Commerce 4PA3 Exam with Correct Answers
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Terms in this set (318)
delineates the processes by which intuitive insights at
the individual level in the form of images and
4I framework experiences are interpreted as language develops to
describe the experiences, and groups begin to
integrate ideas to create a shared understanding
returns in excess of what an investor expects to earn
above-average returns
from other investments with a similar amount of risk
one firm buys a controlling, or 100% interest in
acquisition another firm with the intent of making the acquired
firm a subsidiary business within its portfolio
actor firm taking an action or response
digital communication systems and an educated
advanced factors
workforce
understanding how to leverage the firm's bundle of
analysis outcome
heterogeneous resources and capabilities
most people select round numbers or available
anchoring and adjustment numbers as an anchor and adjust them up or down in
arbitrary increments
healthy strategic performance, uncertain need for
change, little time pressure, low internal commitment
anticipatory
for change, high management capability, lack of
organizational commitment and personal credibility
, anticipatory, reactive, 3 categories of urgency on the crisis curve
crisis
suggests it is important to know whether an
appropriability
advantage accrues to the firm or to individuals
based on a firm's knowledge and resources that are
autonomous strategic the sources of the firm's innovation and are based on
behaviour technological capabilities and competencies are its
basis for new products and processes
the tendency to make decisions based on pre-existing
availability heuristic
and hence most available information
returns equal to those an investor expects to earn
average returns
from other investments with a similar amount of risk
backward integration firm produces its own inputs
the balanced scorecard Kaplan and Norton developed:
-A framework used to verify that the firm has
established both strategic and financial controls to
balanced scorecard assess its performance.
-Prevents overemphasis of financial controls at the
expense of strategic controls
objective is to establish what will happen if you
continue to employ the current strategy or modest
base case analysis
variations of it and from this determine the urgency
for strategic action
base case analysis, 3 steps/stages of work that need to be completed
strategic when doing strategic review
formulation/testing,
decision/execution
basic factors natural and labor resources
irrationalities that blur our rational decision-making.
biases defined as being partial to or prejudiced toward some
outcome
Save
Terms in this set (318)
delineates the processes by which intuitive insights at
the individual level in the form of images and
4I framework experiences are interpreted as language develops to
describe the experiences, and groups begin to
integrate ideas to create a shared understanding
returns in excess of what an investor expects to earn
above-average returns
from other investments with a similar amount of risk
one firm buys a controlling, or 100% interest in
acquisition another firm with the intent of making the acquired
firm a subsidiary business within its portfolio
actor firm taking an action or response
digital communication systems and an educated
advanced factors
workforce
understanding how to leverage the firm's bundle of
analysis outcome
heterogeneous resources and capabilities
most people select round numbers or available
anchoring and adjustment numbers as an anchor and adjust them up or down in
arbitrary increments
healthy strategic performance, uncertain need for
change, little time pressure, low internal commitment
anticipatory
for change, high management capability, lack of
organizational commitment and personal credibility
, anticipatory, reactive, 3 categories of urgency on the crisis curve
crisis
suggests it is important to know whether an
appropriability
advantage accrues to the firm or to individuals
based on a firm's knowledge and resources that are
autonomous strategic the sources of the firm's innovation and are based on
behaviour technological capabilities and competencies are its
basis for new products and processes
the tendency to make decisions based on pre-existing
availability heuristic
and hence most available information
returns equal to those an investor expects to earn
average returns
from other investments with a similar amount of risk
backward integration firm produces its own inputs
the balanced scorecard Kaplan and Norton developed:
-A framework used to verify that the firm has
established both strategic and financial controls to
balanced scorecard assess its performance.
-Prevents overemphasis of financial controls at the
expense of strategic controls
objective is to establish what will happen if you
continue to employ the current strategy or modest
base case analysis
variations of it and from this determine the urgency
for strategic action
base case analysis, 3 steps/stages of work that need to be completed
strategic when doing strategic review
formulation/testing,
decision/execution
basic factors natural and labor resources
irrationalities that blur our rational decision-making.
biases defined as being partial to or prejudiced toward some
outcome
