competitiveness and globalization 10e
Chapter 1 strategic management competitiveness and globalization 10e
... strategic competitiveness, strategy, competitive advantage, above-average returns, and the strategic management process ● Describe the competitive landscape and explain how globalization and technological ... COMPETITIVE LANDSCAPE THE MARCH OF GLOBALIZATION Globalization has led to higher performance standards in quality, cost, productivity, product introduction time, and operational efficiency These standards ... THE COMPETITIVE LANDSCAPE THE MARCH OF GLOBALIZATION Globalization is increasing economic interdependence among countries and their organizations as reflected in the flow of goods and services,...
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Chapter 2 strategic management competitiveness and globalization 10e
... OBJECTIVES ● Explain the importance of analyzing and understanding the firm’s external environment ● Define and describe the general environment and the industry environment ● Discuss the four ... successfully deal with uncertainty in the external environment and achieve strategic competitiveness, firms must be aware of and understand these segments ©2013 Cengage Learning All Rights Reserved ... strong growth potential With globalization and the interconnectedness of nations, firms must scan, monitor, forecast, and assess the health of their host nation and the health of the economies...
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Chapter 3 strategic management competitiveness and globalization 10e
... to study and understand their internal organization ● Define value and discuss its importance ● Describe the differences between tangible and intangible resources ● Define capabilities and discuss ... WEAKNESSES, AND STRATEGIC DECISIONS • Firms must identify their strengths and weaknesses Appropriate resources and capabilities are needed to develop desired strategy and create value for customers and ... unique and a valuable organizational culture or brand name • Ambiguous cause: The causes and uses of a competence are unclear • Social complexity: Interpersonal relationships, trust, and friendship...
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Chapter 4 strategic management competitiveness and globalization 10e
... use CORE COMPETENCIES AND STRATEGY Resources and superior capabilities that are sources Core Competencies of competitive advantage over a firm’s rivals An integrated and coordinated set of actions ... STRATEGIES REACH Access and Connection EFFECTIVELY MANAGING RELATIONSHIPS WITH CUSTOMERS to Customers RICHNESS Depth and Detail of Two-Way Flow of Information Between the Firm and Customer AFFILIATION ... efficient production and distribution methods ■ Building efficient scale facilities ■ Tightly controlling production costs and overhead ■ Minimizing costs of sales, R&D, and service ■ Building...
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Chapter 5 strategic management competitiveness and globalization 10e
... commonality and resource similarity • Awareness, motivation, and ability • First mover incentives, size, and quality COMPETITIVE DYNAMICS • • (All firms) Market speed (slowcycle, fast-cycle, and standard-cycle ... tangible and intangible resources are to a competitor’s in terms of both types and amounts Firms with similar types and amounts of resources are likely to: • • Have similar strengths and weaknesses ... between a firm and a competitor affects the performance of both firms • Understanding a competitor’s awareness, motivation, and ability helps the firm predict the likelihood of an attack and response...
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Chapter 6 strategic management competitiveness and globalization 10e
... firm operates in several different and unique product markets and likely in several businesses; it forms two types of strategies: corporate-level (or company-wide) and business-level (or competitive) ... Diversified firms vary according to their level of diversification and the connections between and among their businesses ● The single- and dominant-business categories denote relatively low levels ... CONSTRAINED AND RELATED LINKED DIVERSIFICATION CORPORATE RELATEDNESS: TRANSFERRING OF CORE COMPETENCIES ■ Complex sets of resources and capabilities linking different businesses through managerial and...
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Chapter 7 strategic management competitiveness and globalization 10e
... the two workforces BOTH the accuracy of the financial position and accounting standards used AND the quality of the strategic fit and the ability of the acquiring firm to effectively integrate ... synergy: when the combination and integration of the acquiring and acquired firms’ assets yields capabilities and core competencies that could not be developed by combining and integrating either firm’s ... controls result from size: • Formal rules and policies ensure consistency of decisions and actions • Formalized controls often lead to relatively rigid and standardized managerial behavior The firm...
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Chapter 8 strategic management competitiveness and globalization 10e
... use OPPORTUNITIES AND OUTCOMES OF INTERNATIONAL STRATEGY FIGURE 8.1 Opportunities and Outcomes of International Strategy ©Copyrighted 2011 Michael A Hitt, R Duane Ireland and Robert E Hoskisson ... strategy, structure, and rivalry: the pattern of strategy, structure, and rivalry among firms • Common technical training • Methodological product and process improvement • Cooperative and competitive ... opportunities • Needed resources can be secured • Greater potential product demand • Borderless demand for globally branded products • Pressure for global integration • New market expansion extends...
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Chapter 9 strategic management competitiveness and globalization 10e
... enhance the speed and depth of responding to market opportunities, technological changes, and global conditions • allow firms to gain new knowledge and experiences to increase competitiveness ©2013 ... alliance: Trust (work fairly, impartially, and professionally) Respect (honor commitments, liabilities, and responsibilities) Transparency (be open, frank, and clear) ■ Renault-Nissan B.V., a key ... cooperative strategies and explain why firms use them ● Define and discuss the three major types of strategic alliances ● Name the business-level cooperative strategies and describe their use...
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Chapter 10 strategic management competitiveness and globalization 10e
... mechanisms used to manage the relationships (and conflicting interests) among stakeholders, and to determine and control the strategic direction and performance of organizations (aligning strategic ... a passwordprotected website for classroom use MANAGER AND SHAREHOLDER RISK AND DIVERSIFICATION FIGURE 10.2 Manager and Shareholder Risk and Diversification ©2013 Cengage Learning All Rights Reserved ... of top managers and owners through salaries, bonuses, and long-term incentive compensation, such Board of Directors as stock awards and stock options • Thought to be excessive and out of line...
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Chapter 11 strategic management competitiveness and globalization 10e
... price increases and relationship demands, and to force suppliers to hold down their prices Continuously improving levels of efficiency and cost reduction can be difficult to replicate and serve as ... Define organizational structure and controls and discuss the difference between strategic and financial controls ● Describe the relationship between strategy and structure ● Discuss the functional ... formalization, and centralization Decision-making patterns that are partially centralized and partially decentralized Semi-specialized jobs Rules and procedures that allow both formal and informal...
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Chapter 12 strategic management competitiveness and globalization 10e
... Establish and communicate ethics-related goals • Revise, update, and disseminate code of conduct • Develop and implement methods and procedures to • • use in achieving firm’s ethical standards ... PERFORMANCE, AND STRATEGIC CHANGE Heterogeneous team: individuals with varied functional backgrounds, experiences, and education Team members: bring a variety of strengths, capabilities, and knowledge and ... Capital and Social Capital • Human capital: knowledge and skills of a firm’s entire workforce, requiring investment in training and development • Social capital: relationships inside and outside...
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Chapter 13 strategic management competitiveness and globalization 10e
... entrepreneurship and corporate entrepreneurship ● Define entrepreneurship and entrepreneurial opportunities and explain their importance ● Define invention, innovation, and imitation, and describe ... intent and mission Become the glue that promotes integration between functional units Sets goals and allocates resources Goals include integrated development and commercialization of new goods and ... ENTREPRENEURSHIP incremental and radical innovations • • • • • • Be flexible and willing to take risks Identify and exploit opportunities with sufficient resources and capabilities to launch strategic...
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Carbon Tariffs: Impacts on Technology Choice, Regional Competitiveness, and Global Emissions pdf
... cement under full cap -and- trade allowance auctioning While both Demailly and Quirion (2006) and Ponssard and David Drake: Carbon Tariffs: Technology Choice, Competitiveness and Emissions Walker ... Technology Choice, Competitiveness and Emissions decisions without and with border adjustment, respectively, and analyzes the consequences for global emissions Implications and promising directions ... asymmetry and border adjustment Section develops the model and solves for equilibrium quantities, profits, and emissions Sections and explore technology choice, foreign entry, offshoring and resulting...
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Vietnam’s Competitiveness and the Role of the Private Sector potx
... USA Ireland Singapore Switzerland Iceland Netherlands Canada Australia Austria Sweden Finland UK Germany Taiwan Japan France Bahrain Italy Spain Greece $40,000 $35,000 $30,000 New Zealand $25,000 ... foreign and local competition Related and Supporting Industries Sophistication of local customers and needs – e.g., strict quality, safety, and environmental standards Availability of suppliers and ... antidiscrimination) Demand Conditions Related and Supporting Industries • Nature of local demand (e.g appeal of social value propositions: Whole Foods’ customers) • Fair and demanding regulatory standards (California...
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A Game of Two Halves Football, television and globalization docx
... Introduction: football and modernity xi PART I Football fandom and consumption 13 Fan practices and consumption 15 Fandom, identity and self-reflection 27 Summary to Part I 44 PART II The social and cultural ... football: fandom and the public sphere 49 Football and cultural globalization 67 Summary to Part II 101 PART III Football and postmodernity 103 Football, formal rationality and standardization ... Austauschdienst and the Department of Sociology at the London School of Economics I am indebted to my family and many friends My parents, Waltraud and Ulrich Sandvoss, and my grandparents, Walter and Ilsa...
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Environment and Globalization Five Propositions pdf
... managing both globalization and the global environment Environment and Globalization: Five Propositions Globalization. qx 1/24/07 11:05 AM Page Environment and Globalization: Understanding the Linkages ... links between environment and globalization need to be re-examined and recognized To ignore these links is to misunderstand the full extent and nature of globalization and to miss out on critical ... Bibliography 39 Environment and Globalization: Five Propositions iii Globalization. qx 1/24/07 11:05 AM Page iv Environment and Globalization: Five Propositions iv Globalization. qx 1/24/07 11:05...
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The Economic Climb Out for U.S. Airlines: Global Competitiveness and Long Term Viability air transportation association (2011)
... of (and Role in) Industry Viability and Competitiveness U.S Code, Title 49, Sec 40101 Policy, Subsection A: ―Economic Regulation‖ (6) placing maximum reliance on competitive market forces and ... and on actual and potential competition — (A) to provide the needed air transportation system; and (B) to encourage efficient and well-managed air carriers to earn adequate profits and attract ... 5.2% of U.S GDP “Economic growth and prosperity are determined in large part by access to the global economy And, just as islands require bridges to the mainland….communities require bridges...
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Toward pro-poor policies Aid, institutions, and globalization
... incomes and better education, particularly of women and girls; investments in infrastructure, particularly for water; and improvements in knowledge and understanding about the prevention and treatment ... stability and openness, governance and institutions, and infrastructure The private sector should be understood not only to include large firms and multinationals, but also— indeed, first and foremost ... S ST ERN the sources and effects of empowerment and inclusion; and about the role of chang ing preferences and behavior in development (Stern 2002) We must build learning and evaluation into...
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