Frank T. Rothaermel - Strategic
Management 4e
Strategic control (p.6)
An integrative management area that mixes evaluation, components, and implementation inside
the quest for competitive advantage.
Strategy (p.6)
The set of intention-directed actions a firm takes to benefit and preserve advanced performance
relative to competition.
Exact approach (p.7)
A approach is right when it allows a firm to gain superior performance. It includes three factors:
(1) a diagnosis of the competitive venture; (2) a guiding policy to address the aggressive
undertaking; and (three) a set of coherent actions to put in force a company's guiding policy.
Aggressive advantage (p.8)
Superior performance relative to other competitors within the identical enterprise or the industry
average.
Sustainable aggressive gain (p.8)
Outperforming competition or the industry common over a extended period of time.
Competitive drawback (p.Eight)
Underperformance relative to other competitors inside the same industry or the industry
common.
Competitive parity (p.9)
Performance of two or greater companies at the same level.
Imaginative and prescient (p.Eleven)
,A announcement about what an organization in the long run wants to accomplish; it captures
the business enterprise's aspiration.
Strategic cause (p.11)
A stretch goal that pervades the corporation with a experience of prevailing, which it pursuits to
gain by using building the essential resources and talents via continuous gaining knowledge of.
Undertaking (p.13)
Description of what an business enterprise surely does—the goods and offerings it plans to
provide, and the markets in which it'll compete.
Center values statement (p.17)
Statement of standards to guide an employer as it works to gain its vision and fulfill its venture,
for both inner behavior and outside interactions; it frequently includes express moral concerns.
Organizational middle values (p.17)
Ethical standards and norms that govern the conduct of people inside a firm or employer.
AFI method framework (p.19)
A model that links 3 interdependent strategic control duties—analyze, formulate, and put in
force—that, collectively, help managers plan and put into effect a method that can improve
overall performance and bring about aggressive benefit.
Strategic management (p.32)
Executives' use of energy and have an impact on to direct the activities of others when pursuing
an corporation's dreams.
Higher-echelons idea (p.33)
A conceptual framework that perspectives organizational consequences—strategic picks and
performance degrees—as reflections of the values of the individuals of the top control crew.
Stage-five management pyramid (p.34)
A conceptual framework of management development with five distinct, sequential levels.
Method system (p.36)
, The a part of the strategic management system that issues the choice of approach in terms of
where and the way to compete.
Strategy implementation (p.36)
The a part of the strategic control manner that concerns the corporation, coordination, and
integration of ways work receives done, or approach execution.
Strategic enterprise devices (SBUs) (p.37)
Standalone divisions of a bigger conglomerate, each with their very own profit-and-loss duty.
Strategic control process (p.38)
Method put in place with the aid of strategic leaders to formulate and enforce a approach, that
could lay the muse for a sustainable competitive advantage.
Pinnacle-down strategic making plans (p.38)
A rational, records-driven method procedure via which top control tries to application destiny
achievement.
State of affairs making plans (p.39)
Strategy making plans interest wherein pinnacle control envisions exceptional what-if scenarios
to count on manageable futures a good way to derive strategic responses.
Black swan events (p.40)
Incidents that describe incredibly implausible however excessive-impact events.
Dominant strategic plan (p.41)
The strategic choice that top managers determine maximum intently fits the current reality and
which is then done.
Illusion of manipulate (p.Forty two)
A tendency by using humans to overestimate their potential to control activities.
Meant strategy (p.Forty two)
The outcome of a rational and structured pinnacle-down strategic plan.
Management 4e
Strategic control (p.6)
An integrative management area that mixes evaluation, components, and implementation inside
the quest for competitive advantage.
Strategy (p.6)
The set of intention-directed actions a firm takes to benefit and preserve advanced performance
relative to competition.
Exact approach (p.7)
A approach is right when it allows a firm to gain superior performance. It includes three factors:
(1) a diagnosis of the competitive venture; (2) a guiding policy to address the aggressive
undertaking; and (three) a set of coherent actions to put in force a company's guiding policy.
Aggressive advantage (p.8)
Superior performance relative to other competitors within the identical enterprise or the industry
average.
Sustainable aggressive gain (p.8)
Outperforming competition or the industry common over a extended period of time.
Competitive drawback (p.Eight)
Underperformance relative to other competitors inside the same industry or the industry
common.
Competitive parity (p.9)
Performance of two or greater companies at the same level.
Imaginative and prescient (p.Eleven)
,A announcement about what an organization in the long run wants to accomplish; it captures
the business enterprise's aspiration.
Strategic cause (p.11)
A stretch goal that pervades the corporation with a experience of prevailing, which it pursuits to
gain by using building the essential resources and talents via continuous gaining knowledge of.
Undertaking (p.13)
Description of what an business enterprise surely does—the goods and offerings it plans to
provide, and the markets in which it'll compete.
Center values statement (p.17)
Statement of standards to guide an employer as it works to gain its vision and fulfill its venture,
for both inner behavior and outside interactions; it frequently includes express moral concerns.
Organizational middle values (p.17)
Ethical standards and norms that govern the conduct of people inside a firm or employer.
AFI method framework (p.19)
A model that links 3 interdependent strategic control duties—analyze, formulate, and put in
force—that, collectively, help managers plan and put into effect a method that can improve
overall performance and bring about aggressive benefit.
Strategic management (p.32)
Executives' use of energy and have an impact on to direct the activities of others when pursuing
an corporation's dreams.
Higher-echelons idea (p.33)
A conceptual framework that perspectives organizational consequences—strategic picks and
performance degrees—as reflections of the values of the individuals of the top control crew.
Stage-five management pyramid (p.34)
A conceptual framework of management development with five distinct, sequential levels.
Method system (p.36)
, The a part of the strategic management system that issues the choice of approach in terms of
where and the way to compete.
Strategy implementation (p.36)
The a part of the strategic control manner that concerns the corporation, coordination, and
integration of ways work receives done, or approach execution.
Strategic enterprise devices (SBUs) (p.37)
Standalone divisions of a bigger conglomerate, each with their very own profit-and-loss duty.
Strategic control process (p.38)
Method put in place with the aid of strategic leaders to formulate and enforce a approach, that
could lay the muse for a sustainable competitive advantage.
Pinnacle-down strategic making plans (p.38)
A rational, records-driven method procedure via which top control tries to application destiny
achievement.
State of affairs making plans (p.39)
Strategy making plans interest wherein pinnacle control envisions exceptional what-if scenarios
to count on manageable futures a good way to derive strategic responses.
Black swan events (p.40)
Incidents that describe incredibly implausible however excessive-impact events.
Dominant strategic plan (p.41)
The strategic choice that top managers determine maximum intently fits the current reality and
which is then done.
Illusion of manipulate (p.Forty two)
A tendency by using humans to overestimate their potential to control activities.
Meant strategy (p.Forty two)
The outcome of a rational and structured pinnacle-down strategic plan.
