Strategisches Management at Freie Universität Berlin | Flashcards & Summaries

Lernmaterialien für Strategisches Management an der Freie Universität Berlin

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Stakeholder strategy:

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An integrative approach to managing a diverse set of stakeholders effectively in order to gain and sustain competitive advantage.


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industry effects:

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Firm performance attributed to the structure of the industry in which the firm competes.

e.g. entry & exit barriers, bumber & size of companies, types of products & services

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Business strategy:

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how to compete. 3 generic business strategies: const leadership, differentiation, value innovation

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Stakeholders:

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Organizations, groups, and individuals that can effect or are affected by a firm‘s actions

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Role of strategic leaders:

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• Executives whose vision & decisions enable organization to achieve competitve advantage 

• use formal and informal power to influence the behavior of other organizational members to do things, including things they would not do


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industry

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A group of incumbent companies that face more or less the same set of suppliers and buyers

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competitve advantage:

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Superior performance relative to to competitors in the same industry or the industry average

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strategy implementation:

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the part of the strategic management process that concerns the organization coordination, and integration of how work gets done, or strategy execution


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top- down strategic planning:

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A rational data-driven strategy process through which top management attempts to program future success

1. Analysis: Vision, Mission and Values, External analysis, internal analysis

2. Formulation: corporate stratefy, business strategy, functional strategy

3. Implementation: Structure, Culture & control, corporate Governance & Business ethics

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planned emergence:

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strategy process in which organizational structure and systems allow bottom-up strategic initiatives to emerge and be evaluated and coordinated by top management

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Stakeholder impact analysis:

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A decision tool with which managers can recognize prioritize, and address the needs of different stakeholders, enabling the firm to achieve competitive advantage while acting as a good corporate citizen.

→ power, legitimacy → legimitate claim, urgency → urgent claim

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firm effects:

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Firm performance attributed to the actions managers take.

• Strategix leaders' actions more important in determining firm performance than the forces exerted on the firm by its external environment

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  • 117350 Karteikarten
  • 2034 Studierende
  • 93 Lernmaterialien

Beispielhafte Karteikarten für deinen Strategisches Management Kurs an der Freie Universität Berlin - von Kommilitonen auf StudySmarter erstellt!

Q:

Stakeholder strategy:

A:

An integrative approach to managing a diverse set of stakeholders effectively in order to gain and sustain competitive advantage.


Q:

industry effects:

A:

Firm performance attributed to the structure of the industry in which the firm competes.

e.g. entry & exit barriers, bumber & size of companies, types of products & services

Q:

Business strategy:

A:

how to compete. 3 generic business strategies: const leadership, differentiation, value innovation

Q:

Stakeholders:

A:

Organizations, groups, and individuals that can effect or are affected by a firm‘s actions

Q:

Role of strategic leaders:

A:

• Executives whose vision & decisions enable organization to achieve competitve advantage 

• use formal and informal power to influence the behavior of other organizational members to do things, including things they would not do


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Q:

industry

A:

A group of incumbent companies that face more or less the same set of suppliers and buyers

Q:

competitve advantage:

A:

Superior performance relative to to competitors in the same industry or the industry average

Q:

strategy implementation:

A:

the part of the strategic management process that concerns the organization coordination, and integration of how work gets done, or strategy execution


Q:

top- down strategic planning:

A:

A rational data-driven strategy process through which top management attempts to program future success

1. Analysis: Vision, Mission and Values, External analysis, internal analysis

2. Formulation: corporate stratefy, business strategy, functional strategy

3. Implementation: Structure, Culture & control, corporate Governance & Business ethics

Q:

planned emergence:

A:

strategy process in which organizational structure and systems allow bottom-up strategic initiatives to emerge and be evaluated and coordinated by top management

Q:

Stakeholder impact analysis:

A:

A decision tool with which managers can recognize prioritize, and address the needs of different stakeholders, enabling the firm to achieve competitive advantage while acting as a good corporate citizen.

→ power, legitimacy → legimitate claim, urgency → urgent claim

Q:

firm effects:

A:

Firm performance attributed to the actions managers take.

• Strategix leaders' actions more important in determining firm performance than the forces exerted on the firm by its external environment

Strategisches Management

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