I-28 Subject Index
Organizational controls, 347,
350–351
balanced organizational
controls, establishment,
403–405
Organizational culture, 25
change, 402
emergence, 91
sustaining, 401–402
Organizational processes, 217
Organizational size, 155–156
factor, complexity layer, 156
Organizational stakeholders, 24
Organizational structures,
347–350
evolutionary patterns, 351–370
example, 362–363
Organization of American States
(OAS), 251
Outbound logistics, 118–119
Outcomes, 404
forecasting, 45
Out-focus, 129
Outsiders, 320
Outsourcing, 94, 96
arrangements, 281
example, 97
risk, 297
strategic outsourcing, 370
Ownership
concentration, 317–319
diffuse ownership, impact, 318
managerial control, separation,
312–317
P
Partner trustworthiness,
perception (falsity), 295, 297
Patent laws, impact, 160
Performance, 6
expectations, 21
Perpetual innovation, 12
Personal computer (PC),
replacement, 192
Pharmaceutical companies,
status, 77–78
Poison pills, 194, 326–327
Political/legal segment, 49–50
Political risks, 258–259
Population
distributions, patterns, 47
size (demographic segment),
45–46
Power brands, 249
Principals, psychological
ownership (development),
328
Private synergy, 220
Proactiveness, 402
Product development
cross-functional product
development teams, 428
risk reduction, comparison,
214
Product differentiation
entry barrier, 57
example, 126–127
Production factors, 244–245
Products
champion, 426
development, cost, 213–214
differentiation, 211
diversification, agency problem
example, 314–316
innovation, 122
development, 154
innovative products
(introduction), time
(reduction), 133
market, stakeholders, 24
production, collaboration
(example), 277–278
quality dimensions, 156t
R&D, emphasis, 354, 356
speed to market, increase,
213–214
substitutes, 125
Profitability, 62
Profit-maximizing behaviors, 14
Proprietary content, 9
Proxy voting, SEC requirements,
309
Pyramid scheme, 310Q
Quality, 156–157
impact, 157R
Race to learn, strategy, 370
Rare capabilities, 91
Reach (relationship dimension),
113
Regionalization, 250–252
Regulation Fair Disclosure
(Reg-FD), 289–290
Regulations, formation, 49
Regulatory requirements, impact,
160
Related acquisitions, 211
Related constrained
diversification, 179–184
strategy, 177
implementation, structures
(characteristics), 364t
Related constrained strategy
(implementation),
multidivisional structure
cooperative form (usage),
358–360, 359f
Related linked diversification
strategy, 178–184
implementation, structures
(characteristics), 364tRelated linked strategy
(implementation),
multidivisional structure
SBU form (usage), 360–361,
360f
Related outsiders, 320
Relational advantage, 278
Relationships
management, 112
reach/richness/affiliation,
113
Reputation, 158
Reputational resources, 87
Research and development
(R&D), 12, 115, 154, 423
investments, risks, 263
product R&D, emphasis, 354,
356
Resource, 16, 84–89
allocations, 83
focus, example, 362–363
dissimilarity, 151–152
diversification, relationship,
192–193
imitation cost, 17–18
intangible resources, 84,
87–88
managerial decisions,
conditions, 82f
non-substitutability, 18
portfolio, management
(effectiveness), 397–401
resource-based model, 16–18,
17f
similarity, 148–149
tangible resources, 84, 86
value, 17–18
Response, likelihood, 157–159
actor, reputation, 158
competitive action, type, 157
market dependence, 158–159
Restructuring, 224–226, 402
downscoping, 224–225
downsizing, 224
outcomes, 225–226, 226f
strategies, pursuit, 186
Retailers, competition, 64
Return on assets (ROA), 350
Return on investment (ROI),
221, 350
Returns, international
diversification
(relationship), 262–263
Revenue-based synergies, 210
Richness (relationship
dimension), 113
Risk, 5
hedge, 287
Risk averse managers, 192
Risk taking, 402
excess, 6
Rivalry, degree, 120S
Sarbanes-Oxley Act (SOX)
implementation, 317
Scale, cost disadvantages
(independence), 58
Scandal, effect (example),
260–261
Scanning, 43–44
opportunities, Internet (usage),
44
Second mover, 154
Services
demand, potential, 241
differentiation, 123
quality dimensions, 156t
Shareholders, 22
activism, 309–310
large-block shareholders,
317
rights, conversion, 327
risk, 315
riskier strategies, preference,
316
Short-term profits, generation,
221
Short-term returns, achievement,
192
Silent giant, 319
Simple structure, 352–353
Single-business diversification
strategy, 176
Slack, 154
Slow-cycle markets, 147,
159–160, 282–283
Social capital
creation, 402
development, 398–401
loss, 401
Social complexity, 92
Sociocultural segment, 50–51
Software-defined networking
(SDN) space, 211
Stable alliance network, 294
Stakeholders, 19–24
capital market stakeholders,
23–24
classifications, 21–24
ecosystem, development
(failure), 20–21
groups, 22f
organizational stakeholders,
24
product market stakeholders,
24
Standard-cycle markets, 147,
162–164, 284
State-owned enterprises,
privatization, 187
Steward, CEO action, 391
Storage costs, high level, 61–62
Strategic action, 152
content, focus, 404