Capstone Vocabs

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Across
  1. 3. The conceptualization of a firm as a network of interconnected activities.
  2. 4. The characteristic of having in place an effective organizational structure, processes, and systems to fully exploit the competitive potential of the firm's resources, capabilities, and competencies.
  3. 8. A model that emphasizes a firm's ability to modify and leverage its resource base in a way that enables it to gain and sustain competitive advantage in a constantly changing environment.
  4. 9. Resources that do not have physical attributes and thus are invisible.
  5. 11. The internal activities a firm engages in when transforming inputs into outputs; each activity adds incremental value.
  6. 15. A model that sees certain types of resources as key to superior firm performance.
  7. 16. Unique strengths, embedded deep within a firm, that are critical to gaining and sustaining competitive advantage.
  8. 17. A theoretical framework that explains and predicts firm-level competitive advantage.
  9. 18. A resource that firms that do not possess the resource are unable to develop or buy the resource at a comparable cost.
  10. 20. Firm activities that add value indirectly, but are necessary to sustain primary activities.
  11. 24. A former core competency that turned into a liability because the firm failed to hone, refine, and upgrade the competency as the environment changed.
  12. 26. A situation in which the cause and effect of a phenomenon are not readily apparent.
  13. 27. Application of a framework that allows strategic leaders to synthesize insights obtained from an internal analysis of the company's strengths and weaknesses with those from an analysis of external opportunities and threats to derive strategic implications.
  14. 28. A situation in which the options one faces in the current situation are limited by decisions made in the past.
  15. 29. Resources that have physical attributes and thus are visible.
Down
  1. 1. Firm activities that add value directly by transforming inputs into outputs as the firm moves a product or service horizontally along the internal value chain.
  2. 2. Distinct and fine-grained business processes that enable firms to add incremental value by transforming inputs into goods and services.
  3. 5. A resource where the number of firms that possess it is less than the number of firms it would require to reach a state of perfect competition.
  4. 6. A situation in which different social and business systems interact with one another.
  5. 7. The firm's level of investments to maintain or build an intangible resource.
  6. 10. Any asset, capability, or competency that a firm can draw upon when formulating and implementing strategy.
  7. 12. A critical intangible resource that can provide a strong isolating mechanism, and thus help to sustain a competitive advantage.
  8. 13. Assumption in the resource-based view that a firm is a bundle of resources and capabilities that differ across firms.
  9. 14. Assumption in the resource-based view that a firm has resources that tend to be "sticky" and that do not move easily from firm to firm.
  10. 18. Organizational and managerial skills necessary to orchestrate a diverse set of resources and deploy them strategically.
  11. 19. A firm's ability to create, deploy, modify, reconfigure, upgrade, or leverage its resources in its quest for competitive advantage.
  12. 21. A resource that helps a firm exploit an external opportunity or offset an external threat.
  13. 22. Barriers to imitation that prevent rivals from competing away the advantage a firm may enjoy.
  14. 23. Occurs when an organization matches its internal resources and capabilities to the external environment, exploiting external opportunities while mitigating external threats and internal weaknesses.
  15. 25. The firm's current level of intangible resources.