Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Management > Chapter 3 - Internal Analysis > Flashcards

Chapter 3 - Internal Analysis Flashcards

1
Q

Resources

A

productive input/ competitive asset owned/ controlled by company

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

capabilties

A

organizational/ managerial skills necessary to orchestrate a diverse set of resources to deploy them strategically

  • intangible by nature
  • expressed in company’s structure, routines + processes
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

core competencies

A

-unique strengths, embedded within a company
=> differentiate firms products/ services from rivals’
-well performed activity => central to a firm’s strategy + competitivness

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

activities

A

enable firm to add value by transforming inputs into outputs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

tangible Resources

A
  • physical
  • financial
  • organizational
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

intangible resources

A
  • brands, company image + reputational assets
  • relationships
  • company culture + incentive system
  • technological resources
  • human asset + intellectual capital
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

dynamic capability

A

> capability to renew to achieve congruence with changing business environment
=> organization’s ability to achieve new + innovative forms of competitive advantage to sustain its strategical superiority

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

resource based view

A

resources as key to superior firm performance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

resource based view assumptions

A

Resource heterogeneity

resource immobility

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

VRIO

A

scheme to identify core competencies

  • valuable
  • rare
  • inimitable
  • organized to capture value
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

competitive advantage more sustainable

A

costly to imitate due to following

  • better expectations of future resource value
  • path dependence
  • casual ambiguity (tacit, complex + specific)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

value chain

A

consists of primary + support activities

=> permits deeper look at the firm’s cost structure + ability to offer low prices

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

value chain primary activities

A
  • inbound logistics/ supply chain management
  • operations
  • outbound logistics/ distribution
  • sales + marketing
  • service
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

value chain support activities

A
  • product R+D, technology, purchase, systems development
  • human resource management
  • firm infrastructure / administration
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

advantages of strategic alliances

A
  • strengthen competitive position
  • enter new markets
  • hedge against uncertainty
  • access to complementary assets
  • learn new capabilities
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

strategic alliances types

A
  • equity modes
  • joint venture
  • non-equity modes
17
Q

equity modes

A
  • minority
  • 50/50
  • majority
18
Q

joint venture

A

creation of a new entity by two/ more patent firms

19
Q

non equity modes

A
  • informal cooperative alliances

- formal cooperative alliances

20
Q

strategic alliances

A
  • voluntary arrangement between firms

- aim: sharing knowledge, resources, capabilities

21
Q

Alliance management capability

A

partner selection + alliance formation => alliance governance + design => alliance management (post formation)

22
Q

partner selection + alliance formation

A

challenges:
- partner compability
- partner commitment
key success factors: screening + partner selection
- common objectives
- compatible values + behaviors

23
Q

alliance governance + design

A 
challenges:
- equity sharing / ownership
- contractual details
key success factors: negotiation + alliance designing
- decentralized structure
-process + interface optimization
24
Q

alliance management

A

challenges:
- creating a common identity trough collaboration
-communication and information transfer
key success factors: commitment and trust
- relation-specific investments
- knowledge-sharing routines
- interfirm trust

25
Q

strategic networks

A

=> social structure composed of multiple organizations
> network codes: organisation
> network ties: links between organisations
–> achieve goals together which cannot be done alone

26
Q

Analysis of linkages Value chain

A
  • linkages within the value chain -> between activities
  • Vertical linkages -> between firm‘s value chain + value chain of suppliers
    => can lead to competitive advantages (reducing costs / increasing differentiation)
27
Q

Relational capabilities

A

strategic partnerships -> possibility for competitive advantage
Relational view of competitive advantage: Critical resources and capabilities are embedded in
strategic alliances that span firm boundaries

Management (11 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions