企业价值观与战略管理(国外英语资料).docVIP

企业价值观与战略管理(国外英语资料) I. The Influence of values on enterprise strategic management It is found that, under different values, the development strategies of American enterprises, Japanese enterprises and European enterprises exhibit obvious inconsistencies. Some enterprises have adopted a completely different strategy in the context of similar internal and external conditions. As for the cases of pharmaceutical health care products companies, giant group adopted diversification and expansionary strategy, three strains of group adopt specialization strategy, market development strategy through mass marketing, Tianjin Tasly group proposed the Chinese medicine achievements, the world share concept, take full range of innovation, focus on the development strategy. There are many factors that cause their strategic differences. Among them, the values of enterprises in different countries and different companies are important factors that can not be ignored. Although the research background is not the same, but many scholars research results reflect the close relationship between values and strategic management: 1. McKinseys 7S theory In 1980, Waterman, Peters and Phillips put forward this theory, then a comparative study of Japanese and American enterprises by Pascal and Athos, the empirical theory. The theory is that the 7 most important factors in the process of strategy can be represented by 7 S at the beginning of the English words, they are strategy (strategy), structure (structure), system (system), style (style), staff (staff), skills (skills) and superordinate goals (common values). In this model, the central values are shared values. Only when these factors form a harmonious whole can the enterprise succeed. Peters and Waterman in the 80s issue of the pursuit of excellence in the book further pointed out clearly: advocating service, quality and innovation is the successful pursuit of excellence is the company or companies have in common, these values provide the com