Subject Index I-29
Strategic alliances, 254–255, 279
complementary strategic
alliances, 284–286
cooperative strategy, primary
type, 279–284
cross-border strategic alliance,
292
design, 290
development, reasons, 281–284
diversifying strategic alliance,
291
equity strategic alliance, 280
example, 288
firms development, reasons,
281–284
formation, reasons, 281–282
nonequity strategic alliance, 280
reasons, market type, 282f
synergistic strategic alliance,
291
types, 279–281
Strategic behavior
autonomous strategic behavior,
426–427
induced strategic behavior, 427
Strategic business unit (SBU)
form, usage, 360–361, 360f
Strategic center firm, 294, 369
Strategic change, 384
top management teams,
relationship, 389–390
Strategic competitiveness, 4
achievement, 43
innovation, enhancement, 263
international diversification,
returns (contrast),
262–263
outcomes, 262–263
Strategic decisions, 96, 98
Strategic direction,
determination, 396–397
Strategic entrepreneurship, 418
usage, 433–435
Strategic flexibility, 13–14
Strategic groups, 63–65
implications, 65
notion, usefulness, 63
Strategic leaders, 25–26, 83
identification, 25
impact, 385–386
responsibility, 24
work, 25–26
Strategic leadership, 384, 385f
actions, 396–405
exercise, 396f
failure, example, 400
managerial succession, 391–396
style, 384–387
top-level managers, role,
387–391
Strategic management process,
5f, 6, 26–27, 385f
Strategic network
distributed strategic network,
example, 372f
example, 369f
Strategic perspective, usage, 433
Strategic response, 152
Strategic stakes, high level, 62
Strategic success, brands
(strengthening), 85
Strategy, 4, 6
CEO succession, effects, 393f
evolutionary patterns, 351–370
growth pattern, 352f
international strategy,
worldwide structure
(matches), 365–369
structure, relationships, 351
top management team
composition, effects,
393f
Strengths, Weaknesses,
Opportunities, and Threats
(SWOT) analyses, 26
Structural flexibility, 347
Structural stability, 347
Structure
characteristics, 364t
combination structure, usage,
367–369
functional structure, 353
growth pattern, 352f
multidivisional (M-form)
structure, 353–354
simple structure, 352–353
strategy, relationships, 351
worldwide structure,
international strategies
(matches), 365–369
Structuring, leveraged buyouts
(impact), 225
Substitute products, threat, 60
Success
levels (failure), cooperative
strategies (usage
example), 296
preparation, 83
Suppliers
bargaining power, 59–60, 125
dependencies, creation, 121
Supply chains, management, 132
Support functions, 94
performing, failure, 133
usage, 95f
Supportive leadership,
requirements, 424
Sustainable advantage (creation),
temporary advantages
(development), 162f
Sustainable competitive
advantage
costly-to-imitate capabilities,
91–92criteria, 89–92, 90t
combinations, outcomes, 93t
nonsubstitutable capabilities, 92
rare capabilities, 91
valuable capabilities, 90–91
Sustainable physical environment
segment, 53–55
Sustained competitive advantage,
erosion, 160f
Switching costs
entry barrier, 58
low level, 62
Synergistic strategic alliance, 291
Synergy, 191
achievement, inability,
220–221
cost-based synergies, 210
creation, 371–372
firm risk reduction,
relationship, 191–192
private synergy, 220
revenue-based synergies, 210
value, firm overestimation, 219T
Tacit collusion, 289
Tacit knowledge, learning, 280
Tactical action, 152
Tactical response, 152
Takeovers, 207–208
hostile takeover defense
strategies, 327t
Tangible assets, restructuring,
187
Tangible production assets, 86
Tangible resources, 84, 86
categories, 86t
impact, 192–193
Target, breadth, 128
Tax laws (diversification),
188–189
Tax Reform Act (1986), 188–189
Team members, frames of
reference, 428
Technological segment, 51–52
Technology, 370. See also
Disruptive technologies
changes, 10–14
diffusion, 10–12
innovations, earnings per
share, 11
Technology-based strategic focus,
161
Threat, 43, 51–52
Top-level managers
compensation, 323
discipline, 325
information gathering,
221–222
role, 387–391
Top management positions,
changes (importance), 394Top management teams, 387–391
characteristics, 389
composition, effects, 393f
firm performance,
relationship, 389–390
heterogeneous top
management team, 389
power, CEO (relationship),
390–391
strategic change, relationship,
389–390
Total quality management
(TQM) systems, 133
Trade-off decisions, 23
Transaction costs, 220–221
Transformational leadership,
consideration, 387
Transnational strategy, 249–250
implementation, combination
structure
hybrid form, usage, 368f
usage, 367–369
Trends, assessment, 45
Trust, psychological state, 298U
Uncertainty, hedge, 287
Uncertainty-reducing strategy,
287
Unique historical conditions, 91
United States, population (shift),
46–47
Unrelated diversification,
185–187
assets, restructuring, 187
internal capital market
allocation, 185–187
Unrelated diversification strategy,
178
implementation
multidivisional structure,
competitive form
(usage), 361–365, 363f
structures, characteristics,
364t
usage, 187V
Valuable capabilities, 90–91
Va l u e
addition, diversification
strategy (usage), 173–174
measurement, 81
Value chain
activities, 93–94
usage, 94f
analysis, 93–96, 123–124
model, 93f
Value-chain activities,
performing (failure), 133
Value-creating diversification,
179–184, 179t