1 ( ) : : ( ) 2

1 (     ) :  : (     ) 2

1 ( ) : : ( ) 2 : : : :

: : 3 : : : : : :

p : ( plan- 1 ) ( pattern- 2 ) ( perspective- 3 ) ( position - 4 ) ( ploy- 5 ) 6 - 1 - : .

- : . 7 - -2 - : .

. : . . . - 8 - -3

- : . . : . 9

-4 : . : . : . . . .

10 : . . - .

. . . 11 : - . . - .

. - - 12 . ( ) ( ).

. ( ) . .

13 . . ( ) . . Nucor

. Nucor . Nucor . - 14 . . 1980 .

( ) . . . . 15 . 16

. . . . . .

17 External appraisal Threat and opportunities in environment Strengths and weaknesses of a organization

Distinctive competen ces Key success factors S res ocAial pon Z s i bi lity Internal appraisal Creation of

strategy lue rial va e g a n Ma s Evaluation and choice of strategy Implementation of strategy 18

. ( ) . ( . . . . 19

: : . : . : . : . swot ( ) . 20

-1 : ( ) ( ) -2 : ( ) ( ) 21 -3 : ( ) ( ) -4 : ( ) ( ) ( ) ( )

22 -5 : ( ) ( ) ( ) -6 : ( ) ( ) ( ) 23 - 1 . - 2

. - 3 . - 4 : . -5 . - 6 . - 7 24 . : . :

-1 . . . . -2 . 25 . .

: -3 . . . . . . -4 . .

26 . . . . . . . .

: 27 28 . 1956 . . .

. 29 The Steiner model of strategic planning Planning studies Fundamental organizational socioFundamental economic purpose values of top manager

Evaluation of external and internal opportunities strength and weaknesses Strate gic planni ng and plans compa ny missio ns longrange objecti ves policie

s strate gies Mediu m range progra mming and progra ms sub objecti ves sub policie s sub strate

gies Short range plannin g and plans goals targets proced ures tactical plans progra mmed plans Organizati on for

implement ation of plans Review and evaluat ion of plans Feasibi lity testing 30 ::

. : . . . . . . : . . 31

: . . . :

32 . . ( ) ( ) . . . :

. 1979 . 33 : -1 . . -2 . -3

. 34 34 : -1 : ( ) . . . -2 : . . . -3 : ( )

. . ( ) . 35

( ( ) ) ( ( )

) 36 - 1 : . . . -2 : . .

. : . 37 -3 . . . . ( . )

. - 4 : . 38 -5 ... : ( ) . . .

- 6 ... : . 39 -7 ... : . . .

. 40 . .

. -1 predetermination -2 detachment 41 -3 formalization .

. . . . . strategic planning . strategic programming . . 42

( ) ... . ( ) . . . .

43 . ( ) . . . .

. ( ). 44 . Strategy analyst Black box of Strategy making Strategy catalyst

Strategy programmer 45 ( ) 1993 :15 -1 . ( ) . . -2 . -3 . (

46 ) . . 47 . . . ( ) . ( ) . .

( ) . 48 . . . . (

) . . . . 49 : -1 : . -2 ( ) . -3 . -4

. -5 . . 50 : . . .

. . . ploys . : 51 . : . .

52 -1 : . . -2 : . . - 3 ( ) : . -4 : . 53

. -5( ) : . . -6 : . . -7 : .

-8 : . -9 : . 54 . . . : . . ( ). .55 :

. 56

: .

( ) . 1960 1970 1980 conceptual marketplace . . . ( imperatives 57 ) . (: )BCG

. . . BCG . . . . . . 58 . : - 1 .

. . - 2 . . - 3 . . - 4 . . 59 . (BCG) * High

? star Problem child Succe ss seque nce low $ X

Cash flow dog high low Cu rre nt ma rke t sh are of the bu

sin es s 60 : . . . . . 61 : 1970

1980 . . ( ) . . 62 : 1980 .

. 63 : . . . . 64

: 1980 1985 . : . 65 -1 -2

-3 -4 -5 66 - - -

- - - -

- - - - - -

- - - -

- - - -

67 - - - - -

- - - -

- - -

- - - -

- -

- - -

- being all thins to all people strategic mediocrity . . .

1- 3A 68 2 - 3B -

-1 : single static . ( ) . -2 : cluster static . . -3 : .

. . -4 : . . 69 . ( ) - - - -

: : apple computers . : . : . : 70 .

: : . : ( ) : IBM .IKEA : . : 71 3M . 72

. . . . . 73 ( ) .

. . 74 . . . ( ). . . .

75 . . . . ( ) . 76

. . . . ( ). 77

. . . 78 . (

)nasi1991 6 : -1 . . 79 ( )nasi1991

-2 . . . . . 80 ( )nasi1991

-3 . . . . : . 81 ( )nasi1991 -4 .

. ( ) . . 82 ( )nasi1991 -5 ( ). . 83

( )nasi1991 -6 . ( ) . 84 ( )nasi1991

-7 . : -1 . -2 . -3 . 85 : -1 -2 -3 -4 . 86

( )1992:207 . . . ( ( .)1983:52 ) . 87

)1992:207 ( . . .

. . 88 )1973 (

-1 : . : . 89

-2 . : . . . . .

90 -3 . ( ) . . -4 . ( )1961 . . . 91

the entrepreneurial ego : . : . : . . . 92

o o -1 . -2 . 93

o o 94 -3 . -4 . ( ) ( )

o o -5 . . -6 . . 95 96

. . 97 ( ) 10 15 . 1990

. . . 98 . . . .

. . . 99. . . .

. . . 100 : .

: . . . 101 : . . .

. : . . 102 . : . ( )

. 103 Organizational outcomes Organizational level attention . . . . Strategic information encoding

Storage/retrieval action . . . . * . . .

Shared meanings . . Framed construction socialization decision roles .. . . .

Individual level: attention * encoding Top management team (TMT) . . . . .

. Storage/retrieval action - v.p.marketing - v.p.producting - CEO Individual outcomes 104

. : -1 . -2 ( ) . 105 -3 ( ) ( ) .

. -4 106 . . .

. . (( )) (( )) . . 108

. . . . ( ) ( ) . . . . . 109

. . . . . . 110 :

111 : (()) (()) (( )) . . . : :

( ) . . . . . . 112

( ) -1 -2 -3 -4 -5 -6 -7 -8 -9 . -10 -11 -12 113 : .

(( )) . . . : . . 114 .

115 . .

. . . . 116

. ... . . ( ). : . . .

. . : . : . . : .

. 117 . (( )) -1 . . -2 . -3 118

(( )) -4 . . -5 . . -6 119

() 120

-1 . . . -2 . . -3 . 121 -4 .

. . . -5 . . 122 . (( )) (( )) .

. . . . . 123 : -1 -2

(()) (( )) -3 124 . . . (( )) (( )) (()) .

. 125 . : : . : . : . : (( ))

. 126 . (( )) . (( )) 127

. : -1 : . . -2 : . -3 : . 128

-

129 -

. (( )) . . . . . . 130 .

-1 : (( )) . . . . . (( )) 131 .

. . 132 -2 : . :

-1(()) (()) . (( -2)) (()) . 133 :

. 134 : . (()) . .

. 135 : . . : -1 -2 -3 . -4 -5

136 : : : . 137 .

. 138 . (( )) .

( . ) . 139 . . . . .

. . . 140 -1 . . .

. -2 . . . . 141 -3 . . -4 . .

. -5 . . 142 : . (()) .

. : -1 -2 -3 143 : . . ( ) .

144 . : . . . . . . 145

: . . . . 146 : . . . .

. . . . . . . 147 : . .

(( )) . . . 148 . .

. . . 149 150

. . . : (( )) (( )) . . . 151 . . (( ))

(( )) . : : : : 152 : . . :

. . 153 : (( )) . -1 : . -2 : . -3 : . 154

155 (( )) (()) : -1 . -2 . -3 . -4 (( )) (( ))

. -5 . 156 . . . 157

: . . 158 . .

. . 159 . . .

. . 160 : . : . : . .

: . 161 : ) . ) . ) : : -1 -2

-3 -4 -5 162 ) : : -1 . -2 -3 -5 -6 163 ) : -1

-2 -3 -4 164 : . . . : :

. 165 : : -1 : . - 2 : . . -3 : . .

. . . 166 : - 167 .

. : 168 -1 : . . (( )) . (( )) . . (( )) . -2 :

. -3 : 169 . : )1 )2 )3 )4 170 :

. . . . 171 : (( )) . . .

. 172 : (( )) : -1 . 173 .

: -2 . -3 . -4 . -5 . 174 : :

. . : . 175. : . (( ))

. 176 : (( . . . . . 177

. . . . 178

. : . . . . 179 :

. . . . 180 -1 . -2

. 181 -3 . -4 . 182

183 . . . . .

184 . . 185 . .

. . (( )) . 186 (( )) . . . (( )) ( )

. 187 -1 . -2 . . 188 -3

. -4 . -5 . 189 . : -1 :

. . . 190 - 2 : . .

. 191 -3 : : 192

-4 : . . -5 : . . 193 -1 .

-2 . -3 . (( -4 )) . . 194 . : . :

. : . (( )) (( (( )) )). : . 195 . .

. . (( )) . . . 196 . . .

. . 197 . . (( ))

. 198 : . : : . : . : . : . 199

200 . . . . 201 (( )) .

. . : 202 -1:)stability ( : . -2( :)complexity .

. -3 :)market diversity( : . -4 )hostility (: : . 203 . (( )) . .

. . . (( )) . 204 . :

. 205 . (( )) (( )) (( )) . (( )) (( )) .

206 : . . . . : cursive isomorphism- 1 normative isomorphism- 2 normative isomorphism- 3

207 (( )): . (( )) : . . (( )) : . 208

: ( )1 ( ) ( )2 ( ) ( )3 ( ) ( )4 ( ) ( )5 ( ) 209 . . .

. . . . . 210 : . . : .

. 211 212 . . 213

: . . . . . 214

215 (( )) (( )) . . (( )) . .

. (( )) . . : . 216 -1 . . . .

. -2 . 217 -3 . -4 . 218

-5 . . . -6 . 219 ): ( the entrepreneurial organization

. . 220 : )the machine organization ( : . :) )professionalorganization . .

. . . 221 ( : )the diversified organization . ( the adhocracy :)organization . (( ))

. 222 ( :)the missionary rganization . . . ( : )political organization . . .

223 . . : 224 .

: 225 (()) : . : . : . .

. . . . 226 : -1 (()) : . -2 (( )) :

. -3 (( )) : . -4 (( )) : . 227 (()) (( )) : : (( )) .

: . : (()) . : . (( 228)) .

. : -1 : (( )) . . -2 : . -3 : . 229 . . .

. . (( )) . : . 230 (( )) . .

. . . . . . 231 : -1 ( )driven change

. : -2 ( : )planned change . -3 ( : )evolved change . . 232

233 - (( )) (( (( )) )) :

-1 : . -2 : . -3 : . -4 : . 234 . . .

. . . 235

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