格里·约翰逊等专著的《战略管理基础(第2版清华管理学系列英文版教材)》集中介绍了关于战略的基本概念和技术，提供了来自各行业的国际化组织的战略案例，并囊括了许多当代重要战略议题，如国际化、公司治理、创新和并购等。

经典战略管理教材Exploring Strategy自出版以来，一直在欧洲排名第一，累计销量已超过90万册。本书是同作者将其精炼而成，保留了精华，同时篇幅适中，更加实用。本书集中介绍了关于战略的基本概念和技术，提供了来自各行业的国际化组织的战略案例，并囊括了许多当代重要战略议题，如国际化、公司治理、创新和并购等。

格里·约翰逊等专著的《战略管理基础(第2版清华管理学系列英文版教材)》将理论与实践完美地融合在一肺静脉。可读性强，可供相关专业学生用做战略管理教材，也可供企业管理人员参考。

第1章 战略概述

第2章 环境

第3章 战略能力

第4章 战略目标

第5章 业务战略

第6章 公司战略与多元化

第7章 国际战略

第8章 创新战略

第9章 兼并、收购与联盟

第10章 战略实施

1 INTRODUCING STRATEGY

1．1 Introduction

1．2 What is strategy?

1．2．1 Defining strategy

1．2．2 Leve Ls of strategy

1．2．3 Strategy statements

 1．3 The Exploring Strategy Mode[

1．3．1 Strategic position

1．3．2 Strategic choices

1．3．3 Strategy i n action

 1．4 Strategy development processes

Summary

Recommended key readings

References

Case example：Glastonbury—from hippy weekend to

international festival

2 THE ENVlRONHENT

 2．1 Introduction

 2．2 The macro—environment

2．2．1 The PESTEL framework

2．2．2 Bui【dina scenarios

 2．3 Industries and sectors

2．3．1 Competitive forces—the five forces framework

2．3．2 The dynamics of industry structure

 2．4 Competitors and markets

2．4．1 Strategic groups

2．4．2 Market segments

2．4．3 B[ue Ocean thinkina

 2．5 Opportunities and threats

Summary

Video case

Recommended key readings

References

Case example：Global forces and the Western European brewing industry

3 STRATEGIC CAPABILITIES

3．1  I ntrOductiOn

3．2 Foundations of strategic capabil,ity

3．2．1 Resources and competences

3．2．2 Dynamic capabi[ities

3．2．3 Thresho[d and distinctive capabi[ities

 3．3 ‘VRIN’：strategic capabil,ities as a basis for

COmpetitive advantage

3．3．1 V—value of strategic caDabi[ities

3．3．2 R—rarity

3．3．3 I—inimitabil,ity

3．3．4 N—non—substitutabi[ity

 3．4 Diagnosing strategic capabilities

3．4．1 The va rue Chain and value network

3．4．2 Activity systems

3．4．3 SWOT

Summary

Video case

Recommended key readings

References

Case example:Inside Dyson：a distinctive company?

4 STRATEGIC PURPOSE

 4．1 IntrodUction

 4．2 0rganisatiOnalpurpose：values．mission．vision and obiectives

4．2．1 Statements Of mission．vision and va[ue

4．2．2 Obiectives

 4．3 Corporate governance

 4．4 Corporate social responsibility

 4．5 Stakeholder expectations

4．5．1 Stakeho[der qroups

4．5．2 Stakeholder mapping

 4．6 Cultural influences

4．6．1 National Cultures

4．6．2 0rganisationalculture

4．6．3 OrganisationalSUbcuI．tures

4．6．4 Culture’s influence on strategy

4．6．5 Analysing CUlture：the CU[turalweb

Summary

Video case

Recommended key readings

References

Case exa m ple：Cultural turnaround at Club Med

5 BUSINESS STRATEGY

5．1 Introduction

5．2 Generic competitive strategies

5．2．1 Cost-leadership

5．2．2 DifferentiatiOn strategies

5．2．3 Focus strateqies

5．2．4 Stuck in the middle’?

5．2．5 The strategy c1．ock

5．3 l nteractive strateg ies

5．3．1 Interactive price and quality strategies

5．3．2 Cooperative strategy

Summary

Video case

Recommended key readings

References

Case exa m ple：Madonna：the reigning queen of pop?

6 CORPORATE STRATEGY AND DIVERSlFICATl0N

 6．1 Introduction

 6．2 Strategy directions

6．2．1 Market penetration

6．2．2 Product development

6．2．3 Market development

6．2．4 CongI．omerate diversification

6．3 Diversfication drivers

6．4 Vertical．inteqration

6．4．1 Forward and backward integration

6．4．2 TO integrate or to outsource?

 6．5 Value creation and the corporate parent

6．5．1 Vatue-adding and value-destroying activities of corporate parents

6．5．2 Corporate parenting types

 6．6 The BCG【or growth／share】matrix

Summary

Video case

Recommended key readings

References

  Case exampl．e：Virgin：the global entrepreneur

7 INTERNATl0NAL STRATEGY

7．1 Introduction

7．2 InternatiOnalisation drivers

7．3 National．and international．sources of advantage

7．3．1 Locational．advantage：Porter’S Diamond

7．3．2 The jnternatiOna【val．ue network

7．4 Internationa【strategies

7．5 Market sel,ection and entry

7．5．1 Market characteristics

7．5．2 Competitive characteristics

7．5．3 Entry modes

Summary

Video case

Recommended key readings

Refe广ences

Case exampl．e：Lenovo computers：East meets West

8 INNOVATl0N STRATEGIES

8．1 Introduction

8．2 lnnovation di[emmas

8．2．1 Techn01．ogy push or market pul,l,

8．2．2 Product or process innovation

8．2．3 Open or cl,osed innovation

8．2．4 Technol,ogica[or business-model innovatior

8．3 Innovation diffusion

8．3．1 The pace of diffusion

8．3．2 The diffusion S-curve

8．4 lnnovators and fottowers

8．4．1 First-mover advantages and disadvantages

8．4．2 First or second?

8．4．3 The incumbent’S response

Summary

Recommended key readings

References

Case exampl,e：Skype：innovators and entrepreneurs

9 ERGERS．ACQUlSITl0NS AND ALLIANCES

9．1 Introduction

9．2 Orqanic devel,opment

9．3 Mergers and acquisitions

9．3．1 Types of mergers and acquisitions

9．3．2 Motives for mergers and acqUisitions

9．3．3 M＆A processes

9．4 StrateQic atl．iances

9．4．1 Types of strategic atl,iance

9．4．2 Motives for al,．1,iances

9．4．3 Strategic al,[iance processes

Summary

VIdeo case

Recommended key readings

References

Case exampl．e：Final．fantasy captures Lara Croft：acquisitions and alliances in electronic games

10 STRATEGY lN ACTl0N

10．1 Introduction

10．2 Structura[types

10．2．1 The functionalstructure

10．2．2 The multidivisionalstructure

10．2．3 The matrix structure

10．3 0rganisationalsystems

10．3．1 P1．anning systems

10．3．2 Performance targeting systems

10．3．3 Cul．turalsystems

10．4 Organisationa[configuration：the McKinsey 7~S framework

10．5 ading strategic change

10．5．1 Types of strategic change

10．5．2 Strategic change programmes

10．5．3 Strategic 1．eadership：roles and sty[es

Summary

Recommended key readings

References

Case example：Managing change at Faslane

Appendix：Evatuating strategies

Introduction

S：suitabil．ity

A：acceptabil．ity

F：feasibil．ity

Gtossary

Index of names

GeneraIi ndex

Pubtisher’S acknowtedgements