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Hint Answer % Correct
(1982) In evolutionary models, firms have processes, such as how they go about R&D. These act as the 'genes' of the modelNelson and Winter
100%
(1974) successful diversification requires shared core competencesRumelt
100%
(1985) M form might solve some of the resource allocation and agency problems with diversificationWilliamson
100%
(1992) Argues that a lot of historic failure with diversification is down to the fact that core competencies are so vital to successChandler
97.7%
(1990) Consequences of small random events can persist due to positive feedback effects (e.g. increasing returns to adoption)Arthur
97.7%
(1974) Decision makers are affected by heuristic biases (representativeness, availability and adjustment and anchoring) which can lead to systematic and predictable errorsTversky and Kahneman
97.6%
(1993) Decision makers ‘have a strong tendency to consider problems as unique’ which leads to misinterpretation of risk and an inside view of problems Kahneman and Lovallo
97.6%
(1993) Correcting errors may have unintended consequences (e.g. correcting overconfidence may worsen risk aversion)Kahneman and Lovallo
97.6%
(2008) Players of Deal or no Deal exhibit path dependent attitudes to riskPost et al
97.6%
1st of Porter's conditions for an acquisition to be successfulAttractive Industry
97.1%
2nd of Porter's conditions for an acquisition to be successfulCost of entry must not exceed future profit
97.1%
3rd of Porter's conditions for an acquisition to be successfulNew business must have a competitive advantage
97.1%
(2006) Success depends both on firm and industry and so rival firms may sometimes cooperate to increase an industry's attractivenessBarnett
95.5%
(1997) Core capabilities are unique combinations of skills and knowledge that, combined with resources, create competitive advantage Leonard-Barton
95.5%
(1997) Core capabilities are embedded with company values and so are slow to change when they become outdated (rigidities)Leonard-Barton
95.5%
(1979) Pioneered industry analysisPorter
95.3%
Porter's descriptive model of sustained competitive advantage5 Forces
95.3%
Factors specific to individual (blanks) are neglected by the 5 Forces modelFirms
95.3%
V of VRINValuable
95.3%
R of VRINRare
95.3%
I of VRINIn-imitable
95.3%
(1993) Described 4 conditions for sustained competitive advantage: heterogeneous resources, ex-post + ex-ante limits to competition, imperfect resource mobilityPeteraf
95.3%
(2001) Criticise RBV for: tautology, ignoring capabilities, having little prescriptive valuePriem and Butler
95.3%
(1984) Introduced RBV by analysing firms on the 'resource side rather than from the product side'Wernerfelt
95.3%
(2005) Blue Ocean StrategyKim and Mauborgne
95.3%
Two factors that make 'Red Oceans' undesirablecommoditisation and price wars
95.3%
(2007) Sustained competitive advantage is distinct from superior performance. Resource asymmetries at a point in time give superior cash flowsPacheco-de-Almeida and Zemsky
95.3%
(1968) Described increasing returns to adoption in the case of science scholarshipMerton
95.3%
(1992) Described how VHS overcame Betamax despite a lack of first mover advantageCusumano et al
95.3%
(1997) Competitive success comes from experience and efficiency acquired in the past and managers should aim to commit to a long-term trajectory of competence developmentTeece et al
95.3%
(1929) Firms must trade off between imitation and innovation since customers are drawn to the status quo but exact imitation leads to price warsHotelling
95.3%
(1999) Firms should aim to be as different as possible whilst retaining the legitimacy of familiarityDeephouse
95.3%
(2006) Performed a study of artificial music markets and found persistent consequences of chance eventsSalagnik et al
95.3%
(1988) Relatedness is not sufficient for a successful diversification - must be a valuable resource creating an advantageBarney
95.3%
(1987) For an acquisition to work: the industry must be attractive, cost-of-entry must not exceed future profits and the new business unit should have a competitive advantagePorter
95.3%
(1986) Firms can expect to learn more about the future relative to their competitors by analysing their own skills and capabilities rather than the industry environment. (yay RBV)Barney
95.3%
(2000) Advocates a systemic view of strategy which o draws from many areas of life such as policy, culture and education and ‘arms managers with sardonic self-awareness’Whittington
95.3%
(1996) Strategic positioning could be needs-based, access-based, or variety-basedPorter
95.3%
(1963) Firms are ‘coalitions of groups’, are satisficers instead of maximisers, have five real goals (production, inventory, market share, sales and profit) Cyert and March
95.3%
(1978) Proposes 'logical incrementalism' (no 'massive decision matrix) Managers must marry formal planning with precipitating circumstances making commitments as late as possibleQuinn
95.3%
(2006) Emphasise the importance of praxis, as distinct from practice and practitionersWhittington
95.3%
(2006) Despite the criticisms, formal planning was found in 81% of large corporations in a studyWhittington
95.3%
(1999) Found a high prevalence of formal planning in a survey of executives but also found that flexibility and regular adjustment is essentialBrews and Hunt
95.3%
(1996) Feels that strategic competency comes second to other core competencies e.g. knowledge of ‘how to design great motorcycle engines’Rumelt
95.3%
(1985) Most strategy lies on a continuum between formal planning and emergentMintzberg and Waters
95.3%
(1985) Emergent strategy is not chaos but ‘unintended order’ when management is ‘open, flexible and responsive’.Mintzberg and Waters
95.3%
(1997) From a TCE logic suggests that alliances will be more hierarchical when contractual hazards (that create moral hazard) are highOxley
95%
(1965) SWOT analysis - integrates internal and external factors.Ansoff
94.7%
According to this model, profits occur when entry is impossible5 Forces
94.7%
According to this model, profits occur when there is heterogeneity in costsResource Based View
94.7%
Strategic asset ___ (e.g. reputation, expertise) are accumulated by choosing appropriate time paths of ___ (e.g. marketing/R&D budget) stocks flows
94.7%
(2011) Companies in every category fall on the path to sameness. 'companies have lost sight of their mandate...to create meaningful grooves of separation from one another'Moon
94.4%
(2010) Bank execs aren't surprised to hear that their employees can't answer 'why should i choose you over the competition?'Bill Taylor
94.4%
(2010) 'If your company went out of business tomorrow would anyone miss it?'Bill Taylor
94.4%
(2005) After M&A announcement, the target firm usually sees its share price rise, acquirers break even - total effect is positiveFridolfsson and Stennek
94.4%
(2009) Strategic planning has integrative effects through activities of participation and communication to unite diverse unitsJarzabkowski and Balogun
94.1%
(1962) Surveyed the largest industrial firms of the time. Most had a decentralised multidivisional structure.Chandler
93.8%
(1962) Changes in organisational strategy create admin problems that therefore prompt structure changes. Chandler
93.8%
(1990) 'structure follows strategy...as the left foot follows the right'Mintzberg
93.8%
(2011) Complained that thousands of organisations do not have strategy but instead goals that they pretend are strategy. E.g. US end terrorism Rumelt
93.3%
(2011) Strategy IS focus; focus on HOW to achieve desired goals (e.g. Steve Jobs saving Apple from bankruptcy)Rumelt
93.3%
(2011) An essential starting point of strategy is diagnosis of what the problem actually is. E.g. why is Greece borrowing too much?Rumelt
93.3%
(2011) 'Strategy involves focus and, therefore, choice. And choice means setting aside some goals in favour of others.'Rumelt
93.3%
N of VRINNon-substitutable
93%
(2007) Further develop RBV's imitability condition and stress that the time period of imitation could be a new axis of analysisPacheco-de-Almeida and Zemsky
93%
(1989) Argued that increasing returns to adoption can lead to technological lock-in. (the founder effect)Arthur
93%
(1993) Market status serves as a competitive advantagePodolny
93%
(1983) Firm similarity is encouraged by three types of forces: coercive, mimetic and normativeDiMaggio and Powell
93%
(1950) An analogy of firm survival could be drawn from the theory of evolutionAlchian
93%
(1994) Describes potential causes of diversifying phenomena: managers striving for market power, agency problems or a solution to excess capacityMontgomery
93%
(1963) Firms make decisions on two levels (financial viability and assessment of whether the decision will improve the company’s position)Cyert and March
93%
Novo Nordisk CEO: CSR is maximizing company value over a long period of time, because in the long term, social and environmental issues become financial issuesLars Sorensen
92.9%
FT report that the CEO of ___ was trying to prevent the firm's split into life and general insurance wings. Agency problems + manager pay linked to firm sizeAIG
92.3%
Over ___ unicorns in Silicon Valley totalling $500bn. Numbers picked out of thin air lead to costly acquisitions150
92.3%
State owned ___ acquire German waste management co. in order to acquire technological knowledge in their goal of modernising economyBeijing Enterprises
92.3%
____ focused on producing new graphics cards in 6 month cycles to beat the industy's 18 months. They had 3 development teams on rolling basis. FocusNvidia
92.3%
___ want to create a shift in their public perception. They want to be seen as a software co. with consistent sales rather than volatile hardwareApple
92.3%
Hint Answer % Correct
The creative destruction of innovation makes analysis of static industry structure fairly redundantSchumpeter
92.3%
Constant improvement in operational efficiency is necessary but not sufficient for SCAPorter
92.3%
__ Isomorphism. Organisations cluster in form because of political pressure to conform. The pressure to appear legitimateCoercive
91.7%
__ Isomorphism. Professionalisation brings a shared set of knowledge and networks that mean that organisations are made up of people who see things the same way.Normative
91.7%
(1975) Market share increases ROI through market power, economies of scale and the associated good management.Buzzell et al
91.7%
___ funded the development of rival ____'s OS. Co-opetitionGoogle Mozilla
90.9%
__ acquired ___. Resounding success and clear synergiesDisney Pixar
90.9%
__ __ acquired ___. Failure of this merger blamed on clash of cultures Daimler Benz Chrysler
90.9%
(1982) Evolutionary models of strategy discard profit maximisation as the driving force of economies Nelson and Winter
90.9%
(1995) Game theory is limited in practice by 'concsious reasoning' of finite depthNagel
90.7%
(1984) Selection forces favour reliable and accountable firms. A negative by-product is that these firms suffer inertia and are resistant to change (and innovation) Hannan et al
90.7%
(2004) Explains how the effects of both chance and skilled management could appear the same and so essentially, high performance does not prove skilled management was thereDenrell
90.7%
(2009) Strategic planning is what brings ideas and people togetherJarzabkowski and Balogun
90.7%
(1996) Inter-firm interdependence means that co-opetition should be pursued to increase the size of the pie. Nalebuff and Brandenburger
89.5%
__ View: rational decision makingClassical
88.9%
__ View: dubious of planning but less worried about ruthless markets than evolutionaries. Strategy is an emergent process of learning and adaptationProcessual
88.9%
__ View: Social and other contexts are vital to strategic thought. In some certain situations then, the other views may make sense EX-POSTSystemic
88.9%
(1963) Decisions are made on two fundamental levels: will it improve our position and is it financially viable.Cyert and March
88.9%
(1997) Dynamic capabilities are used in 'rapidly changing environments'Teece et al
88.9%
_ _ is arguably an extension of RBV with similar critiquesDynamic Capabilities
88.9%
(1997) Since dynamic capabilities must be built, there is a need in organisations for managers who build. Teece et al
88.9%
(2000) DCs could be interpreted as the ordinary capability of being able to learn how to learnEisenhardt and Martin
88.9%
(2000) Dynamic capabilities are best conceptualised as tools that manipulate resource configurationsEisenhardt and Martin
88.9%
(2000) Long term competitive advantage lies in resource configurations, not dynamic capabilities.Eisenhardt and Martin
88.9%
(1999) Discuss 'standards wars' that are especially bitter when markets are subject to network effectsShapiro and Varian
88.4%
(1999) Innovation trumps imitation because only it can drive society forwardGhoshal et al
88.4%
(2004) Even sustained high performance might be caused by chance events having persistent consequencesDenrell
88.4%
(2005) TCE and property rights economics support RBV because the conditions of resource ownership affect the value of the resources. Thus, TCE is relevant to strategyFoss and Foss
88.4%
(1988) With uncertainty there is a trade-off between acting early and acting later after the uncertainty is resolved.Karnai and Wernerfelt
88.4%
(1962) The multidivisional structure of firms was a reaction to opportunities presented by transport and communication technology. Structure followed strategy.Chandler
87.5%
(2008) Managers are more likely to learn from failure than success - success actually 'plants the seeds of failure'Starbuck et al
86%
(1993) Diversified companies face a resource allocation problem between the various business unitsGoold and Luchs
86%
(1997) Alliances lie on a market-hierarchy continuum. Firms should be wary of how an alliance makes valuable intellectual property vulnerable to appropriationOxley
86%
(1989) Formal planning systems are inextricably linked to the social structures of organisations acting as ‘a king of glue within the social interactive processes’ Langley
86%
(1997) Despite the existence of uncertainty, managers shouldn’t adopt a binary view and assume that analysis has absolutely no worthCourtney et al
85.7%
(1991) Managerial blind spots in terms of the contingent decisions of competitors include winner’s curse, nonrational escalation of commitment, overconfidence, limited perspectivZajac and Bazerman
85.7%
(1995) Alliances formed between fierce competitors (to stem competition) are likely to fail because of tension between the partners. Bleeke and Ernst
85%
FT described potential acquisition of ___ by ___ as a 'major trophy' for the CEO. Does this reflect a culture of CEO worship/egotism?Syngenta ChemChina
84.6%
If firm performance is inherently complex and multivariate then research must investigate a variety of factors that might be behind it. Powell
84.6%
__ Isomorphism. Organisations copy each other's structures and processes in order to deal with uncertainty. Japan in 19th c.Mimetic
84.6%
(2006) Strategy is an organics process and the best initiatives may arise unexpectedly from unexpected sources (such as lower down in the organisation)Hutzschenreuter and Kleindienst
83.7%
'Naive Realism' - we are biased to think are own views are developed from reason whereas everyone else is being irrational or PC etc. Tim Harford
83.3%
__ ___ killed by the substitute MP3 PlayerSony Walkman
83.3%
aTicaTime compression diseconomies
83.3%
atiCaCausal Ambiguity
83.3%
(1989) Valuable assets are non-tradable and therefore must be builtDierickx and Cool
83.3%
__ __ asks his employees at Google to dedicate some of their time to radical experimentation to ensure that they stay ahead of the gameLarry Page
83.3%
(1997) what matters is an organisation's capacity to sense opportunities, seize them and transform the resource base. Teece et al
83.3%
(2011) Two types of acquisitions: 1. Those that intend to boost the current position 2. Those that look to take the company in a new directionChristensen et al
81.8%
(1989) Imitiation is important because of the need for compatability to meet network demandsShapiro
81.4%
(1995) If one firm innovates then it can create industrial breathing spaceBrandenburger and Nalebuff
81.4%
(1982) Evolutionary theory is positive but economists want a normative explanation Nelson and Winter
81.4%
(1993) The fact that many diversifications failed in the past shows that they rely on more than just good managementGoold and Luchs
81.4%
(1988) A trade off under uncertainty faced by managers is between focusing resources on one scenario and spreading resources on several scenarios, thus maintaining flexibility’ Karnai and Wernerfelt
81%
(1993) Even innovation that doesn't work can be profitable because it imparts STATUS on the innovating firm. Podolny
80%
(2000) Little evidence that high investment in innovation paysWhittington
80%
Firms that were very profitable (ROA>15%) in 2003 had an 83% chance of being very profitable in 2013. Previous odds about 50%economist
80%
(1985) Game theory can plot the path of competitive interactionBrandenburger and Nalebuff
79.1%
(1992) Economies of scale transformed the soft drink industry with distribution changing from ‘systems of independent bottlers to captive bottling subsidiaries’Muris et al
79.1%
__ View: faced with great uncertainty companies' best bet to survive is to maximise efficiency day-to-dayEvolutionary
77.8%
(1993) If skilled management is the make or break of success then it follows that well managed firms should look to diversify widelyGoold and Luchs
76.7%
(2001) Takeovers made by relatively inefficient firms are failures on averageMaksimovic and Phillips
76.7%
(1989) Alliances can protect firms from third parties and are a lower cost, lower risk way of exploring new tech and marketsHamel et al
76.7%
(2007) Strategy is time dependent – ‘what can be changed and how intelligently it can be changed- shift over time.Gavetti and Rivkin
76.7%
__ have kept net profit margins between 3 and 3.5% for the last 20 years as revenues have grown. Extremely persistent profitability. Walmart
75%
2 types of firm structureUnitary M-form
75%
(2000) Little evidence that high investment in innovation is profitableWhittington
75%
(1990) Small firms innovate radically, large firms broadly. Medium firms stuck in the middlePavitt
75%
(2012) FMA makes a brand the psychological standard (e.g. Coca-Cola)Shankar and Carpenter
75%
(1988) Innovative late entry can be the winning strategy (e.g. Kindle)Shankar et al
75%
(2012) Pioneer when there are network effects, the expected category life is short and product value is subjectiveShankar and Carpenter
75%
_ pioneered a better tire but had no system of complimentary assets (e.g. trained mechanics) to create profitMichelin
75%
_ pioneered Diet Cola but the profits were seized by the _ _ CompanyRC Cola coca cola
75%
Patents such as Apple's _ to _ can be designed aroundswipe unlock
75%
_ exploited exogenous change to become a pioneer of a new location of the pay day loan industryWonga
75%
Famously failed to profit from copier innovationXerox
75%
(2007) Suggest that superior performance may be explained through the failures of competitors to 'imitate perfectly-imitable resources' and solve 'solvable problems'Powell and Arregle
74.4%
Hint Answer % Correct
(1999) Abnormal returns from SCA may be consumed by stakeholders other than shareholders (e.g. employees)Coff
74.4%
(1999) Egotistic managers have a proven tendency to overestimate their own relative skillCamerer and Lovallo
74.4%
(1986) The process of the acquisition itself can have a significant effect on the 'ultimate success of the deal' Jemison and Sitkin
74.4%
(1990) Demonstrate the experience curve in the truck manufacturing industry (negative relationship between experience time to produce)Argote and Epple
73.7%
(1986) Acquisition is a quick and risk minimising way of accessing 'markets, products, technology, resources, or management talent'Jemison and Sitkin
72.1%
(1975) Having a larger market share leads to competitive advantageBuzzell et al
69.8%
(2006) Suggests that firms are 'hostages of their industries' and so should look to cooperate (not just compete)Barnett
69.8%
(1990) Managers should realise that they alone can't make change happen - they have to create a culture of improvement in the organisationBeer et al
69.8%
(1987) The average stock market reaction (negative) to diversification is often used as a warning sign, however, this stock price movement is based on potential nervousness and theHaspeslagh and Jemison
69.8%
___ in a normal year was as profitable as ___ in an excellent year (low oil price). No one's going to build competing rail lines. BNSF Delta
66.7%
(2011) 70-90% failure rate of acquisitonsChristensen et al
66.7%
_'s diversification strategy might not be best measured in terms of profitability but in user base growth (rocketed ahead of __)Facebook Twitter
66.7%
_-_ has made related diversifications into Innocent smoothies and Chi Ltd. a Nigerian dairy drink company. Coca Cola
66.7%
(2000) Related diversification is more likely to work and moderate diversification beats limited and extensive diversificationPalich et al
65.1%
(2001) Humans are not great at doing game theory in practice. They may well make the wrong choicesGoree and Holt
62.8%
(2000) As organisations age they get more efficient at innovating but at the same time their areas of innovation become less relevant Sorensen and Stuart
62.8%
(1992) Finds that planning has the largest correlation with performance within industries with a ‘planning disequilibrium’ (where levels of formal planning vary considerably) Powell
62.8%
cost minimisation is not competitive in the long run as it is not innovative. It will make a firm bad at responding to competitors.Abernathy
61.5%
The variety in intra-industry performance is demonstrated by __ __ and _ who were top 10 profitability in 2015 despite a bad year for the industryExxon Mobil Chevron
60%
(1989) Partners should look to learn from each other and each should contribute something distinctiveHamel et al
55.8%
(2007) A DYNAMIC CAPABILITY is 'the capacity of an organisation to purposefully create, extend, or modify its resource base'Helfat et al
55.6%
(1997) Acquisitions are often the strategy of choice for overconfident, egotistic CEOs Hayward and Hambrick
53.5%
(2007) study of market entry found that the decision to enter was based ‘on evaluations of their own competence and paid little attention to the strength of the competitionMoore et al
50%
aticAAsset erosion
50%
(1986,_) 3 factors affecting how innovation profits are distributed: regimes of _, _ _ paradigm and _ assetsTeece appropriability dominant design complementary
50%
(2012) Late enter when there are _ standards to compare products and low costs of _Shankar and Carpenter, objective appropriation
50%
(1971) Not enough effort is made to learn from failed companies.Levanthal and March
50%
__ bought __'s £1bn __ factory for just $__m - quite a lucky break!Tesla Toyota Nummi 42
50%
Strategic planning is an oxymoronMintzberg
50%
__ realised that their furniture had to be taken apart to fit into a car - realised that customers would have the same problemIkea
50%
(2012) Lucky people have to ability to create it through: intention to seek opportunities, receptiveness, ability to recover, and connection (can't be lucky alone).Gabilliet
50%
_ _ responded to publicity that there was insufficient meat content with strong multi-channel marketing. Ultimately increased positive brand sentiment. Taco Bell
50%
Rule of 3 Valve
50%
(2008) Liberal paternalism (nudging)Thaler and Sunstein
50%
(1997) Having core capabilities can inhibit innovation because they also bring core rigiditiesLeonard-Barton
48.8%
(2007) Link CEO narcissism to ‘strategic dynamism and grandiosity’ i.e. acquisitions (but no systematic underperformance)Chatterjee and Hambrick
48.8%
(2002) Acquirers can only expect abnormal returns if they integrate their own resources with those of the new business Capron and Pistre
46.5%
5 Forces assumes industry structure is constant but actually it is endogenous and changes. e.g. changes in taxi driving industry Grant
46.2%
(2013) Dynamic capabilities are distinct from ordinary capabilities because they are path dependent, idiosyncratic and cannot merely be purchased. Kleiner
44.4%
(1999) Diversification into unfamiliar industries can lead to conservative reactions from analysts who simply don’t know enough about the new situation Zuckerman
44.2%
(2005) Merging prevents the merged firms from becoming the outsider - so share price up even when profits squeezed. Fridolfsson and Stennek
44.2%
Intangibles such as __ and __ may also be sources of SCA.Culture Reputation
41.7%
(2004) Hypercompetitivity in the manufacturing industry. SCA lasts fleetingly. Only soln: keep finding SCAs. Thomas and D'Aveni
40%
(2004) Causes of hypercompetitivity: globalisation, improved substitutes, deregulation, lower entry barriersThomas and D'Aveni
40%
(2009) The link between strategy and performance is foggy and so success stories should be treated as inspiration rather than BibleRaynor et al
39.5%
(1995) Thinking alliances through to their conclusions is important. A firm should look to add value as well as learn from the partner. The best success comes from ‘alliances of Bleeke and Ernst
39.5%
(1980) Strategy actually might follow structure - a multi-divisional firm is better placed to pursue diverse opportunitiesHall and Saias
37.5%
(2004) Most alliances and acquisitions fail. Choice should depend on useful resources, potential synergies and market factorsDyer et al
34.9%
After US DoJ announced its mission to block the takeover of (1) by (2), (1)'s stock price rose and (2)'s fell Halliburton Baker Hughes
33.3%
AticaAsset mass efficiencies
33.3%
(1991) The (failed) assumption that good management can make any diversification successful led to positive stock market reactions in the 60s Shleifer and Vishny
30.2%
(1988) 3 sources of FMA: _ leadership, _ of assets, buyer _ costsLieberman and Montgomery technological preemption switching
25%
(1991) 3 sources of network externalities: network-based products, _ products, _ _ costsGrant complementary significant switching
25%
3 conditions to imitate: _ of what to imitate, _ to do it and _ to do it Regner and Jonsson identification willingness ability
25%
A 1% increase in market share is only associated with a 0.1% increase in ROI. Focus should therefore be on other factors such as prod/service qualityJacobson and Aaker
23.1%
(2002) Only a minority of firms achieve superior performance (ROA statistically significantly above average) and it rarely persitsWiggins and Ruefli
20%
Strtegic relatedness means NPV of combined firm is greater than sum of NPVs of separate firms.Copeland and Weston
7.7%
Related acquisition does not generate abnormal returns to shareholders of bidderSingh and Montgomery
0%
(1999) R&D alliances barely ever develop into an acquisition.Hagedoorn and Sadowski
0%
(2011) Alliances are sometimes not pursued because firms are unsure how to divide value created. Adegbesan and Higgins
0%
atIcaInter-connectedness
0%
(2013) Forumla 1 firms naturally tend to innovate because of culture. Jenkins
0%
_ Paid The NFL $_ Million To Use Its Tablets, But Announcers Are Calling Them iPadsMicrosoft 400
0%
_ became blinded by its own success according to _Blackberry Silcoff et al
0%
_ _ was a rushed and tehnologically faulty reaction to the _Blackberry Storm iPhone
0%
_'s operating system was based on code from the 1990s which meant it couldn't be easily transformed into an iPhone killerBlackberry
0%
_'s initial strength became its eventual weakness. It has 2 _s which helped at first but eventually made them slowBlackberry CEO
0%
_'s current share price is just _% of its peakBlackberry 3
0%
(2007) strategy is more reacting than planningGavetti and Rivkin
0%
survived through radical change from paper mill to phone companyNokia
0%
(1991) industry is not a major determinant of performanceRumelt
0%
rule of 10%Wensley
0%
Industry factors do explain performanceWaring
0%
(1991) Due to competition between bidders, all the gains of a related acquisition may accrue to the target firm.Singh and Montgomery
0%
Multinationals should form joint ventures with companies that share similar goals r.e. growth and profitability - e.g. small firms in _China
0%
IP protection is a large factor in _. Strategies include leaving blueprints at home, or only using older technologyalliances
0%
Joint ventures require trust. One multinational CEO achieves this in _ by teaching management in the _ Party school to grow credibilityChina Central
0%

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Gimme Five: History & Government II

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Created Jan 10, 2016ReportNominate
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