Term
| Romantic View of Leadership |
|
Definition
| situations in which the leader is the key force determining the organizations succsee or lack thereof |
|
|
Term
external control view of leadership
|
|
Definition
| situations in which external forces where the leader has limited influence determine the organizations success |
|
|
Term
|
Definition
| the analyses, decisions, and actions an organization unertakes in order to create and sustain competitive advantages |
|
|
Term
|
Definition
| the ideas, deccisions, and actions that enable a firm to succedd |
|
|
Term
|
Definition
| firms resources and capabilities that enable it to overcome the competitive forces in its industry |
|
|
Term
| operational effectiveness |
|
Definition
| performing similar activities better than rivals |
|
|
Term
|
Definition
| individuals, groups, and organizations who have a stake in the success of the organization, including owners (shareholders in a publicly held corporation), employees, customers, suppliers, and the community at large |
|
|
Term
|
Definition
| tailoring actions to the needs of an organization rather than wasting effort |
|
|
Term
|
Definition
| performing actions at a low cost relative to a benchmark |
|
|
Term
|
Definition
| the challenge managers face of both aligning resources to take advantage of existing product markets as well as proactiviely exploring new opportunities |
|
|
Term
| strategic management process |
|
Definition
| strategy analysis, stategy formulation, and stratgey implementation |
|
|
Term
|
Definition
| strategy in which orginizational decisions are determined only by analysis |
|
|
Term
|
Definition
| strategy in which organizational decisions are determined by both analysis and unforeseen enviromental developments, unanticipated resource constraints, and or changes in managerial preferences |
|
|
Term
|
Definition
| study of firms external and internal enviroments, and their fit with organizational vision and goals |
|
|
Term
|
Definition
| decisions made by firms regarding investments, commitments, and other aspects of operations that create and sustain competitive advantage |
|
|
Term
|
Definition
| actions made by firms that carry out the formulated strategy, including strategic controls, organizational design, and leadership |
|
|
Term
|
Definition
| the relationship among various participants in determining the direction and performance of corporations. The primary participants are the shareholders, the management (led by the chief executive officer), and the board of directors |
|
|
Term
|
Definition
| a firms strategy for recognizing and responding to the interests of all its salient stakeholders |
|
|
Term
|
Definition
| practice wherein the internet is used to tap a broad range of individuals and groups to generate ideas and solve problems |
|
|
Term
|
Definition
| the expectation that businesses or individuals will strive to improve the overall welfare of society |
|
|
Term
|
Definition
| assessment of a firms financial, social, and enviromental, performance |
|
|
Term
|
Definition
| organizational goals ranging from, at the top, those that are less specific yet able to evoke powerful and compelling mental images, to, at the bottom, those that are more specific and measurable |
|
|
Term
|
Definition
| organizational goals that evokes powerful and compelling mental images |
|
|
Term
|
Definition
| a set of organizational goals that include both the purpose of the organization, its scope of operations, and the basis of its competitive advantage |
|
|
Term
|
Definition
| a set of organizational goals that are used to operationalize the mission statement and that are specific and cover a well defined time frame |
|
|
Term
|
Definition
| surveillance of a firms external enviroment to predict enviromental changes and detect changes already under way |
|
|
Term
|
Definition
| firms analysis of the external enviroment that tracks the evolution of enviromental trends, sequences of events, or streams of activities |
|
|
Term
|
Definition
| a firms activities of collecting and interpreting data on competitors, defining and understanding the industry, and identifying competitors strengths and weaknesses |
|
|
Term
|
Definition
| the development of plausivle projections about the direction, scope, speed, and intensity of enviromental change |
|
|
Term
|
Definition
| an in depth approach to enviromental forecasting that involves experts detailed assessments of societal trends, economics, politics, technology, or other dimensions of the external enviroment |
|
|
Term
|
Definition
| a framework for analyzing a companys internal and external environment and that stands for strengths, weaknesses, opportunities, and threats |
|
|
Term
|
Definition
| factors external to an industry, and usually beyond a firms control, that affect a firms strategy |
|
|
Term
| demographic segment of the general environment |
|
Definition
| genetic and observable characteristics of a population, including the levels and growth of age, density, sex, race, ethnicity, education, geographic region, and income |
|
|
Term
| sociocultural segment of the general environment |
|
Definition
| the values, beliefs, and lifestyles of a society |
|
|
Term
| political/legal segment of the general environment |
|
Definition
| how a society creates and exercises power, including rules, laws, and taxation policies |
|
|
Term
| technological segment of the general environment |
|
Definition
| innovation and state of knowledge in industrial arts, engineering, applied sciences, and pure science; and their interaction with society |
|
|
Term
| economic segment of the general environment |
|
Definition
| characteristics of the economy, including national income and monetary conditions |
|
|
Term
| global segment of the general environment |
|
Definition
| influences from foreign countries, including foreign market opportunities, foregin-based competition, and expanded capital markets |
|
|
Term
|
Definition
| a group of firms that produce similar goods or services |
|
|
Term
|
Definition
| factors that pertain to an industry and affect a firms strategies |
|
|
Term
| porters five forces model of industry competition |
|
Definition
| a tool for examining the industry level competitive environment, especially the ability of firms in that industry to set prices and minimze costs |
|
|
Term
|
Definition
| the possivility that the profits of established firms in the industry may be eroded by new competitors |
|
|
Term
|
Definition
| decreases in cost per unit as absolute output per period increases |
|
|
Term
|
Definition
| the degree that a strong brand loyalty or customer loyalty |
|
|
Term
|
Definition
| one time costs that a buyer supplier faces when switching from one supplers buyer to another |
|
|
Term
| bargaining power of buyers |
|
Definition
| the threat that buyers may force down prices, bargain for higher quality or more services, and play competitors against each other |
|
|
Term
| bargaining power of suppliers |
|
Definition
| the threat that suppliers may raise prices or reduce the quality of purchased goods and services |
|
|
Term
| threats of substitute products and services |
|
Definition
| the threat of limiting the potential returns of an industry by palcing a ceiling on the prices that the firms in that industry can profitably charge without losing too many customers to substitute products |
|
|
Term
| substitute products and services |
|
Definition
| products and services outside the industry that serve the same customer needs as the industrys products and services |
|
|
Term
| intensity of rivalry among competitors in an industry |
|
Definition
| the threat that customers will switch their business ot competitors within the industry |
|
|
Term
|
Definition
| a global network of linked computers that use a common transmission format, exchange information and store data |
|
|
Term
|
Definition
| a situation in which multiple players interact, and winners win only by taking form other players |
|
|
Term
|
Definition
| products or services that have an impact on the value of a firms products or services |
|
|
Term
|
Definition
| cluster of firms that share similar strategies |
|
|
Term
|
Definition
| a strategic analysis of an organization that uses value creating activities |
|
|
Term
|
Definition
| sequential activities of the value chain that refer to the physical creation of the product or sercice, its sale and transfer ot the buyer, and its service after sale, including inbouond logistics, operations, outbound logistics, marketing and sales, and service |
|
|
Term
|
Definition
| activities of the value chain that either add value by themselves or add value through importatn relationships with both primary activities and other support activities; including procurement, technology development, human resource management, and general administration |
|
|
Term
|
Definition
| recieving, storing, and distributing inputs of a product |
|
|
Term
|
Definition
| all activities associated with transforming inputs into the final product form |
|
|
Term
|
Definition
collecting, storing, and distributing the product or service to buyers
|
|
|
Term
|
Definition
| activitites associated wit hpurchases of products and services by end users and the inducements used to get them to make purchases |
|
|
Term
|
Definition
| actions associated wit hproviding servcice to enhance or maintain the value of the product |
|
|
Term
|
Definition
| the function of purchasing inputs used in the firms value chain, including raw materials, supplies, and other consumable items as well as assets such as machinery, laboratory equipment, offive equipment, and buildings |
|
|
Term
|
Definition
| activities associated with the development of new knowledge that is applied to the firms operations |
|
|
Term
| human resource management |
|
Definition
| activities involved i nthe recruiting, hiring, training, develoopment and compensation of all types of personnel |
|
|
Term
|
Definition
| general management, planning, finance, accounting, legal and government affairs, quality management, and information systems; activities that support the entire value chain and not individual activities |
|
|
Term
|
Definition
| collaborative and strategic exchange relationships between value-chain activities eith (A) within firms or (B) between firms. Strategic exchange relationships involve exchange of resources such as information, people, technology, or money that contribute to the success of the firm |
|
|
Term
| resource base view of the firm |
|
Definition
| perspective that firms competitive advantages are due to their endowment of strategic resources that are valuable, rare, costly to imitate, and costly to substitute. |
|
|
Term
|
Definition
| organizational assets that are difficult ot identify and account for and are typically embedded in unique routines and practices, including human resources, innovation resources, and reputation resources |
|
|
Term
| orginizational capabilities |
|
Definition
| the compentencies and skills that a firm employs to transform inputs into outputs |
|
|
Term
| strategic resources (also firm resources or organizationl resources) |
|
Definition
| firms capabilities that are valuable, rare, costly to imitate, and costly to substitue |
|
|
Term
|
Definition
| a characteristic of resources that is developed and or accumulated through a unique series of events |
|
|
Term
|
Definition
| a characteristic of a firms resources that is costly to imitate because a competitor cannot determine what the resource is and or how it can be re created |
|
|
Term
|
Definition
| a characteristic of a firms resources that is costly to imitate because the social engineering required is beyond the capability of competitors, including interpersonal relations among manager, organizational culture, and reputation with suppliers and customers |
|
|
Term
| financial ration analysis |
|
Definition
| a technique for measuring the performance of a firm according to its balance sheet, uncome statement, and market valuation. |
|
|
Term
|
Definition
| a methiod of evaluating a firms performance using performance measure from the customers internal, innovation and learning, and financial perspectives |
|
|
Term
|
Definition
| measures of firm performance that indicate how well firms are satisfying customers expectations |
|
|
Term
| internal business perspective |
|
Definition
| measures of firm performance that indicate how well firms internal processes, decisions and actions are contributing to customer satisfaction |
|
|
Term
| innovation and learning perspective |
|
Definition
| measures of firm performance that indicate how well firms are changing their product nad service offerings to adapt ot changes in the internal and external environments |
|
|
Term
|
Definition
| measures of firms financial performance that indicate how well strategy, implementation and execution are contributing bottom line improvement |
|
|
Term
|
Definition
| a way that digital technologies and the internet have added value to firms operations by enhancing the gathering of information and identifying purchase options |
|
|
Term
|
Definition
| a way that digital technologies and the internet have added value to firms operations by facilitating the comparison of the costs and benifits of various options |
|
|
Term
| problem solving activities |
|
Definition
| a way that digital technologies and the internet have added value to firms operations by identifying problems or needs and generating ideas and action plans to address thos needs |
|
|
Term
|
Definition
| a way that digital technologies and the internet have added value to firms operations by completing sales efficiently, including negotiating and agreeing contractually, making payments, and taking delivery |
|
|
Term
|
Definition
| a method and a set of assumptions that explain how a business creates value and earns profits in a competitive environment |
|
|
Term
|
Definition
| an economy where wealth is created through the effective management of knowledge workers instead of by the efficient control of physical and financial assets |
|
|
Term
|
Definition
| dieffference between the market value of the firm and the book value of the firm, including assets such as reputation, employee loyalty and commitment, customer relationships, company values, brand names, and the experience and skills of employees. |
|
|
Term
|
Definition
| the individual capabilities, knowledge, skills, and experience of a companys employees and managers |
|
|
Term
|
Definition
| the network of friendships and working relationships between talented people both inside and outside the organization |
|
|
Term
|
Definition
| knowledge that is codified, documented, easily reproduce, and widely distributed |
|
|
Term
|
Definition
| knowledge that is in the minds of employees and is based on their experiences and backgrounds |
|
|
Term
| 360-degree evaluation and feedback systems |
|
Definition
| superiors, direct reports, colleagues, and even external and internal cusotmers rate a persons perfomance |
|
|
Term
|
Definition
| analysis of the pattern of social interactions among individuals |
|
|
Term
|
Definition
| the degree to which all members of a social network have relationships with other group members |
|
|
Term
|
Definition
| relationships in a social network that connect otherwise disconnected people |
|
|
Term
|
Definition
| social gaps between groups in a social network where there are few relationships bridging the groups |
|
|
Term
|
Definition
| method for making people more willing to collaborate by crafting compelling common goals articulating a strong value of cross-company teamwork, and encouraging collaboration in order to send strong signals to lift peoples sights beyond their narrow interests towards a common goal |
|
|
Term
|
Definition
| method for making people more willing to collaborate by building nimble interpersonal networks across the company |
|
|
Term
|
Definition
| peoples dual focus on ther performance of their unit (the verticle part of the T) and across boundaries (the horizontal part of the T) |
|
|
Term
|
Definition
| method for making people more willing to collaborate by getting the right people to work on the right projects |
|
|
Term
|
Definition
| information that is not available form public souces, and is usually communicated in the context of personal relationships |
|
|
Term
|
Definition
| information that is available from public sources such as the internet |
|
|
Term
|
Definition
| a tendency in an organization for individuals not to question shared beliefs |
|
|
Term
|
Definition
| team of individuals that completes tasks primarily through e-mail communication |
|
|
Term
| intellectual property rights |
|
Definition
| intangible property ownded by a firm in the forms of patents, copyrights, trademarks, or trade secrets |
|
|
Term
|
Definition
| a firms capactiy to build and protect a competitive advantage, which rests on knowledge, assets, competencies, complementary assets, and technologies. Dynamic capabilities include the ability to senseand seize new opportunities, generate new knowledge, and reconfigure existing assets and capabilities. |
|
|
