An individual with a high tolerance of ambiguity would be extremely uncomfortable in
a situation with little information and a great deal of uncertainty.
An alliance may involve sharing resources related to only one key activity in the
partners’ value chains, or it may involve coordination across many value-chain
activities.
Corporate renewal often does not prevent established firms from vanishing from the
face of the competitive landscape.
A firm’s stock of resources and capabilities is what a firm possesses at any given time.
To create economies of scope and revenue-enhancement synergies, a firm’s resources
should counteract with its business activities.
Vertical expansion is often a logical growth option because a company is already
familiar with the arena that it’s entering.
Effective strategies always arise out of unplanned decisions and actions.
One alternative to an alliance is a purchase contract.
An integration manager is appointed to oversee the merger of two firms.
Primary sources of competitive advantage include resources, knowledge, and
capabilities.
A common neutralization tactic is the threat or use of legal action.
In French and German companies, it is relatively difficult for owners to nominate and
elect members of the board.
Core competencies are capabilities that set a firm apart from other firms.
The larger scale that accompanies global expansion only creates competitive advantage
if the firm translates scale into operating efficiency.