Expanding the global presence of a firm does not automatically increase its scale of
operations.
In value-chain analysis, finance and accounting are considered part of the general
administration of a firm.
Related diversification enables a firm to benefit from horizontal relationships across
different businesses in the diversified corporation by leveraging core competencies and
sharing activities.
Competitive advantage is not affected by actions by rivals from within and outside of
the industry.
People with strong self-awareness are overly critical and unrealistically optimistic and
are well suited to run organizations, because they will make good judgment calls.
Different types of boundaries place limits on organizations in order to foster high
degrees of interaction with inside influences and varying levels of permeability.
Self-regulated people are unable to create an environment of trust and fairness, where
political behavior and infighting are sharply reduced and productivity tends to be high.
The impact of a demographic trend varies across industries.
The traditional approach to strategic control relies on feedback from performance
measurement to formulate strategy.
When attacked, older and larger firms tend to respond more quickly, but their responses
are often more predictable.
One of the advantages of boundaryless structures is that they can be implemented
without upgrading the skills of workers and managers.