Michael_A._Hitt,_R._Duane_Ireland,_Robert_E._Hosk

I-23

A
Above-average returns, 5
I/O model, 14–16, 15f
resource-based model, 16–18,
17f
Accounting-based measures, 350
Acquisitions, 207–208, 255–256,
290
capabilities, learning/
development, 215
cross-border acquisitions,
211, 213
debt, excess, 219–220
diversification, increase,
214–215
effectiveness, 222–224
entry barriers, overcoming,
211–213
firms, competitive scope
(reshaping), 215
horizontal acquisitions, 210
managerial focus, 221–222
market power, increase,
210–211
product development
cost, 213–214
risk, reduction, 214
product speed to market,
increase, 213–214
reasons, 208–215, 216f
related acquisitions, 211
restructuring, 224–226
size, 222
strategies, usage, 214–215
synergy, achievement
(inability), 220–221
target, evaluation
(inadequacy), 218–219
usage, 431–433
vertical acquisitions, 210
Acquisition success
achievement, problems,
216–222, 216f
attributes, 217t
debt, size (problems), 219–220
diversification, excess, 221
integration, difficulties,
217–218
manager focus, excess,
221–222
size, problem, 222
synergy, achievement
(inability), 220–221
target evaluation, inadequacy,
218–219

Activist pension funds, reactive

nature, 326

Activist shareholders, 309–310

engagement of shareholders,

contrast, 330–331

Activities, sharing, 180–181

Actors, reputation, 158

Affiliation (relationship

dimension), 113

Agency costs, governance

mechanisms, 316–317

Agency problem

example, 314–316

free cash flow, impact, 315

Agency relationships, 313–314

example, 313f

Age structure (demographic

segment), 46

Airline alliances, 284

Alliances

airline alliances, 284

complementary strategic

alliances, 284–286

dynamic alliance networks,

294–295

network types, 294–295

stable alliance network, 294

strategic alliances, 254–255,

279–286

Analyses Strategies Performance

(A-S-P) processes, 26–27

Android Pay, 143, 144

Android system, 146

Antitrust regulation, 188–189

Arab Spring revolutions, 259

Assessing (external

environment), 45

Assets, restructuring, 187

Attack, likelihood, 153–157

factors, 152

Autonomous strategic behavior,

426–427

Autonomy, 401–402

Average returns, 6

Awareness, 151

B

Balanced organizational controls,

establishment, 403–405

Balanced scorecard, 404–405

formation, perspectives

(integration), 404

Base customer, knowledge, 123

Biases, 83

Bidding wars, 219–220

Big pharma, 77, 89

Board of directors, 319–325

compensation, modification,

321

effectiveness, enhancement,

321–322

executive compensation,

322–323

members

classification, 320t

diversity, increase, 321

Brand, reputation (example), 158

Brazil, Russia, India, and China

(BRIC) countries, 10, 250

Bureaucratic controls,

formalization, 222

Businesses

privatization, increase, 331

units, sharing (corporation-

wide emphasis), 351

Business-level cooperative

strategy, 284–290

assessment, 290

competition-reducing strategy,

287–290

competition response strategy,

286–287

complementary strategic

alliances, 284–286

implementation, 370–371

types, 285f

uncertainty-reducing strategy,

287

Business-level strategy, 111, 365

cost leadership strategy,

118–122

customers, relationship,

112–116

differentiation strategy, 122–127

focus strategies, 127–129

functional structure, matches,

354–357

implementation, 111

integrated cost leadership/

differentiation strategy,

129–134

international business-level

strategy, 243–246

international corporate-level

strategy, 246–250

purpose, 116

descriptions, 112

types, 117–134, 117f

usage, 175

Buyers, bargaining powers, 60, 124

C

Capability (capabilities), 16,

84, 88

absence, 432

example, 88t

managerial decisions,

conditions, 82f

Capacity, excess (creation), 61–62

Capital

distribution decisions, 185

financial capital, importance,

397

human capital, development,

398–401

intellectual capital,

management, 87

internal capital market

allocation, 185–187

market, stakeholders, 23–24

requirements (entry barrier),

57

social capital, development,

398–401

Causal ambiguity, 91–92

Cause/effect relationships, 327

Celler-Kefauver Antimerger Act

(1950), 188

Chief Executive Officers (CEOs)

changes, problems, 394

compensation packages,

examination, 324–325

decision making, 388

dictatorial CEOs, 329

duality, 321, 390

dual structure, 345–346

mission, 19

pay, size (factors), 323

risk-averse CEOs, 397

succession

effects, 393f

example, 395

top management team power,

relationship, 390–391

China

corporate governance,

331–332

economy, growth, 48

engagement of shareholders,

activist shareholders

(contrast), 330–331

Collaborational advantage, 278

Combination structure

hybrid form, usage, 368f

usage, 367–369

Commodity products, 62

SUBJECT INDEX