Conglomerate Business Unit,” Strategic Management Journal, Vol. 5 (3), pp.265-273. 7-5 Gupta, Anil K., and Govindarajan, V. (1984), “Build, Hold, Harvest : Converting Strategic Intentions into Reality,” Journal of Business Strategy, Vol. 4 (3), pp.34-47. 7-6 Govindarajan, V., and Gupta, Anil K. (1985), “Linking Control Systems to Business Unit Strategy : Impact on Performance,” Accounting, Organizations & Society, Vol. 10 (1), pp.51-66. 7-7 Ghoshal, Sumantra (1987), “Global Strategy : An Organizing Framework,” Strategic Management Journal, Vol. 8 (5), pp.425-440. 7-8 Ghoshal, Sumantra (1988), “Environmental Scanning in Korean Firms : Organizational Isomorphism in Action,” Journal of International Business Studies, Vol. 19 (1), pp.69-86. 7-9 Ghoshal, Sumantra, and Mohria, Nitin (1989), “Internal Differentiation Within Multinational Corporations,” Strategic Management Journal, Vol 10 (4), pp.323-337. 7-10 Sharfman, Mark P; Dean, James W., Jr; Dess, Gregory G, and Rasheed, Abdul M. A (1991), “Conceptualizing and Measuring the Organizational Environment : A Multidimensional Approach; A Critique and Suggestions; Dimensionsl and Constructs : A Response to Dess and Rasheed,” Journal of Management, Vol. 17 (4), pp.681-715. 7-11 Miller, A, and Dess, G G (1993), “Assessing Porter’s (1980) Model in Terms of Its Generalizability, Accuracy and Simplicity,” Journal of Management Studies, Vol. 30 (4), pp.553-585. 7-12 Bartlett, Christopher A, and Ghoshal, Sumantra (1993), “Beyond the M-form : Toward a Managerial Theory of the Firm,” Strategic Management Journal, Vol. 14, pp.23-46. 7-13 Douglas, T. J. & Judge, W. Q. Jr. (2001), “Total quality management implementation and competitive advantage: The role of structural control and exploration,” Academy of Management Journal, 44 (1), pp. 158-169. 7-14 Slater, S. F. & Olson, E. M. (2001), “Marketing’s contribution to the implementation of business strategy: An empirical analysis,” Strategic Management Journal, 22 (11), pp. 1055-1067. 7-15 Aiman-Smith, L. & Green, S. G. (2002), “Implementing new manufacturing technology: The related effects of technology characteristics and user learning activities,” Academy of Management Journal, 45 (2), pp. 421-430. 7-16 Miller, K. D. (2002), “Knowledge inventories and managerial myopia,” Strategic Management Journal, 23 (8), pp. 689-706. 7-17 Birkinshaw, J. & Gibson, C. (2004), “Building Ambidexterity Into an Organization,” MIT Sloan Management Review, 45(4), pp. 47-55. 7-18 G. Hoetker (2004) “How much you know versus how well I know you: selecting a supplier for a technically innovative component,” Strategic Management Journal, 26 (1), pp. 75-96. 7-19 M. S. Gary (2005), “Implementation strategy and performance outcomes in related diversification,” Strategic Management Journal, 26 (7), pp. 643-664. 7-20 Sea-Jin Chang and S. Park (2005), “Types of firms generating network externalities and
  42. 42. MNCs’ co-location decisions,” Strategic Management Journal, 26 (7), pp. 595-615 7-21 G. Dushnitsky, M. J. Lenox (2005), “When do firms undertake R&D by investing in new ventures?” Strategic Management Journal, 26 (10), pp. 947-965. 7-22 G. Hoetker (2006), “Do modular products lead to modular organizations?,” Strategic Management Journal, 27(6), pp. 501-518. 7-23 R. J. Arend (2006), “SME-supplier alliance activity in manufacturing contingent benefits and perceptions,” Strategic Management Journal, 27(8), pp. 741-763. 7-24 G. Dowell (2006), “Product line strategies of new entrants in an established industry: evidence from the U.S. bicycle industry,” Strategic Management Journal, 27 (10), pp. 959-979. —6—
  43. 43. Business Research Methods Syllubus (Ph.D Seminar) I. Instructor: Dr. Wann-Yih Wu Email address: wanyi@mail.ncku.edu.tw Office phone: (06) 2757575 ext. 53340 The Institute of International Management is dedicated to provide students a quality teaching and research environment with a broad, integrated knowledge of management in preparation for successful careers in business, government, and academia. General Program Learning Goals (goals covered by this course are indicated: √ 1 Graduates should be able to communicate effectively verbally and in writing √ 2 Graduates should solve strategic problems with a creative and innovative approach 3 Graduates should demonstrate leadership skills demanded of a person in authority 4 Graduates should think with a global management perspective √ 5 Graduates should possess the necessary skills and values demanded of a true professional II. Objective: The purpose of this course is to train doctoral students in the major methodological approaches to and problems in conducting business research. The focus is on methods, measurement, critical analysis, and writing skills. The goal of the course is to prepare students to conduct research and to prepare them for doing the dissertation. III. Assigned Readings: 1. Wu, Wann-Yih(2005),Business Research Methods,Hwa-Tai (in Chinese). 2. Hair, J. H., R. E. Anderson, R.L. Tatham and W.C. Black (2006), Multivariate Data Analysis, Macmillan Publishing Company, 6rd edition, Hwa-Tai. 3. Hesse-Biber, Sharlene Nagy and Patricia Leavy (2006), The Practice of Qualitative Research, Sage Publications, Thousand Oaks, CA. 4. Hsiao, Ruey-Lin(2006),Research without Number,Pearson Education Taiwan (in Chinese). IV. Further Readings: 1. Zeller, R.A., and E.G. Carmines (1980), Measurement in the Social Science: The Line Between Theory and Data, London: Cambridge University Press. 2. Cooper, D.R. and C.W. Emory (1991), Business Research Methods, IRWIN, Hwa-Tai.
  44. 44. 3. Harlos, K.P., M. Mallon, & C. Jones (2003) “Teaching qualitative methods in management classrooms.” Journal of Management Education, 27(3), pp. 304-322 4. Kirk, J., & M. Miller (1986). Reliability and validity in qualitative research. Beverly Hills. CA: Sage. 5. Lincoln, Y. (1995). “Emerging criteria for quality in qualitative and interpretive inquiry.” Qualitative Inquiry, 1, pp. 275-289 6. Lincoln, Y., & E. Guba (1985). Naturalistic inquiry. Beverly Hills, CA: Sage. 7. Miles, M., & A. Huberman (1994). Qualitative data analysis (2nd ed.). Thousand Oaks, CA: Sage. 8. Seale, C. (1993). Interpreting qualitative data: Methods for analyzing talk, text and interaction. Newbury Park, CA: Sage. 9. Glesne, Corrine. (2006). Becoming Qualitative Researchers: An Introduction., 3rd edition. Pearson Education, Inc. 10. Denzin, N.K., and Y.S. Lincoln (2003), Collecting and Interpreting Qualitative Materials, 2nd edition, SAGE Publications, Inc. 11. Flick, Uwe (2006), An Introduction to Qualitative Research, 3rd ed., Sage Publications, Thousand Oaks, CA. 12. Yin, Robert K. (2003), Case Study Research: Design and Methods, 3rd edition, Sage Publications. 13. Strauss, Anselm and Juliet Corbin (1998), Basics of Qualitative Research: Techniques and Procedures for Developing Grounded Theory, 2nd edition, Sage Publications. —2—
  45. 45. V. Contents and Schedle: wk period remark 2. 02/25—03/03   Introduction The Craft of Qualitative Research: A Holistic Approach (HBL, Ch.1) 3. 03/04—03/10 The Research Process (HBL, Ch.2) The Ethics of Social Research (HBL, Ch.3) In-Depth Interview (HBL, Ch.4) 4. 03/11—03/17 Oral History: A Collaborative Method of (Auto)Biography Interview (HBL, Ch.5) Focus Group Interviews (HBL, Ch.6) 5. 03/18—03/24 Ethnography (HBL, Ch.7) Content Analysis and Unobtrusive Methods (HBL, Ch.8) 6. 03/25—03/31 Mixed Methods Research (HBL, Ch.9) 2-4校際活動週 7. 04/01—04/07 5清明節 Analysis and Interpretation of Qualitative Data (HBL, Ch.10) 8. 04/08—04/14 The Research Nexus: Staying Centered and Building Knowledge (HBL, Ch.11) 9. 04/15—04/21 Article Papers (1), TBA 10 04/22—04/28 Article Papers (2), TBA 11 04/29—05/05 Article Papers (3), TBA Examining Your Data (HATB, Ch.2) 12 05/06—05/12 Factor Analysis (HATB, Ch.3) Multiple Regression Analysis (HATB, Ch.4) 13. 05/13—05/19 Multiple Discriminant Analysis and Logistic Regression (HATB, Ch.5) Multivariate Analysis of Variance (HATB, Ch.6) 14. 05/20—05/26 Conjoint Analysis (HATB, Ch.7) Cluster Analysis (HATB, Ch.8) 15. 05/27—06/02 Multidimensional Scaling and Correspondence Analysis (HATB, Ch.9) Structural Equation Modeling: An Introduction (HATB, Ch.10) 16. 06/03—06/09 SEM: Confirmatory Factor Analysis (HATB, Ch.11) SEM: Testing a Structural Model (HATB, Ch.12) 17. 06/10—06/16 Article Papers (1), TBA 18. 06/17—06/23 19 端午節 19. 06/24—06/30 Final Paper Presentation 20. 07/01—07/07 Final Exam. —3—

×