Exam 18: Current Trends in Strategic Management
Exam 1: The Concept of Strategy81 Questions
Exam 2: Goals, Values and Performance84 Questions
Exam 3: Industry Analysis: the Fundamentals72 Questions
Exam 4: Further Topics in Industry and Competitive Analysis77 Questions
Exam 5: Analyzing Resources and Capabilities81 Questions
Exam 6: Developing Resources and Capabilities90 Questions
Exam 7: Organization Structure and Management Systems: the Fundamentals of Strategy Implementation82 Questions
Exam 8: The Nature and Sources of Competitive Advantage82 Questions
Exam 9: Cost Advantage83 Questions
Exam 10: Differentiation Advantage83 Questions
Exam 11: Industry Evolution and Strategic Change79 Questions
Exam 12: Technology-Based Industries and the Management of Innovation84 Questions
Exam 13: Competitive Advantage in Mature Industries72 Questions
Exam 14: Vertical Integration and the Scope of the Firm85 Questions
Exam 15: Global Strategies and the Multinational Corporation75 Questions
Exam 16: Diversification Strategy81 Questions
Exam 17: Implementing Corporate Strategy: Management of the Multibusiness Firm79 Questions
Exam 18: Current Trends in Strategic Management82 Questions
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Lee Iaccoca at Chrysler, John Browne at BP, Michael Eisner at Disney, and Rupert Murdoch at News Corp. illustrate:
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In future, all businesses will need to move to an internet-based business model:
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There is much discussed, especially in the academic literature, about the need for firms to adapt to the expectations of society.
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What does the evolution of the environment tell firms, and how do they react to it?
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It's not absolutely clear from the text, but a power-law distribution connection with unpredictability means:
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Ultimately, the only sustainable competitive advantage which matters is:
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Three issues dominate the disdain for business corporations: equity issues, unethical behaviors, and slow corporate change
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What do the unexpected and undesired consequences of the search for shareholder value imply?
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We have witnessed a transition from an industrial economy to a knowledge economy. This is true;
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The pursuit of shareholder value became translated by many corporate executives as the maximisation of short-term profits.
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