Strategic Management Overview & Environment

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Across
  1. 3. Resources are _____ when they support taking advantage of opportunities or neutralizing external threats
  2. 6. type of environment composed of elements in the broader society that can indirectly influence an industry and the organizations within the industry
  3. 7. the increasing economic interdependence among countries as reflected in the flow of goods and services, financial capital, and knowledge across country borders
  4. 11. networks of companies that sell goods and services compatible with the organizations own product or service
  5. 13. model which adopts an internal perspective to explain how a org's unique bundle or collection of internal resources and capabilities represent the foundation on which value-creating strategies should be built
  6. 14. the individuals and groups who can affect and are affected by the strategic outcomes achieved and who have enforceable claims on a organization's performance
  7. 16. conditions that may hinder or constrain a company’s efforts to achieve strategic competitiveness
  8. 17. represents the process where analysts develop feasible projections of what might happen and how quickly as a result of the changes and trends detected through scanning and monitoring
  9. 18. segment of the general environment concerned with different societies’ social attitudes and cultural values
  10. 19. segment of the general environment refers to the nature and direction of the economy in which a org competes or may compete
  11. 21. an externally focused application of its vision that states the organization's unique purpose and scope of its operations in product and market terms
  12. 22. a condition of rapidly escalating competition that is based on price-quality positioning, efforts to create new know-how and achieve first-mover advantage, and battles to protect or to invade established product or geographic markets
  13. 25. a group of organizations producing products that are close substitutes for each other
  14. 26. represents a process whereby analysts observe environmental changes over time to see if an important trend begins to emerge
  15. 27. segment of the general environment concerned with how interest groups and organizations attempt to influence representatives of governments and governmental agencies and how they, in turn, are influenced by them
  16. 28. an integrated and coordinated set of commitments and actions designed to exploit core competencies and gain a competitive advantage
Down
  1. 1. building strong relationships in which each party feels obligated to help the other
  2. 2. the capacity for a set of resources to perform, integratively or in combination, a task or activity
  3. 4. Resources are ______ when they have no structural equivalents
  4. 5. a picture of what the organization wants to be, and in broad terms, what it wants to ultimately achieve
  5. 8. represents the step in the external analysis process where all of the other steps come together
  6. 9. Resources are ______ to imitate when other organizations cannot obtain them inexpensively
  7. 10. model which adopts an external perspective to explain that forces outside of the organization represent the dominant influences on a organization's strategic actions
  8. 12. inputs into a organization's production process, such as capital equipment, individual employee's skills, patents, brand names, finance, and talented managers
  9. 15. Resources are ______ when possessed by few, if any, competitors
  10. 17. represents the set of capabilities, in all areas of their operations, that organizations use to respond to the various demands and opportunities that are found in dynamic, uncertain environments
  11. 18. entails the study of all segments in the general environment
  12. 20. segment concerned with a population’s size, age structure, geographic distribution, ethnic mix, and distribution of income
  13. 23. a term that is used to describe a type of innovation in which rapid and consistent replacement of current technologies by new, information-intensive technologies
  14. 24. represent conditions in the general environment that may help a company achieve strategic competitiveness by presenting it with possibilities
  15. 29. investor uncertainty about the economic gains or losses that will result from a particular investment