| ABSTRACT | 第4页 |
| DEDICATION | 第5-6页 |
| TABLE OF CONTENTS | 第6-9页 |
| 1.0. CHAPTER 1-INTRODUCTION | 第9-17页 |
| 1.1. Background of the Study | 第9-10页 |
| 1.2. Failure of Corporate Level Strategies in the Past | 第10-14页 |
| 1.2.1. Misconception of the Word 'Strategy" | 第10-11页 |
| 1.2.2. Top Management's Job Security and Orientation | 第11-12页 |
| 1.2.3. Inefficacy of the Portfolio Management and Reconstruction Strategies | 第12-14页 |
| 1.3. Statement of the Problem | 第14页 |
| 1.4. Objective of the Study | 第14页 |
| 1.5. Significance of the Study | 第14-15页 |
| 1.6. Scope of the Study | 第15页 |
| 1.7. Methodology | 第15-17页 |
| 2.0. CHAPTER 2-GENERAL CONCEPTS IN CORPORATE LEVEL STRATEGY MANAGEMENT | 第17-30页 |
| 2.1. Definition of Corporate Level Strategy | 第17-18页 |
| 2.2. Types of Corporate Level strategies | 第18-21页 |
| 2.2.1. Growth Strategies | 第18-19页 |
| 2.2.2. Stability Strategies | 第19-20页 |
| 2.2.3. Retrenchment Strategies | 第20-21页 |
| 2.3. Contributions of Business and Functional Level strategies | 第21-22页 |
| 2.3.1. Business Level Strategies | 第21-22页 |
| 2.3.2. Functional Level Strategies | 第22页 |
| 2.4. The Corporate Strategy Process | 第22-27页 |
| 2.4.1. Strategy Analysis and Formulation | 第22-26页 |
| 2.4.1.1. The Boston Consulting Group (BCG) Matrix | 第23-25页 |
| 2.4.1.2. Other Tools for Analyzing and Formulating Corporate level Strategies | 第25-26页 |
| 2.4.2. Corporate Strategy Implementation | 第26-27页 |
| 2.5. Dynamism of the Global Business Environment | 第27-28页 |
| 2.6. Global Trends and Corporate Level Strategies | 第28-30页 |
| 3.0. CHAPTER 3-MAJOR TRENDS AND APPROACHES IN CORPORATE LEVEL STRATEGY MANAGEMENT | 第30-46页 |
| 3.1. Global Forces Affecting Multi-national Businesses | 第30页 |
| 3.2. Global Trends and Corporate Strategy Management | 第30-32页 |
| 3.3. Ethics in Global Business | 第32-34页 |
| 3.3.1. Investing in Ethical Companies | 第33-34页 |
| 3.4. Corporate Level Diversification Strategies | 第34-38页 |
| 3.4.1. Related Diversification Strategies | 第34-36页 |
| 3.4.2. Unrelated diversification Strategies | 第36-37页 |
| 3.4.3. Rationales for Diversification | 第37页 |
| 3.4.4. Three (3) Tests of Successful Diversification | 第37-38页 |
| 3.5. The fall of Conglomerates | 第38-39页 |
| 3.5.1. Related Diversified Companies in Relation to Conglomerates | 第39页 |
| 3.6. Corporate Restructuring:An Alternative to Portfolio Management | 第39-41页 |
| 3.7. Growing Concepts in Related Diversification Strategy | 第41-43页 |
| 3.7.1. Transfer of Skills within Business Units | 第41-42页 |
| 3.7.2. Sharing Activities within Business Units | 第42-43页 |
| 3.8. Mergers, Acquisitions and Strategic Alliances | 第43-46页 |
| 3.8.1. Benefits of Strategic Alliances over Mergers and Acquisitions | 第44-46页 |
| 4.0. CHAPTER 4-ALIGNING CORPORATE STRATEGY MANAGEMENT WITH GLOBAL BUSINESS DYANAMICS | 第46-66页 |
| 4.1. Global Oriented Organizations | 第46-49页 |
| 4.1.1. Management Orientation | 第46-48页 |
| 4.1.2. Congruence in Corporate and Business Level strategy formulation | 第48-49页 |
| 4.2. Fostering a globally Oriented Culture | 第49-51页 |
| 4.2.1. Exemplary leadership Styles and Qualities | 第50页 |
| 4.2.2. A Value Driven Culture | 第50-51页 |
| 4.2.3. An innovative Culture | 第51页 |
| 4.3. Keys to an Effective Corporate Level Strategy | 第51-57页 |
| 4.3.1. The basis for Core Competencies | 第51-53页 |
| 4.3.2. The Core Competencies of a Company | 第53-57页 |
| 4.3.2.1. Testing the relevance of Core Competencies | 第54-55页 |
| 4.3.2.2. An Environment for Core Competency Creation | 第55页 |
| 4.3.2.3. Strategic Business Units vs. Core Competency Based Units | 第55-57页 |
| 4.4. Innovation as a Driving Force | 第57-64页 |
| 4.4.1. Innovation and Change | 第58-59页 |
| 4.4.2. Innovation and Timing | 第59-60页 |
| 4.4.3. Innovation and Management Culture | 第60-61页 |
| 4.4.4. Measuring Innovative Efforts | 第61-62页 |
| 4.4.5. Innovating in line with Customer needs | 第62页 |
| 4.4.6. The Concept of Co-Innovation | 第62-64页 |
| 4.5. The Effectiveness of Related Diversification Strategy in a Dynamic Global Business Environment | 第64-66页 |
| 5.0. CHAPTER 5-CASE ANALYSIS OF TWO (2) MAJOR AUTOMOBILE COMPANIES | 第66-83页 |
| 5.1. A Brief History of Toyota Motor Corporation | 第66-69页 |
| 5.1.1. The Toyota production System | 第68-69页 |
| 5.2. A brief History of General Motors Company | 第69-71页 |
| 5.3. A SWOT (Strengths, Weaknesses, Opportunities and Threats) Analysis of both companies | 第71-76页 |
| 5.4. Strategic Errors made by both Companies | 第76-79页 |
| 5.5. Changing Strategies to align with Global Business Trends | 第79-83页 |
| 6.0. CHAPTER 6- SUMMARY, CONCLUSIONS AND RECOMMENDATIONS | 第83-91页 |
| 6.1. Summary | 第83-85页 |
| 6.2. Conclusions | 第85-88页 |
| 6.3. Recommendations | 第88-91页 |
| Acknowledgement | 第91-92页 |
| References | 第92-94页 |
