德鲁克经营思想述评
5641 
0
外国经济与管理 2006 年 第 28 卷第 11 期, 页码：12 - 19
摘要
参考文献
摘要
美籍奥地利管理学家彼得.F.德鲁克经营思想是管理学理论体系中最为璀璨的一颗明珠,对企业经营战略理论的发展起到了极大的推动作用。本文分析了德鲁克经营思想对企业经营实质的揭示,探讨了德鲁克对公司战略理论发展和商业模式研究的贡献,并分析了德鲁克关于企业经营的基本假设问题。
[1]Peter F Drucker.The practice of management[M].New York:Harper&Row Press,1954:ch.5.
[2]Theodore Levitt.Marketing myopia[J].Harvard Business Review,1960,38(7/8):45-56.
[3]Theodore Levitt.Marketing myopia:retrospective commentary[J].Harvard Business Review,1975,53(9/10):26-48.
[4]Gary Hamel,and C K Prahalad.Competing for the future:breakthrough strategies for seizing control of your industryand creating the markets of tomorrow[M].Boston,Massachusetts:Harvard Business School Press,1994.
[5]Andrew Grove.Only the paranoid survive[M].New York:Doubleday,1996.
[6]Kenichi Ohmae.The mind of the strategist:The art of Japanese business[M].New York:Free Press,1982.
[7]Peter F Drucker.The daily Drucker:366 days of insight and motivation for getting the right things done[M].NewYork:Harper Business,2004.
[8]Peter F Drucker.Managing for results:economic tasks and risk-taking decision[M].New York:Harper&Row Press,1964.
[9]Kenneth R Andrews.The concept of corporate strategy[M].Homewood Illinois:Richard D.Irwin,Inc.,1970.
[10]H Igor Ansoff.Strategic management[M].New York:Halsted Press,1979.
[11]H Igor Ansoff.Corporate strategy:an analytic approach to business policy for growth and expansion[M].New York:McGraw-Hill Book Company,1965.
[12]Joan Magretta.Why business models matter[J].Harvard Business Review,2002,80(5):86-92.
[13]Peter F Drucker.The theory of the business[J].Harvard Business Review,1994,72(5):95-104.
[14]Peter F Drucker.Innovation and entrepreneurship:practices and principle[M].London:Heinemann,1989.
[15]Richard P Rumelt,Dan E Schendel,and David J Teece(Eds.).Fundamental issues in strategy:a research agenda[M].Boston,Massachusetts:Harvard Business School Press,1994.
[16]Hugh Courtney.Foresight:crafting strategy in an uncertain world[M].Boston,Massachusetts:Harvard BusinessSchool Press,2001.
[17]James C Collins,and Jerry I Porras.Built to last:successful habits of visionary companies[M].New York:HarperCollins,1994.
[18]Peter F Drucker.Management’s new paradigm[J].Forbes,1998-10-05:152-168.
[19]Theodore Levitt(1969).The marketing imagination(N.E.Ed.)[M].New York:Free Press,1997.
[20]Charles Handy.The empty raincoat:making sense of the future[M].London:Century Press,1995.
[21]Jay B Barney.Organizational culture:can it be a source of sustained competitive advantage?[J].Academy of Manage-ment Review,1986,11(3):656-665.
[22]Simon London.The grand old man of provocative theory:obituary Peter F Drucker[N].Financial Times,2005-11-12.
①美国通用电气公司的John B.Mckitterick于1957年提出的“市场营销观念(marketing concept)”得到了市场营销理论界的普遍认同。见:John B.Mckitterick.What is the Marketing Management Concept?In The Frontiers of MarketingThought and Science.Ed.Frank M.Bass.Chicago,Illinois:American Marketing Association,1957.71-82。
②市场营销职能学派代表人物罗.艾尔德森(Wroe Alderson)提出了供需异质性(Heterogeneity)的观念:企业通过增加产品种类,为消费者提供更多的方便,可以获得差别优势。这可以说是市场细分思想的先驱,由此推动了市场营销观念的发展。见:Wroe Alderson.Marketing Behavior and Executive Action:A Functionalist Approach to Marketing Theory.Homewood,Illinois Richard D.Irwin,Inc.1957。
③约翰.霍华德(John Howard)提出了买方行为理论,推动了市场营销观念的发展。见:John A.Howard and Jagdish N.Sheth.The Theory of Buyer Behavior.New York:Appleton-Century-Crofts,1969.
④布朗教授所用的“tease”一词分别代表五个单词或五项原则的第一个字母,即tricksterism、entertainment、amplification、secrecy、exclusivity。花招(tricksterism)原则指的是实施不同凡响、具有创意的市场营销策略,并且不排除采用一些小骗术,借以获得“用不能接受的手段达到可被接受的目的”的结果。娱乐性(entertainment)原则是指市场营销应该使消费者在购物时得到消遣、快乐。强化(amplification)原则就是对重要的事物来点神秘感就可以收到强化的效果,另外也可以通过奇思妙想甚至冒犯他人和制造一种对法律约束满不在乎的特质来达到强化的目的!神秘感(secrecy)原则是强调给自己的产品和服务加上传奇的光环,因为能激发顾客的好奇心也就能激发需求。排他性(exclusivity)原则是要求企业生产或提供与众不同的产品和服务,这样就能够控制供应量,推迟对消费者需求的满足(注意:可不是不满足),而不必像主流市场营销学要求的那样,保证最便捷和最大限度地满足消费者需求。见:Stephen W.Brown.Torment Your Customers(They’ll Love It).Harvard Business Review,2001,79(9/10):82-88.
[2]Theodore Levitt.Marketing myopia[J].Harvard Business Review,1960,38(7/8):45-56.
[3]Theodore Levitt.Marketing myopia:retrospective commentary[J].Harvard Business Review,1975,53(9/10):26-48.
[4]Gary Hamel,and C K Prahalad.Competing for the future:breakthrough strategies for seizing control of your industryand creating the markets of tomorrow[M].Boston,Massachusetts:Harvard Business School Press,1994.
[5]Andrew Grove.Only the paranoid survive[M].New York:Doubleday,1996.
[6]Kenichi Ohmae.The mind of the strategist:The art of Japanese business[M].New York:Free Press,1982.
[7]Peter F Drucker.The daily Drucker:366 days of insight and motivation for getting the right things done[M].NewYork:Harper Business,2004.
[8]Peter F Drucker.Managing for results:economic tasks and risk-taking decision[M].New York:Harper&Row Press,1964.
[9]Kenneth R Andrews.The concept of corporate strategy[M].Homewood Illinois:Richard D.Irwin,Inc.,1970.
[10]H Igor Ansoff.Strategic management[M].New York:Halsted Press,1979.
[11]H Igor Ansoff.Corporate strategy:an analytic approach to business policy for growth and expansion[M].New York:McGraw-Hill Book Company,1965.
[12]Joan Magretta.Why business models matter[J].Harvard Business Review,2002,80(5):86-92.
[13]Peter F Drucker.The theory of the business[J].Harvard Business Review,1994,72(5):95-104.
[14]Peter F Drucker.Innovation and entrepreneurship:practices and principle[M].London:Heinemann,1989.
[15]Richard P Rumelt,Dan E Schendel,and David J Teece(Eds.).Fundamental issues in strategy:a research agenda[M].Boston,Massachusetts:Harvard Business School Press,1994.
[16]Hugh Courtney.Foresight:crafting strategy in an uncertain world[M].Boston,Massachusetts:Harvard BusinessSchool Press,2001.
[17]James C Collins,and Jerry I Porras.Built to last:successful habits of visionary companies[M].New York:HarperCollins,1994.
[18]Peter F Drucker.Management’s new paradigm[J].Forbes,1998-10-05:152-168.
[19]Theodore Levitt(1969).The marketing imagination(N.E.Ed.)[M].New York:Free Press,1997.
[20]Charles Handy.The empty raincoat:making sense of the future[M].London:Century Press,1995.
[21]Jay B Barney.Organizational culture:can it be a source of sustained competitive advantage?[J].Academy of Manage-ment Review,1986,11(3):656-665.
[22]Simon London.The grand old man of provocative theory:obituary Peter F Drucker[N].Financial Times,2005-11-12.
①美国通用电气公司的John B.Mckitterick于1957年提出的“市场营销观念(marketing concept)”得到了市场营销理论界的普遍认同。见:John B.Mckitterick.What is the Marketing Management Concept?In The Frontiers of MarketingThought and Science.Ed.Frank M.Bass.Chicago,Illinois:American Marketing Association,1957.71-82。
②市场营销职能学派代表人物罗.艾尔德森(Wroe Alderson)提出了供需异质性(Heterogeneity)的观念:企业通过增加产品种类,为消费者提供更多的方便,可以获得差别优势。这可以说是市场细分思想的先驱,由此推动了市场营销观念的发展。见:Wroe Alderson.Marketing Behavior and Executive Action:A Functionalist Approach to Marketing Theory.Homewood,Illinois Richard D.Irwin,Inc.1957。
③约翰.霍华德(John Howard)提出了买方行为理论,推动了市场营销观念的发展。见:John A.Howard and Jagdish N.Sheth.The Theory of Buyer Behavior.New York:Appleton-Century-Crofts,1969.
④布朗教授所用的“tease”一词分别代表五个单词或五项原则的第一个字母,即tricksterism、entertainment、amplification、secrecy、exclusivity。花招(tricksterism)原则指的是实施不同凡响、具有创意的市场营销策略,并且不排除采用一些小骗术,借以获得“用不能接受的手段达到可被接受的目的”的结果。娱乐性(entertainment)原则是指市场营销应该使消费者在购物时得到消遣、快乐。强化(amplification)原则就是对重要的事物来点神秘感就可以收到强化的效果,另外也可以通过奇思妙想甚至冒犯他人和制造一种对法律约束满不在乎的特质来达到强化的目的!神秘感(secrecy)原则是强调给自己的产品和服务加上传奇的光环,因为能激发顾客的好奇心也就能激发需求。排他性(exclusivity)原则是要求企业生产或提供与众不同的产品和服务,这样就能够控制供应量,推迟对消费者需求的满足(注意:可不是不满足),而不必像主流市场营销学要求的那样,保证最便捷和最大限度地满足消费者需求。见:Stephen W.Brown.Torment Your Customers(They’ll Love It).Harvard Business Review,2001,79(9/10):82-88.
引用本文
罗珉. 德鲁克经营思想述评[J]. 外国经济与管理, 2006, 28(11): 12–19.
导出参考文献，格式为：
