1、难得糊涂是一种境界，心平如境是一种修养9/4/2022 9:49:16 AM09:49:1604-9月-22。9月-229月-222、顺其自然是一种超脱，威武不屈是一种品格。9/4/2022 9:49 AM9/4/2022 9:49 AM9月-229月-22 09:49:1609:49Sep-2204-Sep-224、富贵不淫是一种情操，常笑就是健康，快乐成就人生。09:49:1609:49:1609:49Sunday,September 4,20225、积极向上的心态，是成功者的最基本要素。9月-229月-2209:49:1609:49:16September 4,20226、人言纷杂，保持自我；工作勤奋，娱乐适度。04 九月 20229:49:16 上午09:49:169月-227、积极的人在每一次忧患中都看到一个机会。九月 229:49 上午9月-2209:49September 4,20228、业余生活要有意义，不要越轨。2022/9/4 9:49:1609:49:1604 September 20229、9/4/2022 9:49:16 AM09:49:1604-9月-22。9:49:16 上午9:49 上午09:49:169月-2210、上帝说爱情需要缘份，两个命中注定相爱的人。9/4/2022 9:49:16 AM09:49:1604-9月-2211、爱已欠费，情已停机，缘分不在服务区。9/4/2022 9:49 AM9/4/2022 9:49 AM9月-229月-22产业动态与全球市场分析(PPT 53页)Industrial Dynamics and Market/Competitor Analysis in a Global ContextKey Concepts:Dynamics,Industry,Competition,Globalisation Knowledge,Analysis,InternetOverview of the BlockTheories of Industrial Dynamism and Industry AnalysisTheories of Competition and Implications for Strategies of International FirmsInternational Market Knowledge The InternetThe Concept of Industrial DynamicsIndustrial Organisation(IO)EconomicsThe S-C-P modelPorters Five ForcesTheories of CompetitionPerfect competitionIndependence and competitive rivalryResource-Advantage TheoryCompetitive DynamicsCompetition is evolutionaryFirm strategies are disequilibrium provoking(cf.Schumpeters creative destruction)The PlayersThe focal industryCustomers industry/industriesSuppliers industry/industriesThe environment as the playing fieldThe Role of ICT in Changing the Rules of the GameICT engineered competitors-new entrantsICT as a strategic toolICT as chain facilitatorsUpstream Downstream Migatronic-”The Rolling Case”Testing Theory-Practice fitCharacteristics of Migatronics industryNature and degree of competitive dynamicsAppropriatness of the S-C-P modelStrategic Orientation of MigatronicKnowledge Acquisition and ManagementPossible role of ICTAlternative business development strategies for Migatronic-Some Key Concept&TheoriesDynamic CompetitionDynamic EfficiencyCompetence-based theoryResource-base theoryAlternative approaches to business knowledge management(East and West)ICT and International Business Management Competence-based TheoryThe Concept of Core Competence Dynamics of Firm competenceCreating competenceLeveraging competenceRenewing competence The concept of organisational capabilities Strategic Implications of the Competence-based TheoryEnvironmental scanningIdentifying opportunities and threatsAchieving strategic fitManagement ForesightProactive strategies Teaching MethodsLecturesReading AssignmentsWorkshopMini projectInternational Market AnalysisAims and ApproachesAimsInsight into alternative approaches to international market knowledge generation and disseminationAwareness of problems and solutions to market analysisImprove skills in undertaking market analysisApproacheslectures and discussionsExercisesSeminar/joint learningMarket Analysis and Organisational View of the EnvironmentObjectively analyzableCannot be influencedRoutine analysis,formal data,interpretation within traditional boundariesPassive responsesCan be influencedDiscovering,formal search,surveys etc.Active detection and response behaviourSelf constructed/Not objectively analyzableCannot be influencedInterpretation based on informal data,hunches,rumourResponses guided by chance,opportunitiesCan be influencedEnacting,experimentation,testing,coercion,innovation,learning by doingAssumptions Underlying Knowledge AcquisitionThe western perspectiveKnowledge is acquired,not createdRationalismExistence of absolute truth that can be deduced from logical,rational reasoningEmpiricismKnowledge is best derived from empirical sensory experience/evidence(inductive approach to knowledge acquisition)Attempts at synthesisImplications for Market Knowledge AcquisitionObjective view of the market environmentAnalytical synthetic approach to market analysisSelective focus on”relevant”knowledgeSeparation of analyst from the user of knowledgeEmphasis on explicit knowledge Codification in models and reportsThe asian perspectiveOneness of person and the environmentOneness of body and mindImplicationsCreation of knowledge through interactionEnactment of the environmentHolistic(non-fragmentary)view of knowledgeEmphasis on tacit knowledgeHolistic commitment to break away from the pastCreating and managing changeThree Types of Productive Organisational LearningSingle loop learning(negative feedback/first order learning)Instrumental learning-learning to do the same thing better-efficiencyDoes not challenge the underlying assumptions of tasksChange only action parametersUnderlying assumptionsThere is a right answerInvestigations will reveal this answerAnswer can be successfully applied to the given situation Double loop learningLearning to do things differently-effectivenessUnderlying assumptionsThere are many right answersEmployees have the creative capacity to find the right answersLearning while doingMultiple Loop Learning(Learning to lear