Solution Manual for Exploring Strategy Text And Cases
12th Edition by Whittington
acceptability - ANSWER: expected performance outcomes of a proposed strategy to
meet the expectations of the stakeholders
acquisition - ANSWER: is achieved by purchasing a majority of shares in a target
company
Ansoff's growth matrix - ANSWER: is a classic corporate strategy framework for
generating four basic directions for organisational growth
BCG matrix - ANSWER: uses market share and market growth criteria to determine
the attractiveness and balance of a business portfolio
Blue Oceans - ANSWER: new market spaces where competition is minimised
business case - ANSWER: provides the data and argument in support of a particular
strategy proposal, for example investment in new equipment
business-level strategy - ANSWER: how an individual business competes in its
particular market(s)
business model - ANSWER: describes a value proposition for customers and other
participants, an arrangement of activities that produces this value, and associated
revenue and cost structures
CAGE framework - ANSWER: emphasises the importance of cultural, administrative,
geographical and economic distance
capabilities - ANSWER: the ways in which an organisation may deploy its assets
effectively
co-evolution - ANSWER: underlines the way in which partners, strategies and
capabilities need to evolve in harmony in order to reflect constantly changing
environments
collaborative advantage - ANSWER: is about managing alliances better than
competitors
,collective strategy - ANSWER: how the whole network of alliances, of which an
organisation is a member, competes against rival networks of alliances
competitive advantage - ANSWER: how a company, business unit or organisation
creates value for its users both greater than the costs of supplying them and superior
to that of rivals
competitive strategy - ANSWER: how a company, business unit or organisation
achieves competitive advantage in its domain of activity
complementor(s) - ANSWER: an organisation is your complementor if it enhances
your business attractiveness to customers or suppliers
onfigurations - ANSWER: the set of organisational design elements that fit together
in order to support the intended strategy
corporate entrepreneurship - ANSWER: refers to radical change in an organisation's
business, driven principally by the organisation's own capabilities
corporate governance - ANSWER: is concerned with the structures and systems of
control by which managers are held accountable to those who have a legitimate
stake in an organisation
corporate-level strategy - ANSWER: is concerned with the overall scope of an
organisation and how value is added to the constituent businesses of the
organisation as a whole
corporate social responsibility - ANSWER: the commitment by organisations to
behave ethically and contribute to economic development while improving the
quality of life of the workforce and their families as well as the local community and
society at large
cost-leadership strategy - ANSWER: involves becoming the lowest-cost organisation
in a domain of activity
critical success factors - ANSWER: those factors that are either particularly valued by
customers or which provide a significant advantage in terms of costs. (Sometimes
called key success factors (KSF))
cultural systems - ANSWER: aim to standardise norms of behaviour within an
organisation in line with particular objectives
cultural web - ANSWER: shows the behavioural, physical and symbolic
manifestations of a culture
deliberate strategy - ANSWER: involves intentional formulation or planning
, differentiation strategy - ANSWER: involves uniqueness along some dimension that is
sufficiently valued by customers to allow a price premium
diffusion - ANSWER: is the process by which innovations spread amongst users
disruptive innovation - ANSWER: creates substantial growth by offering a new
performance trajectory that, even if initially inferior to the performance of existing
technologies, has the potential to become markedly superior
distinctive resources and capabilities - ANSWER: are required to achieve competitive
advantage
diversification (related and unrelated/conglomerate) - ANSWER: increasing the range
of products or markets served by an organisation
divestiture - ANSWER: when a business no longer fits the corporate strategy it may
be sold
divisional structure - ANSWER: is built up of separate divisions on the basis of
products, services or geographical areas
dominant logic - ANSWER: the set of corporate-level managerial competences
applied across the portfolio of businesses
dynamic capabilities - ANSWER: an organisation's ability to renew and re-create its
strategic capabilities to meet the needs of changing environments
economies of scope - ANSWER: efficiency gains made through applying the
organisation's existing resources or competences to new markets or services
emergent strategy - ANSWER: a strategy that develops as a result of a series of
decisions, in a pattern that becomes clear over time, rather than as a deliberate
result of a 'grand plan'
entrepreneurship - ANSWER: is a process by which individuals, teams or
organisations identify and exploit opportunities for new products or services that
satisfy a need in a market
entrepreneurial life cycle - ANSWER: progresses through start-up, growth, maturity
and exit
Exploring Strategy Framework - ANSWER: includes understanding the strategic
position of an organisation (context); assessing strategic choices for the future
(content); and managing strategy in action (process)
feasibility - ANSWER: whether a strategy can work in practice
12th Edition by Whittington
acceptability - ANSWER: expected performance outcomes of a proposed strategy to
meet the expectations of the stakeholders
acquisition - ANSWER: is achieved by purchasing a majority of shares in a target
company
Ansoff's growth matrix - ANSWER: is a classic corporate strategy framework for
generating four basic directions for organisational growth
BCG matrix - ANSWER: uses market share and market growth criteria to determine
the attractiveness and balance of a business portfolio
Blue Oceans - ANSWER: new market spaces where competition is minimised
business case - ANSWER: provides the data and argument in support of a particular
strategy proposal, for example investment in new equipment
business-level strategy - ANSWER: how an individual business competes in its
particular market(s)
business model - ANSWER: describes a value proposition for customers and other
participants, an arrangement of activities that produces this value, and associated
revenue and cost structures
CAGE framework - ANSWER: emphasises the importance of cultural, administrative,
geographical and economic distance
capabilities - ANSWER: the ways in which an organisation may deploy its assets
effectively
co-evolution - ANSWER: underlines the way in which partners, strategies and
capabilities need to evolve in harmony in order to reflect constantly changing
environments
collaborative advantage - ANSWER: is about managing alliances better than
competitors
,collective strategy - ANSWER: how the whole network of alliances, of which an
organisation is a member, competes against rival networks of alliances
competitive advantage - ANSWER: how a company, business unit or organisation
creates value for its users both greater than the costs of supplying them and superior
to that of rivals
competitive strategy - ANSWER: how a company, business unit or organisation
achieves competitive advantage in its domain of activity
complementor(s) - ANSWER: an organisation is your complementor if it enhances
your business attractiveness to customers or suppliers
onfigurations - ANSWER: the set of organisational design elements that fit together
in order to support the intended strategy
corporate entrepreneurship - ANSWER: refers to radical change in an organisation's
business, driven principally by the organisation's own capabilities
corporate governance - ANSWER: is concerned with the structures and systems of
control by which managers are held accountable to those who have a legitimate
stake in an organisation
corporate-level strategy - ANSWER: is concerned with the overall scope of an
organisation and how value is added to the constituent businesses of the
organisation as a whole
corporate social responsibility - ANSWER: the commitment by organisations to
behave ethically and contribute to economic development while improving the
quality of life of the workforce and their families as well as the local community and
society at large
cost-leadership strategy - ANSWER: involves becoming the lowest-cost organisation
in a domain of activity
critical success factors - ANSWER: those factors that are either particularly valued by
customers or which provide a significant advantage in terms of costs. (Sometimes
called key success factors (KSF))
cultural systems - ANSWER: aim to standardise norms of behaviour within an
organisation in line with particular objectives
cultural web - ANSWER: shows the behavioural, physical and symbolic
manifestations of a culture
deliberate strategy - ANSWER: involves intentional formulation or planning
, differentiation strategy - ANSWER: involves uniqueness along some dimension that is
sufficiently valued by customers to allow a price premium
diffusion - ANSWER: is the process by which innovations spread amongst users
disruptive innovation - ANSWER: creates substantial growth by offering a new
performance trajectory that, even if initially inferior to the performance of existing
technologies, has the potential to become markedly superior
distinctive resources and capabilities - ANSWER: are required to achieve competitive
advantage
diversification (related and unrelated/conglomerate) - ANSWER: increasing the range
of products or markets served by an organisation
divestiture - ANSWER: when a business no longer fits the corporate strategy it may
be sold
divisional structure - ANSWER: is built up of separate divisions on the basis of
products, services or geographical areas
dominant logic - ANSWER: the set of corporate-level managerial competences
applied across the portfolio of businesses
dynamic capabilities - ANSWER: an organisation's ability to renew and re-create its
strategic capabilities to meet the needs of changing environments
economies of scope - ANSWER: efficiency gains made through applying the
organisation's existing resources or competences to new markets or services
emergent strategy - ANSWER: a strategy that develops as a result of a series of
decisions, in a pattern that becomes clear over time, rather than as a deliberate
result of a 'grand plan'
entrepreneurship - ANSWER: is a process by which individuals, teams or
organisations identify and exploit opportunities for new products or services that
satisfy a need in a market
entrepreneurial life cycle - ANSWER: progresses through start-up, growth, maturity
and exit
Exploring Strategy Framework - ANSWER: includes understanding the strategic
position of an organisation (context); assessing strategic choices for the future
(content); and managing strategy in action (process)
feasibility - ANSWER: whether a strategy can work in practice
