《国际战略管理》课程教学大纲 一、课程基本信息 课程代码：16169303 课程名称：国际战略管理 英文名称：International Strategic Management 课程类别：专业课 时：48 学分：3 适用对象：本科生 考核方式：考查 先修课程：西方经济学、国际贸易、市场营销 二、课程简介 中文简介： 《国际战略管理》是国际商务专业的核心课程之一。本课程是对国际市场营销管 理、跨国公司财务管理、国际物流与供应链管理、跨国人力资源管理等众多领域课程 的高度集成整合，可以引导帮助学生建立国际企业战略管理知识体系：在中国企业国 际化经营增加的趋势下，本课程突破了仅从国内角度分析问题的局限性，提供了培养 学生全球意识和引导帮助学生建立创新性思维模式的一个平台：本课程强调实践和应 用，这就使学习重点并不仅仅是掌握某些具体的理论或技术，而在于独立地、综合性 地解决企业国际经营中的问题，对本课程的学习可以引导帮助学生能灵活运用相邻学 科的基本概念、基本原理和基本方法及工具分析、解决问题，提高创新实践能力。 英文简介： is one of the core courses of international business.This course is a highly integrated course in many fields,such as international marketing management,financial management of multinational companies,intemational logistics and supply chain management,transnational human resource management and so on.It can guide students to establish the knowledge system of strategic management of intemational enterprises.With the increasing trend of intemational operation of Chinese Enterprises,this course breaks through the limitation of analyzing problems only from domestic perspective.This course emphasizes practice and application,which makes the leaming focus not only on mastering some specific theories or technologies,but also on solving the problems in the international business of enterprises independently and comprehensively.The study of this course can guide and help students to make flexible use of them The basic concepts,basic principles,basic methods and tools of adjacent
1 《国际战略管理》课程教学大纲 一、课程基本信息 课程代码：16169303 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：西方经济学、国际贸易、市场营销 二、课程简介 中文简介: 《国际战略管理》是国际商务专业的核心课程之一。本课程是对国际市场营销管 理、跨国公司财务管理、国际物流与供应链管理、跨国人力资源管理等众多领域课程 的高度集成整合，可以引导帮助学生建立国际企业战略管理知识体系；在中国企业国 际化经营增加的趋势下，本课程突破了仅从国内角度分析问题的局限性，提供了培养 学生全球意识和引导帮助学生建立创新性思维模式的一个平台；本课程强调实践和应 用，这就使学习重点并不仅仅是掌握某些具体的理论或技术，而在于独立地、综合性 地解决企业国际经营中的问题，对本课程的学习可以引导帮助学生能灵活运用相邻学 科的基本概念、基本原理和基本方法及工具分析、解决问题，提高创新实践能力。 英文简介： is one of the core courses of international business. This course is a highly integrated course in many fields, such as international marketing management, financial management of multinational companies, international logistics and supply chain management, transnational human resource management and so on. It can guide students to establish the knowledge system of strategic management of international enterprises. With the increasing trend of international operation of Chinese Enterprises, this course breaks through the limitation of analyzing problems only from domestic perspective. This course emphasizes practice and application, which makes the learning focus not only on mastering some specific theories or technologies, but also on solving the problems in the international business of enterprises independently and comprehensively. The study of this course can guide and help students to make flexible use of them The basic concepts, basic principles, basic methods and tools of adjacent
disciplines are used to analyze and solve problems and improve the ability of innovation and practice 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， 同时，在深度融入全球化进程的新阶段下，中国企业国际化经营中强调在当地实现制 度嵌入、文化嵌入、关系嵌入、生态嵌入等全面嵌入内容，强调对不同国家制度、市 场、文化等因素进行深入分析，以达到学生理解中国企业国际化经营模式、问题等现 状，树立家国情怀和养成中企业家精神。 四、教学内容及要求 Chapterl 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 strategy 2.The level of the strategy 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 The section4:Out-ward direct investment of China from2002to2018(中国对外直 接投资情况分析) Objective:Help students to know about the situation of Chinese out-ward direct investment Contents:Changes of Chinese out-ward direct investment from 2002 to 2018 2
2 disciplines are used to analyze and solve problems and improve the ability of innovation and practice. 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。 同时，在深度融入全球化进程的新阶段下，中国企业国际化经营中强调在当地实现制 度嵌入、文化嵌入、关系嵌入、生态嵌入等全面嵌入内容，强调对不同国家制度、市 场、文化等因素进行深入分析，以达到学生理解中国企业国际化经营模式、问题等现 状，树立家国情怀和养成中国企业家精神。 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 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 The section 4：Out-ward direct investment of China from 2002 to 2018（中国对外直 接投资情况分析） Objective: Help students to know about the situation of Chinese out-ward direct investment Contents: Changes of Chinese out-ward direct investment from 2002 to 2018
Characteristics of Chinese out-ward direct investment (regions.industries and modes) Chinese out-ward direct investment on OBOR(One Belt and One Road) (三)思考与实践 Gathering Strategy information on enterprises. (四)教学方法与手段 Lecture Chapter 2 the external environment analysis:opportunities,challenges and industrial competitiveness (一)目的与要求 1.To understand the extemal 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 ofextemal analysis 6.Master EFE and CPM matrix analysis method (二)教学内容 The section 1:The Strategic Management Process 1.General 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 The section 5:Case study:Xiaomi in Indian mobile phone market Taking Xiaomi's interational operation in Indian mobile phone market as an example this case helps students understand the external environment faced by Chinese enterprises international operation 重点：L.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 3
3 Characteristics of Chinese out-ward direct investment (regions, industries and modes) Chinese out-ward direct investment on OBOR (One Belt and One Road) （三）思考与实践 Gathering Strategy information on enterprises. （四）教学方法与手段 Lecture. 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 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 The section 5: Case study: Xiaomi in Indian mobile phone market Taking Xiaomi's international operation in Indian mobile phone market as an example, this case helps students understand the external environment faced by Chinese enterprises' international operation. 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 enterprises. (四)教学方法与手段 Lecture and oral presentation. Chapter 3 the internal 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：L.Enterprise resources and capabilities 2.Enterprise value chain 3.Enterprise core competitiveness 4.Internal environment analysis of IFE matrix analysis method 难点：L.Enterprise resources and capabilities 2.Enterprise value chair 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 enterprises (四)教学方法与手段 Lecture and oral presentation. 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,Internal-External (IE)Matrix,and Quantitative Strategic Planning 4
4 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 enterprises. （四）教学方法与手段 Lecture and oral presentation. Chapter 3 the internal 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. 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 enterprises. （四）教学方法与手段 Lecture and oral presentation. 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(OSPM. 3.Identify important behavioral,political,ethical,and social responsibility considerations in strategy analysis and choice. (二)教学内容 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.OSPM Matrix 2.BCG Matrix 3.QSPM Matrix The section 6:Case study:Xiaomi's strategies in Indian mobile phone market Using SWOTmatrix and QSPM matrix,the case helps students know about Xiaomi's strategies in Indian mobile phone market and understand the realistic trend of Chinese enterprise (三)思考与实践 Select a Chinese enterprise for case analysis and provide strategic suggestions for it by using SWOT matrix and QSPM matrix. (四)教学方法与手段 Lecture and oral presentation. Chapter5 Business-level Strategy (一)目的与要求 1.Understanding ofenterprise strategy's main type 2.Master the centralization,integration,diversification,mergers and acquisitions. alliances and interationalization 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 5
5 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 The section 6: Case study: Xiaomi’s strategies in Indian mobile phone market Using SWOT matrix and QSPM matrix, the case helps students know about Xiaomi’s strategies in Indian mobile phone market and understand the realistic trend of Chinese enterprise. （三）思考与实践 Select a Chinese enterprise for case analysis and provide strategic suggestions for it by using SWOT matrix and QSPM matrix. （四）教学方法与手段 Lecture and oral presentation. 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：l1.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. Chapter6 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：l.The nature of the strategic analysis and selection 2.Comprehensive strategy framework 6
6 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. 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. 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：l.Summary of corporate goverance 2.Corporate governance and strategic management 3.Board decision-making.assessment of the strategic management department 4.Executive compensation,executive incentive strategy 难点：.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. Chapter 8 Global Strategy (一)目的与要求 1.Leam the relationship between organizational structure and strateg 2.To understand the development of organization structure mode 3.Understanding of the relationship between the functional structure and business strategies
7 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. 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 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. 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：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 5.The organizational structure of international operation 难点：.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. 五、各教学环节学时分配 13教学环 节 讨 ● 实验 其他教 小 论 散学时数 学环节 课 课 课 计 课程内容 第一章 第二章 3 3 第三章 6 8
8 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 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. 五、各教学环节学时分配 13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 第六章 第七章 第八章 3 期末课程展示 12 12 合计 24 12 12 48 六、课程考核 (一)考核方式 过程性考核方式，以案例分析和课堂展示作为主要的考核方式。平时考核包括考 勤和课堂展示3次，主要内容包括外部环境分析、内部环境分析和战略制定及选择： 期末也以案例分析和课堂展示考核，主要内容是选取一家中国企业为研究对象，为其 国际化经营提供战略建议。 (一)成绩构成 平时成绩占比：50% 期末考试占比：50% (三)成绩考核标准 1考勒勤至少3次，点名全覆盖所有学生，分值是10分。缺课和数次请假扣分，扣 完为止。 2.课堂展示3次，总分值40分：其中安排思政方面的考核内容，分值不少于25%。 书面报告和口头报告根据学生案例理解情况、讲述观点清晰度、逻辑层次明晰度、讲 述表现力等具体情况给分。 3.期末案例分析和课堂展示1次，总分值50分，其中安排思政方面的考核内容 分值不少于25%。书面报告和口头报告根据学生案例理解情况、讲述观点清晰度、逻 辑层次明晰度、讲述表现力等具体情况给分 七、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）》，机 械工业出版社2012.7 参考资源： (1)人民日报评论部著，习近平讲故事，人民出版社，2017年5月 (2)中共中央宜传部，习近平新时代中国特色社会主义思想三十讲，学习出版 社，2018年5月
9 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、课程考核 （一）考核方式 过程性考核方式，以案例分析和课堂展示作为主要的考核方式。平时考核包括考 勤和课堂展示 3 次，主要内容包括外部环境分析、内部环境分析和战略制定及选择； 期末也以案例分析和课堂展示考核，主要内容是选取一家中国企业为研究对象，为其 国际化经营提供战略建议。 （二）成绩构成 平时成绩占比：50% 期末考试占比：50% （三）成绩考核标准 1.考勤至少 3 次，点名全覆盖所有学生，分值是 10 分。缺课和数次请假扣分，扣 完为止。 2.课堂展示 3 次，总分值 40 分；其中安排思政方面的考核内容，分值不少于 25%。 书面报告和口头报告根据学生案例理解情况、讲述观点清晰度、逻辑层次明晰度、讲 述表现力等具体情况给分。 3.期末案例分析和课堂展示 1 次，总分值 50 分，其中安排思政方面的考核内容， 分值不少于 25%。书面报告和口头报告根据学生案例理解情况、讲述观点清晰度、逻 辑层次明晰度、讲述表现力等具体情况给分。 七、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）》，机 械工业出版社 2012.7 参考资源： （1）人民日报评论部著，习近平讲故事，人民出版社，2017 年 5 月 （2）中共中央宣传部，习近平新时代中国特色社会主义思想三十讲，学习出版 社，2018 年 5 月
(3)弗雷德R.戴维，《战略管理》，中国人民大学出版社2012.8 (4)SINO-FOREIGN MANAGEMENT(《中外管理》)，htp:www.Zwgl.com.cn (5)《管理论坛》 (6)http://www.vcmc.net/forum/magazine/ 八、其他说明 大纲修订人：潘苏 修订日期：2020/12/6 大纲审定人： 审定日期： 10
10 （3）弗雷德 R. 戴维，《战略管理》，中国人民大学出版社 2012.8 （4）SINO-FOREIGN MANAGEMENT (《中外管理》), http://www.zwgl.com.cn/ （5）《管理论坛》 （6）http://www.vcmc.net/forum/magazine/ 八、其他说明 大纲修订人：潘苏 修订日期：2020/12/6 大纲审定人： 审定日期：