《国际战略管理》（双语）课程教学大纲 一、课程基本信息 课程代码：18060043 课程名称：国际战略管理 英文名称：International Strategic Management 课程类别：专业课 学 时：48 学 分：3 适用对象：本科生 考核方式：考查 先修课程：经济学、国际贸易、国际市场营销、国际财务管理、运营管理 二、课程简介 中文简介：战略管理是工商管理领域的教学体系的重要部分，也是国际主流大学 相关专业的必修课之一。近年来，我国国内的一些研究型大学也开始将这一课程引入 教学。本课的主要目的是使国际商务、国际贸易专业的学生掌握战略管理的基础理论 和主要分析工具。 英文简介：Unlike other business courses that concentrate narrowly on a particular function or piece of the business-accounting,finance,marketing,production,human resources,or information systems.strategic management is a big picture course Throughout the course.the spotlight will be trained on the foremost issue in running a business enterprise:"What must managers do,and do well,to make the company a winne in the game of business?"The answer that emerges.and which becomes the theme of the course.is that good strategy-making and good strategy-execution are the key ingredients of company success and the most reliable signs of good management.The mission of the course is to explore why good strategic management leads to good business performance,to present the basic concepts and tools of strategic analysis,and to drill you in the methods of crafting a well-conceived strategy and executing it competently. 三、课程性质与教学目的 了解国际战略管理的定义和相关的管理学理论，掌握战略制定、实施和评价的技 巧和内容，通过对配套案例的分析将理论与实际相结合，把各章的所学到的知识进行 应用，以达到学生在各种营利或非营利组织中进行战略制定、实施和评价的具体应用。 四、教学内容及要求 Chapterl Introduction:International Strategic Management Concepts (一)目的与要求
1 《国际战略管理》（双语）课程教学大纲 一、课程基本信息 课程代码：18060043 课程名称：国际战略管理 英文名称：International Strategic Management 课程类别： 专业课 学 时：48 学 分：3 适用对象: 本科生 考核方式：考查 先修课程：经济学、国际贸易、国际市场营销、国际财务管理、运营管理 二、课程简介 中文简介: 战略管理是工商管理领域的教学体系的重要部分，也是国际主流大学 相关专业的必修课之一。近年来，我国国内的一些研究型大学也开始将这一课程引入 教学。本课的主要目的是使国际商务、国际贸易专业的学生掌握战略管理的基础理论 和主要分析工具。 英文简介：Unlike other business courses that concentrate narrowly on a particular function or piece of the business—accounting, finance, marketing, production, human resources, or information systems, strategic management is a big picture course. Throughout the course, the spotlight will be trained on the foremost issue in running a business enterprise: “What must managers do, and do well, to make the company a winner in the game of business?” The answer that emerges, and which becomes the theme of the course, is that good strategy-making and good strategy-execution are the key ingredients of company success and the most reliable signs of good management. The mission of the course is to explore why good strategic management leads to good business performance, to present the basic concepts and tools of strategic analysis, and to drill you in the methods of crafting a well-conceived strategy and executing it competently. 三、课程性质与教学目的 了解国际战略管理的定义和相关的管理学理论，掌握战略制定、实施和评价的技 巧和内容，通过对配套案例的分析将理论与实际相结合，把各章的所学到的知识进行 应用，以达到学生在各种营利或非营利组织中进行战略制定、实施和评价的具体应用。 四、教学内容及要求 Chapter1 Introduction: International Strategic Management Concepts （一）目的与要求
1.Describe fundamental concepts and principles of strategic management 2.Know the historical development of many current strategic management theories relating to the operation of a business. 3.Identify current thoughts about strategic management trends that will be affecting strategic management and what business managers can do to prepare for these trends. (二)教学内容 The section 1:profile of the present stage of strategic management The section 2:the concept of corporate strategy and characteristics 1.Define strategic management 2.Characteristics of strategy. The section 3:The elements of strategy and level 1.The elements of strategv 2.The level of the strateg 重点：l.The meaning and characteristic of strategy 2.The meaning of strategic management,the process and level 难点：l.The meaning and characteristic of strategy 2.The meaning of strategic management,the process and level (三)思考与实践 Gathering Strategy information on Adidas AG. (四)教学方法与手段 Lecture. 思政融入：通过对中国企业对外直接投资的分析，增加学生对中国企业国际化经 营的感性认识，加深学生对中国企业对外直接投资特征和问题的了解，帮助学生把握 中国企业对外直接投资面临的机遇和挑战。 Chapter 2 the external environment analysis:opportunities,challenges and industrial competitiveness (一)目的与要求 1 To understand the external environmental analysis and analytical thinking 2.To master the main content of the macro and industry analysis and the various factors 3.Master porter's five forces model 4.To understand the key success factors affect enterprise competition behavior 5.To master the basic method of external analysis 6.Master EFE and CPM matrix analysis method (二)教学内容 The section 1:The Strategic Management Process 2
2 1.Describe fundamental concepts and principles of strategic management 2.Know the historical development of many current strategic management theories relating to the operation of a business. 3.Identify current thoughts about strategic management trends that will be affecting strategic management and what business managers can do to prepare for these trends. （二）教学内容 The section 1：profile of the present stage of strategic management The section 2： the concept of corporate strategy and characteristics 1.Define strategic management 2. Characteristics of strategy. The section 3：The elements of strategy and level 1.The elements of strategy 2. The level of the strategy 重点：1. The meaning and characteristic of strategy 2. The meaning of strategic management, the process and level 难点：1. The meaning and characteristic of strategy 2.The meaning of strategic management, the process and level （三）思考与实践 Gathering Strategy information on Adidas AG. （四）教学方法与手段 Lecture. 思政融入：通过对中国企业对外直接投资的分析，增加学生对中国企业国际化经 营的感性认识，加深学生对中国企业对外直接投资特征和问题的了解，帮助学生把握 中国企业对外直接投资面临的机遇和挑战。 Chapter 2 the external environment analysis: opportunities, challenges and industrial competitiveness （一）目的与要求 1.To understand the external environmental analysis and analytical thinking 2.To master the main content of the macro and industry analysis and the various factors 3.Master porter's five forces model 4. To understand the key success factors affect enterprise competition behavior 5. To master the basic method of external analysis 6. Master EFE and CPM matrix analysis method （二）教学内容 The section 1：The Strategic Management Process
lGeneral Environment 2.Industry Environment 3.Competitor Environment The section 2:The Physical Environment Segment 1.Opportunity 2.Threats The section 3:Industry EnvironmentAnalysis The section 4:Competitor Environment Analysis 重点：.Macro environment analysis 2.Industry and competitive environment analysis 3.The external environment analysis 4.Master EFE and CPM matrix analysis method 难点：L.Macro environment analysis 2.Industry and competitive environment analysis 3.The exteral environment analysis 4.Master EFE and CPM matrix analysis method (三)思考与实践 Developing an EFE Matrix for Adidas AG. (四)教学方法与手段 Lecture and oral presentation. 思政融入：选择小米手机进入印度市场作为案例进行分析，帮助学生理解中国企 业进入国际市场所面临的机遇与威胁，引导学生分析和发现问题的意识，树立对国际 化经营全面、系统的认识。 Chapter 3 the inernal environment resources,capabilities,competencies and competitive advantage (一)目的与要求 1.To understand the purpose and significance of the internal environment analysis 2.The definition and distinguish the concept of the resources 3.Understanding the connotation of enterprise core competitiveness and standards 4.Mastering the IFE matrix analysis method. (二)教学内容 The section 1:CompetitiveAdvantage Sustainability The section 2:Analyzing The Internal Organization 重点：l.Enterprise resources and capabilities 2.Enterprise value chain 3
3 1.General Environment 2.Industry Environment 3. Competitor Environment The section 2：The Physical Environment Segment 1.Opportunity 2.Threats The section 3：Industry Environment Analysis The section 4：Competitor Environment Analysis 重点：1. Macro environment analysis 2. Industry and competitive environment analysis 3. The external environment analysis 4.Master EFE and CPM matrix analysis method 难点：1. Macro environment analysis 2. Industry and competitive environment analysis 3. The external environment analysis 4.Master EFE and CPM matrix analysis method （三）思考与实践 Developing an EFE Matrix for Adidas AG. （四）教学方法与手段 Lecture and oral presentation. 思政融入：选择小米手机进入印度市场作为案例进行分析，帮助学生理解中国企 业进入国际市场所面临的机遇与威胁，引导学生分析和发现问题的意识，树立对国际 化经营全面、系统的认识。 Chapter 3 the inernal environment resources, capabilities, competencies and competitive advantage （一）目的与要求 1. To understand the purpose and significance of the internal environment analysis 2. The definition and distinguish the concept of the resources 3. Understanding the connotation of enterprise core competitiveness and standards 4. Mastering the IFE matrix analysis method. （二）教学内容 The section 1：Competitive Advantage Sustainability The section 2：Analyzing The Internal Organization 重点：1. Enterprise resources and capabilities 2. Enterprise value chain
3.Enterprise core competitiveness 4.Intemal environment analysis of IFE matrix analysis method 难点：1.Enterprise resources and capabilities 2.Enterprise value chain 3.Enterprise core competitiveness 4.Interal environment analysis of IFE matrix analysis method (三)思考与实践 Performing a Financial ratio analysis for Adidas AG (四)教学方法与手段 Lecture and oral presentation. 思政融入：选择小米手机作为案例进行分析，帮助学生理解中国企业的优势和劣 势，引导学生分析和发现问题的意识，培养学生解决问题的能力。 Chapter 4 Strategy Generation and Selection (一)目的与要求 1.Describe a three-stage framework for choosing among altemative strategies 2.Explain how to develop a Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix,Strategic Position and Action Evaluation (SPACE)Matrix.Boston Consulting Group (BCG)Matrix,Interal-Extemal (IE)Matrix,and Quantitative Strategic Planning Matrix(QSPM). 3.Identify important behavioral,political,ethical,and social responsibility considerations in strategy analysis and choice (二)数学内容 The section 1:SWOTMatrix The section 2:SPACE Matrix The section 3:BCG Matrix The section 4:IE Matrix The section 5:QSPM Matrix 重点：l.SWOTMatrix 2.BCG Matrix 3.QSPM Matrix 难点：l.SWOTMatrix 2 BCG Matrix 3.QSPM Matrix (三)思考与实践 Developing a SWOT Matrix for Adidas AG
4 3. Enterprise core competitiveness 4. Internal environment analysis of IFE matrix analysis method 难点：1. Enterprise resources and capabilities 2. Enterprise value chain 3. Enterprise core competitiveness 4. Internal environment analysis of IFE matrix analysis method （三）思考与实践 Performing a Financial ratio analysis for Adidas AG. （四）教学方法与手段 Lecture and oral presentation. 思政融入：选择小米手机作为案例进行分析，帮助学生理解中国企业的优势和劣 势，引导学生分析和发现问题的意识，培养学生解决问题的能力。 Chapter 4 Strategy Generation and Selection （一）目的与要求 1. Describe a three-stage framework for choosing among alternative strategies. 2. Explain how to develop a Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix, Strategic Position and Action Evaluation (SPACE) Matrix, Boston Consulting Group (BCG) Matrix, Internal-External (IE) Matrix, and Quantitative Strategic Planning Matrix (QSPM). 3. Identify important behavioral, political, ethical, and social responsibility considerations in strategy analysis and choice. （二）教学内容 The section 1：SWOT Matrix The section 2：SPACE Matrix The section 3：BCG Matrix The section 4：IE Matrix The section 5：QSPM Matrix 重点：1. SWOT Matrix 2. BCG Matrix 3. QSPM Matrix 难点：1. SWOT Matrix 2. BCG Matrix 3. QSPM Matrix （三）思考与实践 Developing a SWOT Matrix for Adidas AG
(四)教学方法与手段 Lecture and oral presentation. 思政融入：选择小米手机作为案例进行分析，通过对决策工具的使用帮助学生理 解战略形成与选择的过程，提高学生解决问题的能力，培养学生的决策能力。 Chapter5 Business-level Strategy (一)目的与要求 1.Understanding of enterprise strategy's main type 2.Master the centralization.integration.diversification.mergers and acquisitions alliances and intemationalization strategy of common and applications (二)教学内容 The section 1:Business-level Strategy:How To Compete InA Specific Industr 1.Core Competencies And Strategy 2.Customers:Their Relationship To Business-level Strategies The section 2:Satisfying Customers Is The Foundation Of Successful Business Strategies 1.Who:Determining The Customers To Serve 2.What:Determining Which Customer Needs To Satisfy 3.How:Determining Core Competencies Necessary To Satisfy Customer Needs 重点：L.Centralization strategy 2.The integration strategy 3.Diversification strategy 4.Merger and acquisition strategy 5.The internationalization strategy 6.Alliance strategy 难点：L.Centralization strategy 2.The integration strategy 3.Diversification strategy 4.Merger and acquisition strategy 5.The internationalization strategy 6.Alliance strategy (三)思考与实践 Which customers'needs to satisfy? (四)教学方法与手段 Lecture. 思政融入：选择传音作为案例进行分析，通过分析其进入非洲市场的模式和路径 帮助学生理解中国企业进入国际市场模式和路径的独特性，培养学生家国情怀和建立 5
5 （四）教学方法与手段 Lecture and oral presentation. 思政融入：选择小米手机作为案例进行分析，通过对决策工具的使用帮助学生理 解战略形成与选择的过程，提高学生解决问题的能力，培养学生的决策能力。 Chapter 5 Business-level Strategy （一）目的与要求 1. Understanding of enterprise strategy's main type 2. Master the centralization, integration, diversification, mergers and acquisitions, alliances and internationalization strategy of common and applications （二）教学内容 The section 1：Business–level Strategy: How To Compete In A Specific Industry 1. Core Competencies And Strategy 2. Customers: Their Relationship To Business-level Strategies The section 2：Satisfying Customers Is The Foundation Of Successful Business Strategies 1. Who: Determining The Customers To Serve 2. What: Determining Which Customer Needs To Satisfy 3. How: Determining Core Competencies Necessary To Satisfy Customer Needs 重点：1. Centralization strategy 2. The integration strategy 3. Diversification strategy 4. Merger and acquisition strategy 5. The internationalization strategy 6. Alliance strategy 难点：1. Centralization strategy 2. The integration strategy 3. Diversification strategy 4. Merger and acquisition strategy 5. The internationalization strategy 6. Alliance strategy （三）思考与实践 Which customers’ needs to satisfy? （四）教学方法与手段 Lecture. 思政融入：选择传音作为案例进行分析，通过分析其进入非洲市场的模式和路径， 帮助学生理解中国企业进入国际市场模式和路径的独特性，培养学生家国情怀和建立
适合中国企业国际化经营理论的意识。 Chapter 6 Corporate-level Strategy (一)目的与要求 1.Leam the relationship between enterprises,customers and competitors 2.Understand customer matrix and the matrix of production 3.To grasp and flexible use of the four basic competitive strategy 4.Clear long-term profitable relationship with the enterprise sustainable competitive advantage 5.Mastering the build approach for the sustainable competitive advantage and maintain relationships (二)教学内容 The section 1:Multimarket Competition The section 2:Levels of Diversification 重点：l.The nature of the strategic analysis and selection 2.Comprehensive strategy framework 3.Information input and matching and decision-making stage 难点：.The nature of the strategic analysis and selection 2.Comprehensive strategy framework 3.Information input and matching and decision-making stage (三)思考与实践 What is corporate-level strategy and why is it important? (四)教学方法与手段 Lecture. 思政融入：选择小米、华为作为案例进行对比分析，使学生了解中国企业多元化 战略的内容与方式，识别多元化战略的问题，培养解决问题的能力 Chapter 7 Strategic Acquisition and Restructuring (一)目的与要求 1.To understand the nature of the strategy implementation 2.The understanding of the relationship between the annual target,policy and strategy 3.Master common among the allocation of resources and conflict resolution strategy implementation problems 4.Control strategy the implementation of the constituent elements of support system and the fit 5.Mastering the related issues in the strategic implementation solution (二)教学内容 6
6 适合中国企业国际化经营理论的意识。 Chapter 6 Corporate-level Strategy （一）目的与要求 1. Learn the relationship between enterprises, customers and competitors 2. Understand customer matrix and the matrix of production 3. To grasp and flexible use of the four basic competitive strategy 4. Clear long-term profitable relationship with the enterprise sustainable competitive advantage 5. Mastering the build approach for the sustainable competitive advantage and maintain relationships （二）教学内容 The section 1：Multimarket Competition The section 2：Levels of Diversification 重点：1. The nature of the strategic analysis and selection 2. Comprehensive strategy framework 3. Information input and matching and decision-making stage 难点：1. The nature of the strategic analysis and selection 2. Comprehensive strategy framework 3. Information input and matching and decision-making stage （三）思考与实践 What is corporate-level strategy and why is it important? （四）教学方法与手段 Lecture. 思政融入：选择小米、华为作为案例进行对比分析，使学生了解中国企业多元化 战略的内容与方式，识别多元化战略的问题，培养解决问题的能力。 Chapter 7 Strategic Acquisition and Restructuring （一）目的与要求 1. To understand the nature of the strategy implementation 2. The understanding of the relationship between the annual target, policy and strategy 3. Master common among the allocation of resources and conflict resolution strategy implementation problems 4. Control strategy the implementation of the constituent elements of support system and the fit 5. Mastering the related issues in the strategic implementation solution （二）教学内容
The section 1:The popularity of merger and acquisition strategies The section 2:Reasons for acquisitions The section 3:Problems in achieving acquisition success 重点：1.Summary of corporate governance 2.Corporate goverance and strategic management 3.Board decision-making,assessment of the strategic management department 4.Executive compensation,executive incentive strategy 难点：L.Corporate governance and strategic management 2.Board decision-making.assessment of the strategic management department (三)思考与实践 Why are merger and acquisition strategies popular in many firms competing in the global economy？ (四)教学方法与手段 Lecture. 思政融入：通过分析联想收购摩托罗拉进入美国市场的案例，帮助学生理解中国 企业进入发达国家的方式，理解国际并购带来的问题，培养学生解决问题的能力。 Chapter 8 Global Strategy (一)目的与要求 1.Leam the relationship between organizational structure and strategy 2.To understand the development of organization structure mode 3.Understanding of the relationship between the functional structure and business strategies 4.To understand how department organization structure and layer company strategi relationship 5.To understand the development of the interationalization management organization structure mode and matching of organizational structure 6.To understand the new organization structure and its characteristics (二)教学内容 The section 1:Identifving International Opportunities The section 2:Selecting an International Corporate-Level Strategy 重点：L.The organizational structure and strategy 2.The development mode of organizational structure 3.Functional structure for business strategy implementation of guarantee 4.More department organization structure guarantee the company strategy implementation
7 The section 1：The popularity of merger and acquisition strategies The section 2：Reasons for acquisitions The section 3: Problems in achieving acquisition success 重点：1. Summary of corporate governance 2. Corporate governance and strategic management 3. Board decision-making, assessment of the strategic management department 4. Executive compensation, executive incentive strategy 难点：1. Corporate governance and strategic management 2. Board decision-making, assessment of the strategic management department （三）思考与实践 Why are merger and acquisition strategies popular in many firms competing in the global economy? （四）教学方法与手段 Lecture. 思政融入：通过分析联想收购摩托罗拉进入美国市场的案例，帮助学生理解中国 企业进入发达国家的方式，理解国际并购带来的问题，培养学生解决问题的能力。 Chapter 8 Global Strategy （一）目的与要求 1. Learn the relationship between organizational structure and strategy 2. To understand the development of organization structure mode 3. Understanding of the relationship between the functional structure and business strategies 4. To understand how department organization structure and layer company strategic relationship 5. To understand the development of the internationalization management organization structure mode and matching of organizational structure 6. To understand the new organization structure and its characteristics （二）教学内容 The section 1：Identifying International Opportunities The section 2：Selecting an International Corporate-Level Strategy 重点：1. The organizational structure and strategy 2. The development mode of organizational structure 3. Functional structure for business strategy implementation of guarantee 4. More department organization structure guarantee the company strategy implementation
5.The organizational structure of interational operation 难点：l.The organizational structure and strategy 2.The development mode of organizational structure 3.Functional structure for business strategy implementation of guarantee (三)思考与实践 What do you consider some of the mistakes that might occur when companies go international? (四)教学方法与手段 Lecture. 思政融入：通过对小米、传音、华为和联想进入国际市场的战略对比分析，总结 归纳中国企业国际化经营的一般规律，引导学生对传统理论进行补充和完善。 五、各教学环节学时分配 19教学环 节 少 讨 小 题 实验 其他 教学时数 学环节 课程内容 第一章 3 第二章 6 第三章 6 第四章 3 6 第五章 6 第六章 3 第七章 3 3 第八章 3 期末课程展示 12 12 合计 24 12 12 48 六、推荐教材和教学参考资源
8 5. The organizational structure of international operation 难点：1. The organizational structure and strategy 2. The development mode of organizational structure 3. Functional structure for business strategy implementation of guarantee （三）思考与实践 What do you consider some of the mistakes that might occur when companies go international? （四）教学方法与手段 Lecture. 思政融入：通过对小米、传音、华为和联想进入国际市场的战略对比分析，总结 归纳中国企业国际化经营的一般规律，引导学生对传统理论进行补充和完善。 五、各教学环节学时分配 19教学环 节 옐教学时数 课程内容 讲 课 习 题 课 讨 论 课 实验 其他教 学环节 小 计 第一章 3 3 第二章 3 3 6 第三章 3 3 6 第四章 3 3 6 第五章 3 3 6 第六章 3 3 第七章 3 3 第八章 3 3 期末课程展示 12 12 合计 24 12 12 48 六、推荐教材和教学参考资源
教材：迈克尔A.希特R杜安爱尔兰，《战略管理：竞争与全球化（概念）》（第 十二版)，机械工业出版社2018.7 参考资源： (1)符正平，《国际企业战略管理》，高等教育出版社，2019.5 (2)SINO-FOREIGN MANAGEMENT(《中外管理》)，http:www.zwgl.com.cn (3)《管理论坛》 (4)http://www.vcmc.net/forum/magazine/ 大纲修订人：潘苏 修订日期：2021/12/28 大纲审定人： 审定日期： 9
9 教材：迈克尔 A.希特 R.杜安.爱尔兰，《战略管理：竞争与全球化（概念）》（第 十二版），机械工业出版社 2018.7 参考资源： （1）符正平，《国际企业战略管理》，高等教育出版社，2019.5 （2）SINO-FOREIGN MANAGEMENT (《中外管理》), http://www.zwgl.com.cn/ （3）《管理论坛》 （4）http://www.vcmc.net/forum/magazine/ 大纲修订人：潘苏 修订日期：2021/12/28 大纲审定人： 审定日期：