Term
| organizational structure and controls |
|
Definition
| deprived the framework within which strategies are used in both for profit and not for profit organizations |
|
|
Term
| strategy has a more important influence on structure although structure influences strategy |
|
Definition
|
|
Term
| performance declines when the firm's strategy is not matched with the most appropriate structure and controls |
|
Definition
|
|
Term
|
Definition
| specifies the firm's formal reporting relationships, procedures, controls, and authoirty and deciion making processes |
|
|
Term
|
Definition
| specifies the work to be done and how to do it given the firm's strategy or strategies |
|
|
Term
|
Definition
| provides the capacity the firm requires to consistently and predictably manage its daily work routines |
|
|
Term
|
Definition
| provides the opportunity to explore competitive possibilities and then allocate resources to activities that will shape the competitive advantages the firm will need to be successful in the future |
|
|
Term
| an effective flexible organizational structure allows the firm to EXPLOIT current competitive davantages while devleopign new oens |
|
Definition
|
|
Term
|
Definition
| guide the use of strategy, indicate how to compare actual results with expected reslts, and suggest corrective actions to take when the difference is unacceptable |
|
|
Term
strategic controls
financial controls |
|
Definition
| types of organizational controls used to support using firm's strategies |
|
|
Term
|
Definition
| largely subjective criteria intended to verify that the firm issuing apporpirate strategies for the conditions in the external environment and the company's competitive advantgea |
|
|
Term
|
Definition
| concerned with examining the fit between what the firm might do as suggested by opportutnies in its external environment and what it can do as indicated by its competitive advantages |
|
|
Term
|
Definition
| largely objective criteria used to measure the firm's performance against previously established quanititative standards |
|
|
Term
| roi, roa, market based measures such as EVA |
|
Definition
| examples of financial controls |
|
|
Term
|
Definition
| what type of controls are difficult to use with extensive diversification? |
|
|
Term
|
Definition
| emphasized to evaluate the performance of the firm using the unrelated diversification strategy |
|
|
Term
| large diversified, cost leader, unrelated diversification, activities, capabilities not shared |
|
Definition
| what types of companies emphasize financial controls more than strategic? |
|
|
Term
| differentiated, related diversification, corporate wide emphasis on sharing among business units |
|
Definition
| what types of companies emphasize strategic controls more than financial? |
|
|
Term
|
Definition
| problem with overemphasizing financial controls |
|
|
Term
| strategy and structure have a reciprocal relationships: structure follows strategy |
|
Definition
|
|
Term
| strategy has much more important influence on structure than the reverse |
|
Definition
|
|
Term
simple structure with efficient implementation of formulated strategy
sales growth coordination and control problems
functional structure with efficeint implementation of formulated strategy
sales gorwth coordination and control problems
multidivisional structure |
|
Definition
| strategy and structure growth pattern |
|
|
Term
first by volume
then geography
then integration (vertical/horizontal)
then product/business diversification |
|
Definition
| pattern of relationships between strategy and structure predicted by chandler |
|
|
Term
simple
functional
multividivisonal |
|
Definition
| three major types of organizational structures |
|
|
Term
|
Definition
| structure in which the owner-manager makes all major decisions and monitors all activities while the staff serves as an extension of the manager's supervisory authority |
|
|
Term
| owner manager actively works in the business on daily basis, informal relationships, few rules, lmitied task specialization, unsophisticated infomration systmes, focus strategies, busines level stratgies, single product line in single geographic market |
|
Definition
| characteristics of simple structure |
|
|
Term
|
Definition
| consists of a chief executive officer and a limited corporate staff, with functional line managers in dominant organizational areas such as production, acct, marketing, etc |
|
|
Term
|
Definition
| allows a functional specialization, thereby facilitating active sharing of knowledge within each functional area |
|
|
Term
| business level strategies and some corporate level strategies, single or domnant business, low levels of diversification |
|
Definition
| characteristics of functional structure |
|
|
Term
| market or geographic diversification |
|
Definition
| when the firm offers the same products in different markets |
|
|
Term
|
Definition
| when the firm offered different products in several markets |
|
|
Term
multidivisional structure
"M-form" |
|
Definition
| consists of a corporate office and operating divisions, each operating division representating a separate business or profit center in which the top corp officer delegates responsibilites for day to day operations and business unit strategy to division managers |
|
|
Term
| multidivisional structure/m-form |
|
Definition
| each division represents a distinct self contained business with its own functional hierarchy |
|
|
Term
1. enables corporate officers to more accurately monitor the performance of each business, simplifying the problem of control
2. facilitaes comparisions between divisions, improvign the resource allocation process
3. stimulates managers of poorly performing division s to look for ways of improving performance |
|
Definition
| m-form's three major benefits |
|
|
Term
| m-form used in diversification corporate level strategy (unrelated and related) |
|
Definition
|
|
Term
1. business level strategies and functional structure
2.corporate level strategies and multidivisional structure
3. international stratgies and worldwide structure
4. cooperative stratgies and network structures |
|
Definition
| strategy/structure matches that positively contribute to firm performance |
|
|
Term
1. cost leadership
2. differentiation
3. integrated cost leaderhips/differentiation |
|
Definition
| firms use different forms of the functional organizational structure to supoort immplementing what three kinds of strategies? |
|
|
Term
specialization
centralization
formalziation |
|
Definition
| three important structural characteristics: |
|
|
Term
|
Definition
| concerned with the type and number of jobs required to complete work |
|
|
Term
|
Definition
| the degree to which decision making authority is retained at higher managerial levels |
|
|
Term
|
Definition
| the degree to which formal rules and procedures govern work |
|
|
Term
| highly specialized jobs, formal rules, simple reporting relationships, few layers in decision making and authority structure, centralized corporate staff, strong focus on process imporvements though manufacturing function rather than development of new products |
|
Definition
| characteristics of the cost leadership form of the functional structure |
|
|
Term
| complex/flexible reporting relationships, frequent use of cross functional product development teams, strong focus on marketing and product R&D rather than manufacturing and process R&D, decentralized decision making, jobs not hihgly specilized, few formal rules |
|
Definition
| characteristics of the differentiation form of the functional structure |
|
|
Term
| chandler's research shows that firm's continuing success leads to product or market diversification or both |
|
Definition
|
|
Term
|
Definition
| M-form in which horizontal integration is used to bring about ineterdivisional cooperation |
|
|
Term
|
Definition
| use cooperative form of the multidivisional structure to implement the related constrained strategy |
|
|
Term
1. cooperative form
2. sbu
3. competitive form |
|
Definition
| three variations of the multidivisional structure |
|
|
Term
| structural integration devices with tight links among all divisions,r&D centralized, cooperative sharing |
|
Definition
| characteristics of the cooperative form of the multidivisional structure (for implementing related constrained) |
|
|
Term
standardization
formalization
centralization |
|
Definition
| cooperative structure different characteristics of structure |
|
|
Term
|
Definition
| an organizational structure in which there is a dual structure combining both functional specialization and business product or project speciliaztion; may evolve with related constraiend strategy that can lead to improved coordiation among divisions |
|
|
Term
| unequal flow of positive outcomes/rewards to divisional managers (emphasize overall company performance to overcome this problem) |
|
Definition
| problems with cooperative form |
|
|
Term
| related linked diversification strategy |
|
Definition
| firms with fewer links or less constrained links among their divisions use what strategy? |
|
|
Term
|
Definition
| what form of the multidivisional structure supports implementation of related linked strategy? |
|
|
Term
| strategic business unit form |
|
Definition
| m-form structure consisting of corporate headquarters, sbus, and sbu divisions |
|
|
Term
1. corporate headquarters
2. SBU's
3. SBU divisions |
|
Definition
| three levels of SBU form of Multidivisional structure |
|
|
Term
| large firms, complex, structural integration among divisions within sbus, but indepednence across sbus |
|
Definition
| characteristics of SBU structure |
|
|
Term
| through efficient internal capital allocations or by restructuring, buying , and selling businesses |
|
Definition
| how to firms using the unrelated diversification strategy create value? |
|
|
Term
|
Definition
| what form of the multidivisional structure supports implementation of the unrelated diversfiication strategy? |
|
|
Term
|
Definition
| an m-form structure characteristic by complete independence among the firm's divisions which compete for corporate resources |
|
|
Term
1. internal competition creates flexibility to allocate resources to best division
2. internal competition challenges the status quo and intertia
3. internal competiion motivates efforts in that the challenge of competting against internal peers can be as great as the challenge of competing against external rivals |
|
Definition
| three benefits expected from internal competition in competitive form-multidivisional structure-unrleated diversifaction |
|
|
Term
| primarily financial controls |
|
Definition
| what type of organizational controls are used to emphasize and support internal competiion among separate divisions in competitive-multidivisional-unrelated diversification |
|
|
Term
| corporate headquarters, divisions are independent and separate for financial evaluatin purposes, divisions compete for corporate resoruces |
|
Definition
| characteristics of the competitive form of the multidivisional structure (unrelated strategy) |
|
|
Term
| related constrained strategy |
|
Definition
|
|
Term
|
Definition
|
|
Term
| unrelated diversification strategy |
|
Definition
|
|
Term
centralized at corporate office
extensive integration mechanisms
emphasize subjective/strategic criteria for divisional performance appraisals
divisional incentive compenstaion linked to voerall corporate performance |
|
Definition
| cooperative m form related constrained strategy characteristics |
|
|
Term
partially centralized in sbus
moderate use of integration mechanisms
use a mixture of subjective/strategic and objective/financial critiera for divisional performance appraisals
divisional incentive compesation mixed linkage to corp, sbu, and divisional peformance |
|
Definition
| sbu m-form related linked strategy characteristics |
|
|
Term
decentralized to divisions
nonexistent integration mechanisms
divisonal performance appraisals emaphsize objective/financial criteria
divisinoal incentive compesation linked to divisional peformance |
|
Definition
| competitive m-form unrelated diversification strategy |
|
|
Term
|
Definition
| most centralized and most costly structural m-form |
|
|
Term
|
Definition
| least centralized with lowest bureaucratic cost |
|
|
Term
|
Definition
| decentralizes the firm's strategic and operating decisions to business units in each country so that product characteristics can be tailored to local preferences |
|
|
Term
| worldwide geographic area structure |
|
Definition
| what structure is used to implement the multidomestic strategy? |
|
|
Term
| worldwide geographic area structure |
|
Definition
| emphasizes national interests and facilitates the firm's efforts to satisfy local differneces |
|
|
Term
| emphasis on differentiation by local demand to fit an area or country culture, corp HQ coordinates financial resources among independent subsidiaries, like a decentralized federation |
|
Definition
| characteristics of worldwide geographic area structure for implementing a multidomestic strategy |
|
|
Term
| the inability to create strong global efficiency |
|
Definition
| key disadvantage of the multidomestic strategy/worldwide geographic area structure match |
|
|
Term
| worldwide product divisional structure |
|
Definition
| structure used to implement the global strategy |
|
|
Term
|
Definition
| the firm offers standardized products across country markets |
|
|
Term
| worldwide procut divisional structure |
|
Definition
| decision making authority is centralized in the worldwide division headquarters to coordiante and integrate decisions and actions among divisinoal business units |
|
|
Term
| worldwide product divisional structure |
|
Definition
| often used in rapidly growing firms seeking to manage their diversified product lines effectively |
|
|
Term
the difficult involved with coordinating decisions across country borders
and
the inability to quickly respond to local needs and preferences |
|
Definition
| disadvantages of the global strategy/worldwide structure combination |
|
|
Term
|
Definition
| calls for the firm to combine the multidomestic strategy's local reaponsiveness withe the blogal strategy's efficency |
|
|
Term
|
Definition
| used to implement the transactional strategy |
|
|
Term
|
Definition
| a structure drawing characteristics and mechanisms from both the worldwide geographic area structure and the worldwide product divisional structure |
|
|
Term
global matrix structure
hybrid global design |
|
Definition
| what are the two possible combination structures that are used to implement the transational strategy? |
|
|
Term
|
Definition
| brings together both local market and product expertise into teams that develop and respond to the global marketplace; promotes flexibility in designing products and responding to customer needs |
|
|
Term
| places employees in a position of being accountable to more than one manager |
|
Definition
| severe limitation of the global matrix design |
|
|
Term
| hybrid structure design of combination structure |
|
Definition
| some divisions are oriented toward products while others are oriented toward market areas |
|
|
Term
|
Definition
| exists when partners form several alliances in order to improve the performance of the alliance network itself through cooperative endeavors |
|
|
Term
| when a firm becomes involved with combination of cooperative relationships, it is part of a strategic network (alliance constellation/portfolio) |
|
Definition
|
|
Term
|
Definition
| group of firms that has been formed to create value by participating in multipel cooperative arrangements |
|
|
Term
|
Definition
| firm around which a strategic network's cooperative relationships revolve |
|
|
Term
strategic outscoring
competences
technology
race to learn |
|
Definition
| four primary tasks in which a strategic center firm is engaged as it manages the strategic network and controls its operations: |
|
|
Term
|
Definition
| two types of business level complementary alliances |
|
|
Term
| corporate level cooperative strategies (such as franchising) |
|
Definition
| used to facilitate product an market diversification |
|
|
Term
| distributed strategic networks |
|
Definition
| the organizational structure used to manage international cooperative strategies |
|
|
Term
|
Definition
| specifies the firm's formal reporting relationships, procedures, controls, and authority and decision making processes |
|
|
Term
|
Definition
| details the work to be done in a firm and how that work is to be accomplished |
|
|
Term
|
Definition
| guide the use of strategy, indicate how to compare actual and expected results, and suggest actions to take to improve perforance when it falls below expectations |
|
|
Term
|
Definition
| used to implement business level strategies |
|
|
Term
|
Definition
| requires a centralized functional structure in which manufacturing efficiency and process engineering are emaphsied |
|
|
Term
| centralized functional structure |
|
Definition
| structure in which manufacturing efficiency and process engineering are emphasized |
|
|
Term
| differentiation strategy's functional structure |
|
Definition
| decentralizes implementation related decisions,especially those concerned with marketing, to those involved with individual organizational functions |
|
|
Term
|
Definition
| often used in small firms; require a simple structure until such time that the firm diversifies in terms of products and/or markets |
|
|
Term
|
Definition
| used to implement the related constrained corporate level strategy |
|
|
Term
|
Definition
| centralized corporate office and extensive integrating mechanisms divisional incentives linked to overall corporate performance to foster cooperation among divisions |
|
|
Term
| related linked SBU m-form structure |
|
Definition
| establishes separate profit centers within the diversified firm |
|
|
Term
| competitive m-form structure |
|
Definition
| used to implement the unrelated diversification strategy |
|
|
Term
| competitive m-form structure |
|
Definition
| highly decentralized, lacks integrating mechanisms, and utilizes objective financial criteria to evaluate each unit's performance |
|
|
Term
|
Definition
| implemented through the worldwide geographic area structure |
|
|
Term
| worldwide product divisional structure |
|
Definition
| used to implement the global strategy |
|
|
Term
| worldwide product divisional structure |
|
Definition
| centralized in order to coordinate and integrate different functions activities so as to gain global economizes of scope and scale; decision making authority centralized in worldwide division headquarters |
|
|
Term
|
Definition
| implemented through the combination structure |
|
|
Term
|
Definition
| implemented through organizational structures framed around strategic networks |
|
|
Term
| business level strategies are often employed in vertical and horizontal alliance networks |
|
Definition
|
|
Term
| distrusted networks often used for international cooperative strategies |
|
Definition
|
|
Term
|
Definition
| entails the ability to anticipate events, environ possibilities, maintain flexibility, and empower others to create strategic change |
|
|
Term
1. determining the firm's strategic direction
2. effectively managing the firm's resource portfolio (including exploiting and maintaining core competencies and managing human capital and social capital)
3. sustaining an effective organizational culture
4. emphasizing ethical practices
5. establishing balanced organizational controls |
|
Definition
| five major components of effective strategic leadership |
|
|
Term
|
Definition
| specifies the image and character the firm wants to develop over time |
|
|
Term
| ability to manage the firm's resource portfolio and manage the processes used to effectively implement the firm's strategy |
|
Definition
| critical elements of strategic leadership |
|
|
Term
| managing the resource portfolio |
|
Definition
| includes integrating resources to create capabilities and leverage those capabilities through strategies to build competitive advantages |
|
|
Term
|
Definition
| perhaps the most important resources |
|
|
Term
|
Definition
| the ability to anticipate, envision, maintain flexibility, and empower others to create strategic change as necessary |
|
|
Term
| the ability to attract and then manage human capital |
|
Definition
| may be the most critical of the strategic leader's skills |
|
|
Term
|
Definition
| any individual with responsibility for the performance of human capital and/or a part of the firm |
|
|
Term
| transformational leadership |
|
Definition
| the most effective strategic leadership style |
|
|
Term
| transformational leadership |
|
Definition
| entails motivating followers to exceed the expectation others have of them, to continously enrich their capabities, and to palce the nterests of the organization above their own |
|
|
Term
1. external environmental sources such as the industry structure, rate of market growth, etc.
2. characteristics of the organization, including its size, age, resources, culture
3. characteristics of the manger, including commitment to the firm and its strategic outcomes, tolerance for ambiguity, aspiration levels, skills in working with diff ppl |
|
Definition
| primary factors that determine amount of decision making discretion held by a manager |
|
|
Term
|
Definition
| composed of the key individuals who are responsible for selecting and implementing the firm's strategies |
|
|
Term
|
Definition
| promotes cooperation and coordination within and across units in the firm |
|
|
Term
|
Definition
| provides access to resources the firm needs to compete effectively |
|
|
Term
| improved ethical practices foster social capital |
|
Definition
|
|
Term
|
Definition
| measures the effectiveness of the firm's strategic and financial controls |
|
|
Term
|
Definition
| refers to the complex set of ideologies, symbols, and core values shared throughout a firm and that influence how the firm conducts busienss |
|
|
Term
|
Definition
| the social energy that drives the organization |
|
|
Term
| strategic entrepreneurship |
|
Definition
| taking entrepreneurial actions using a strategic perspective |
|
|
Term
| strategic entrepreneurship |
|
Definition
| process in which the firm tires to find opportunities in its external environment that it can try to exploit through innovations |
|
|
Term
| entrepreneurship dimension of strategic entrepreneurship |
|
Definition
| identifying opportunities to to exploit thru innovations |
|
|
Term
| strategic dimension of strategic entrepreneurship |
|
Definition
| determining the best way to manage the firm's innovation efforts |
|
|
Term
| autonomous or induced strategic behavior |
|
Definition
| two ways firms internally innovate |
|
|
Term
internally
cooperative strategies (ie strategic alliances)
acquire other companies |
|
Definition
| three methods to innovate |
|
|
Term
| corporate entrepreneurship |
|
Definition
| the use or application of entrepreneurship within an established firm |
|
|
Term
|
Definition
| the process by which individuals, teams, or organizations identify and pursue entrepreneurial opportunities without being immediately constrained by the resources they currently control |
|
|
Term
| entrepreneurial opportunities |
|
Definition
| conditions in which new goods or services can satisfy a need in the market |
|
|
Term
| to identify and exploit entrepreneurial opportunities that others do not see |
|
Definition
| essence of entrepreneurship |
|
|
Term
| entrepreneurship results in creative destruction of existing products and replaces them with new products |
|
Definition
|
|
Term
|
Definition
| the means by which the entrepreneur either creates new wealth producing resources or endowns existing resoruces with enhanced potential for creating weatlh |
|
|
Term
1. invention
2. innovation
3. imitation |
|
Definition
| schumpeter's three types of innovative activities |
|
|
Term
|
Definition
| the act of creation or developing a new product or process |
|
|
Term
|
Definition
| the process of creating a commercial product from an invention |
|
|
Term
| innovation begins after an invention is chosen for development |
|
Definition
|
|
Term
|
Definition
| brings something new into use |
|
|
Term
|
Definition
| used to determine success of an invention |
|
|
Term
|
Definition
| used to determine the success of an innovation |
|
|
Term
|
Definition
| the adoption of a similar innovation by different firms |
|
|
Term
|
Definition
| individuals, acting independently or as part of an organization, who perceive an entrepreneurial opportunity and then take risks to develop an innovation to pursue it |
|
|
Term
|
Definition
| values uncertainty in the marketplace and seeks to continuously identify opportunities with the potential to lead to important innovations |
|
|
Term
| international entrepreneur |
|
Definition
| process in which firms creatively discover and exploit opportunities that are outside their domestic markets in order to develop a competitive advantage |
|
|
Term
| strong positive relationship between rate of entrepreneurial activity and economic development in a country |
|
Definition
|
|
Term
|
Definition
| one of the reasons for the differences in rates of entrepreneurship among different countries |
|
|
Term
| internationally diversified firms are generally more innovative |
|
Definition
|
|
Term
| incremental and radical innovations |
|
Definition
| two types of internal innovations produced when using R&D activities |
|
|
Term
| incremental (what most innovations are) |
|
Definition
| build on existing knowledge bases and provide small improvements in the current product lines |
|
|
Term
|
Definition
| evolutionary and linear in nature; markets are well defined, product characteristics are well understood, profit margins lower, production technologies efficient, competition based on price |
|
|
Term
|
Definition
| usually provide significant technological breakthroughs and create new knowledge; revolutionary and nonlinear; use new technologies to serve newly created markets |
|
|
Term
| internal corporate venturing |
|
Definition
| set of activities firms use to develop internal inventions and especially innovations; deliberate efforts to internally develop incremental and radical innovations |
|
|
Term
| autonomous and induced strategic behaviors |
|
Definition
two types of internal corporate
venturing |
|
|
Term
|
Definition
| most radical innovations come from what kind of behavior |
|
|
Term
|
Definition
| most incremental innovations come from what kind of strategic behavior |
|
|
Term
| autonomous strategic behavior |
|
Definition
| bottom up process in which product champions pursue new ideas, often through a political process, by means of which they develop and coordinate the commercialization of a new god or service until it achieves success in the marketplace |
|
|
Term
|
Definition
| an organizational member with an entrepreneurial vision of a new good/service who seeks to create support for its commercialization |
|
|
Term
| autonomous strategic behavior |
|
Definition
| based on a firm's wellspring of knowledge and resources that are the sources of the firm's innovation |
|
|
Term
concept of corporate strategy -->
structural context -->
induced strategic behavior |
|
Definition
|
|
Term
concept of corporate strategy -->
strategic context -->
autonomous strategic behavior |
|
Definition
|
|
Term
| strategic context of concept of corporate strategy |
|
Definition
| the process used to arrive at strategic decisions often requiring political processes to gain acceptance |
|
|
Term
| induced strategic behavior |
|
Definition
| top down process whereby the firm's current strategy and structure foster innovations that are closely associated with that strategy and structure |
|
|
Term
| induced strategic behavior |
|
Definition
| form of venturing in which the strategy in place is filtered through a matching structural hierarchy; results in internal innovations that are highly consistent with the firm's current strategy |
|
|
Term
| top mgmt team plays key role in induced strategic behavior (composition and effectiveness of the team important) |
|
Definition
|
|
Term
|
Definition
| facilitate efforts to integrate activities associated with different organizational functions |
|
|
Term
| horizontal organizational structures support the use of cross functional teams in their efforts to integrate innovation based activities across organizational functions |
|
Definition
|
|
Term
independent frames of reference of team members
organizational politics |
|
Definition
| two primary barriers that may prevent the successful use of cross functional teams as a means of integrating organizational functions |
|
|
Term
time orientation
interpersonal orientation
goal orientation
formality of structure |
|
Definition
| functional departments vary along 4 dimensions |
|
|
Term
| highly effective shared values |
|
Definition
| glue that promotes integration between functional units |
|
|
Term
cross functional product development teams
entrepreneurial mind set
facilitation integration and innovation with shared values and
entrepreneurial leadership |
|
Definition
| creating value through internal innovation processes |
|
|
Term
| firms engaging in acquisitions introduce fewer new products into the market |
|
Definition
|
|
Term
newer entrepreneurial firms must learn how to gain a competitive advantage while older established firms must relearn how to identify
entrepreneurial opportunities |
|
Definition
|
|
Term
|
Definition
| a process used by individuals, teams, and organizations to identify entrepreneurial opportunities without being immediately constrained by the resources they control |
|
|
Term
| corporate entrepreneurship |
|
Definition
| the application of entrepreneurship with ongoing established organizations |
|
|
Term
| entrepreneurial opportunities |
|
Definition
| conditions in which new goods or services can satisfy a need in the market |
|
|
Term
|
Definition
| the process of creating a commercial product from an invention |
|
|
Term
|
Definition
| the adoption of similar innovations by different firms |
|
|
Term
|
Definition
| an orientation that values the potential opportunities available because of the marketplace uncertainties |
|
|
Term
| international entrepreneurship |
|
Definition
| process of identifying and exploiting entrepreneurial opportunities outside the firm's domestic markets |
|
|
Term
| induced strategic behavior |
|
Definition
| driven by the organizations current corporate strategy and structure |
|
|
Term
| autonomous strategic behavior |
|
Definition
| can result in a change to the firm's current strategy and structure arrangements |
|
|
Term
general
industry
competitor |
|
Definition
| three key parts of the firm's external environment |
|
|
Term
|
Definition
| organizations select managers and strategic leaders from two types of managerial labor markets: |
|
|
Term
| internal managerial labor market |
|
Definition
| consists of a firm's opportunities for managerial positions and the qualified employees within that firm |
|
|
Term
| external managerial labor market |
|
Definition
| the collection of managerial career opportunities and the qualified ppl who are external to the organization in which the opportunities exist |
|
|
Term
| determining strategic direction |
|
Definition
| involves specifying the image and charterer the firm seeks to develop over time |
|
|
Term
|
Definition
| framed within the context of the conditions strategic leaders expect their firm to face in the next 3 to 5 yrs |
|
|
Term
core ideology
an envisioned future |
|
Definition
| two parts of the ideal long term strategic direction |
|
|
Term
determining strategic direction
establishing balanced organizational controls |
|
Definition
| two exercises of effective strategic leadership |
|
|
Term
| effectively managing the firms portfolio of resources |
|
Definition
| may be the most important strategic leadership task |
|
|
Term
financial capital
human capital
social capital
organizational capital |
|
Definition
|
|
Term
|
Definition
| the resource thru which core competencies are developed and used |
|
|
Term
|
Definition
| refers to the knowledge and skills of a firms entire workforce |
|
|
Term
|
Definition
| involves relationships inside and outside the firm that help the firm accomplish tasks and create value for customers and SH |
|
|
Term
| vibrant organizational culture |
|
Definition
| most valuable competitive differentiators for business organizationas |
|
|
Term
autonomy
innovativeness
risk taking
proactivness
competitive aggressiveness |
|
Definition
| five dimensions of a firms entrepreneurial mindset |
|
|
Term
|
Definition
| allows employees to take actions that are free of organizational constraints and permits individuals and groups to be self directed |
|
|
Term
|
Definition
| reflects a firm's tendency to engage in and support new ideas, novelty, experimentaiton, and creative processes that may result in new products, services, or technological processes |
|
|
Term
|
Definition
| describes a firm's ability to be a market leader rather than a follower |
|
|
Term
| competitive aggressiveness |
|
Definition
| a firm's propensity to take actions that allow it to consistently and substantially outperform its rivals |
|
|
Term
| incremental changes to culture typically used to implement strategies |
|
Definition
|
|
Term
|
Definition
| formal, information based procedures used by managers to maintain or alter patterns in organizational activities |
|
|
Term
|
Definition
| focus on the content of strategic actions rather than their outcomes |
|
|
Term
|
Definition
| framework firms use to verify that they have established both strategic and financial controls to assess their performance |
|
|
Term
|
Definition
| framework most appropriate for use when dealing with business level strategies |
|
|
Term
financial
customer
internal business processes
learning and growth |
|
Definition
| four perspectives integrated to form the balanced scorecard framework |
|
|
Term
| financial perspective of balanced scorecard |
|
Definition
| concerned with growth, profitability, and risk from the shareholder's perspective |
|
|
Term
| customer perspective of balanced scorecard |
|
Definition
| concerned with the amount of value customers perceive was created by the firms products |
|
|
Term
| internal business processperspective of balanced scorecard |
|
Definition
| focus on the priorities for various business processes that create customer and SH satisfaction |
|
|
Term
| learning and growth perspective of balanced scorecard |
|
Definition
| concerned with the firm's effort to create a climate that supports change, innovation, and growth |
|
|
