Top Ten Myths in Strategic Management

Author: Li Jianfeng
Publisher:
Publish Date: 2004-01-01
Features: The Top Ten Management Myths Series. This book applies the theory of modern corporate strategic management, revealing the reasons for failures in corporate strategic management and summarizing the top ten management myths through the analysis of numerous classic domestic and international cases. Compared to other books on the market, this book has the following three main characteristics: , a combination of case analysis and theoretical explanation. Second, a combination of lessons from failures and experiences from successes. Third, a combination of global best practices and Chinese practices. This book provides guidance for corporate managers to improve their strategic management. This book applies the theory of modern corporate strategic management, revealing the reasons for failures in corporate strategic management and summarizing the top ten management myths through the analysis of numerous classic domestic and international cases. The book is divided into ten chapters, each independently analyzing one myth, following the structure of an opening case, myth analysis, solutions, and success stories, with a "Reflection" section at the end of each chapter. The three main characteristics of the book: , a combination of case analysis and theoretical explanation. This book primarily focuses on case studies, with foundational theories as a backdrop. In addition to the "Opening Case" and "Success Story" sections featuring large-scale cases, classic small-scale cases of corporate successes and failures are interspersed throughout. The language is easy to understand, and relevant theories are used to analyze and elaborate on the "Solutions," with clear explanations provided for all professional terms. The chapters follow the logical sequence of strategic analysis, strategic selection (formulation), strategic implementation, and strategic control in strategic management theory. Second, a combination of lessons from failures and experiences from successes. "A stone can serve as a mirror to examine one's own faults," as one should learn from successful enterprises and draw lessons from failed ones—both experience and lessons are equally valuable knowledge and wealth. This book starts with an analysis of failed enterprises, identifying the problems in the myths and proposing solutions, while also introducing how successful enterprises have overcome these obstacles in their strategic management. The combination of positive and negative examples allows readers to navigate through the lessons of failure and the experiences of success, gaining deeper insights through comparative analysis. Third, a combination of global best practices and Chinese practices. Since the main purpose of this book is to guide the practice of Chinese enterprises, the cases are selected from famous enterprises around the world, but the application is arranged as follows: the opening failure cases are all from Chinese enterprises, while the concluding success cases are from world-renowned large enterprises, aiming to achieve the effect of "making foreign techniques serve China" and broadening the perspective. Because most Chinese enterprises emerged after the reform and opening-up and are still in their growth phase, they have yet to be tested by history, while many foreign large enterprises have a long history, and their management systems and philosophies have become relatively mature after weathering many storms.