Subject Index I-25
D
Data analytics, 77–78
Debt, excess, 219–220
Decision making
challenge/difficulty, 82
responsibility, decentralization,
356
Demographic segment, 45–48
age structure, 46
ethnic mix, 47
geographic distribution, 46–47
income distribution, 48
population size, 45–46
Deregulation, impact, 331
Differentiation, 117
absence, 62
cost leadership, integration,
117, 129–134
focused differentiation, 117
reasonableness, 357
strategy, 122–127
competitive risks, 125
implementation, functional
structure (usage),
355–357, 356f
value-creating activities,
examples (association),
124f
Diffuse ownership, impact, 318
Disruptive technologies, 10–12
Distributed strategic network,
example, 372f
Distribution channels, 182–193
access, entry barrier, 58
Diversification
antitrust regulation, 188–189
corporate tax laws, impact,
189
example, 190–191
excess, 221
firm performance, relationship
(summary model), 195f
incentives, 188–192
increase, 214–215
levels, increase, 194
low performance, 189–191
managerial motives, 193–195
managerial preference, 314
managers, relationship, 315f
overdiversification, 221
performance, curvilinear
relationship, 189f
related constrained
diversification, 177,
179–180
related linked diversification,
179–180
resources, relationship, 192–193
shareholder
optimal level, 315
risk, 315f
tax effects, 188
tax laws, 188–189
unrelated diversification, 185–187
value-creating diversification, 179
value-neutral diversification, 179t
value-reducing diversification,
179t
Diversification levels, 175–178, 176f
high levels, 177–178
low levels, 176–177
moderate levels, 177–178
Diversification reasons, 178–179
list, 179t
Diversification strategy
disadvantage, 361
dominant-business
diversification strategy, 177
international diversification
strategy, 262
multinational diversification
strategy, 191
pursuit, 193
related constrained
diversification strategy, 177
single-business diversification
strategy, 176
unrelated diversification
strategy, 178
usage, example, 173–174
Diversification types, 176f
Diversifying strategic alliance, 291
Divestments, 221
Divisional competencies, sharing,
358
Dodd-Frank Wall Street Reform
and Consumer Protection
Act, 317
Dominant-business
diversification strategy, 177
Downscoping, 224–225
Downsizing, 224
Due diligence
efforts, 218
processes, 223
Dynamic alliance networks, 294–295E
E-commerce sales, predictions, 158
Economic environment, 48
Economic risks, 258–259, 261–262
Economic segment, 48–49
Economies of expertise, 84
Economies of learning, 242, 262
Economies of scale, 242, 262
entry barrier, 57
facing, 211
Economies of scope, 180, 187
creation, 184
Ecosystem, development failure
(example), 20–21
Emerging market firms,
competition, 131
Employee buyouts (EBOs), 225Employees, incentivization, 11
Engagement of shareholders,
activist shareholders
(contrast), 330–331
Entrants, potential, 125
Entrepreneurial actions, taking,
433
Entrepreneurial fervor/innovation,
example, 417–418
Entrepreneurial mind-set,
401–402, 421
Entrepreneurial opportunities,
419
Entrepreneurial ventures,
strategic flexibility, 433
Entrepreneurs, 420–421
Entrepreneurship, 419
corporate entrepreneurship,
419
dimensions, 418–419
international entrepreneurship,
421–422
rates (differences), culture
(impact), 422
strategic entrepreneurship, 419
Entry barriers, 56–58
facing, 211
overcoming, 211–213
Entry modes
characteristics, 252f
dynamics, 257–258
Environmental trends
(international strategy),
250–252
foreignness, liability, 250
regionalization, 251–252
Equity strategic alliance, 280
Ethical behavior, 332–333
Ethical considerations, 67
Ethical organizational culture,
development/support
(strategic leader actions), 403
Ethical practices, emphasis,
402–403
Ethnic mix (demographic
segment), 47
European Commission (EC),
health care strategy
development, 50
European Union (EU), 50, 251
Events, forecasting, 45
Executive compensation, 322–323
effectiveness, 323–325
Exit barriers, high level, 62–63
Expected retaliation, 59
Exporting, 253
External environment, 41f
analysis, 43, 110–111
assessing, 45
forecasting, 44–45
monitoring, 44
scanning, 43–44External investors, impact, 185
External managerial labor
market, 392
External social capital, impact, 399F
Fast-cycle markets, 147, 161–162,
283–284
Financial accountability, increase
(example), 362–363
Financial capital, importance, 397
Financial economies, 185
Financial resources
access, 48–49
allocations, improvement, 185
Firms
acquisition strategies, usage, 215
assets, involvement, 81
capabilities
example, 88t
exploitation, 264
learning/development, 215
competitive scope, reshaping,
215
downscoping/downsizing
strategies, usage, 225
external environment, 147
financial performance, 146
industry entry, 56
internal capital allocation,
pursuit, 186
Internet opportunities/threats,
51–52
learning capabilities,
enhancement, 215
market position, 146
organic differentiation,
109–110
overdiversification, 221
performance
ability, impact, 221
diversification, relationship
(summary model), 195f
enhancement, strategies,
205–206
top management teams,
relationship, 389–390
resource portfolio,
management
effectiveness, 397–401
restructuring strategies,
pursuit, 186
risk reduction, synergy
(relationship), 191–192
strategic alliances,
development (reasons),
281–284
synergy value overestimation,
219
value chain activities execution,
evaluation, 95–96
value creation, 81