A key premise is that all business environments are in a state of change.
When the interests of principals and agents are in alignment, the agency problem is
small.
Both the PESTEL and SWOT analyses help managers gain a better understanding of the
opportunities and threats they face.
The resource-based view of competitive advantage says that one reason for acquiring
another firm would be to absorb and assimilate the target’s real estate holdings.
Alliances tend to be the most expensive international entry tactic.
Small nationals can exploit opportunities for inter-business-unit collaboration.
The more country environments a firm must deal with, the greater the difficulty in
coordination operations.
An industry segment may simultaneously play the roles of complementor and
competitor.
Sometimes alliances between weaker and stronger firms lead to the weaker firm
dissolving the alliance.
Direct exports are an example of nonequity entry modes.
Substantial empirical evidence indicates that some forms of diversification can create
significant shareholder wealth.
Intangible resources offer a better opportunity for competitive advantage than tangible
resources.
Background differences typically refer to such factors as gender, nationality, network
ties, and religion.
Both senior executives’ judgment and behavior influence the formation and
implementation of strategy.
What are the five elements of the strategy diamond?
According to the text, what are the four areas where middle managers are better
positioned to contribute to competitive advantage and corporate success than senior
executives?
What are key differences between patching and the ambidextrous organizational
structure?
What is the matrix structure?
How does an IPO work?
What is the function of the Public Company Accounting Oversight Board?