Strategic Management References 2

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Topics of papersAuthor and year
Slight change to product can be enough to steal away customers
Profitability of strategic planning when it is scarce, stimulating effect of planningPlanning can increase profitability where theories are not properly disseminated. Planning can
3 sources of isomorphism, can improve access to finance and staff
“Competitive cusp” balances pros and cons of conforming and differentiating: legitimacy can be a problem
RBV doesn’t look beyond resources, some things are not available in factor markets, and embedded competences can become “core rigidities”
Communal strategy, particularly with industry reputation
Game theory, loyalty schemes, complementary competitors and 'changing the game'
Inertial pressures restrict change, difficult to change the “core”, structural inertia and varying environmental change
Can’t change employee behaviour by altering formal structure, need a culture for change. Periphery to centre change
Selection bias when studying firm adaption, managers have some foresight
Path dependency in resource accumulation, persistent heterogeneity
Organisational slack, encourages risk taking and learning
Radical vs. incremental change, “competence destroying” innovations, value networks, innovative differences between established and entrant firms
Paradigms
Topics of papersAuthor and year
Exploration and exploitation, mutual learning stores as procedures, rules and norms. Learning by deviation from organisational code
Liability of newness or senescence, rate and scope of innovation
Positive feedback can lead to lock-out of technologies with long-term potential, leading to inferior outcomes
60s conglomerates, 80s corporate raiders. Were conglomerates efficient in the 60s?
Study: innovations struggle if they have difficulty achieving legitimacy
Pros and cons of portfolio planning
3 motives for diversification, not all beneficial
Core competences
More profitable to diversify into industries related to core business
Corporate coherence and relatedness of activities. Economies of scope could be achieved through contracts, but isn’t because of core competencies and complementary assets
Corporate and competitive strategy, 3 essential tests of valuable diversification
Capturing value from M&As, key resources should be owned by the acquirer
Explanations of takeover premiums: ineffective management, synergies, test for manager hubris
Acquisition process problems, culture (organisational) misfit

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