Global Business Chapter 9

Front 1

Organizational change

Back 1

involves implementation of a different business or cultural path for an organization

Front 2

Output controls and measurement

Back 2

involves establishing specific goals on given metrics and then measuring to what extent these goals are being achieved at certain time intervals

Front 3

Bureaucratic controls

Back 3

systems of rules and regulations promulgated within a global business

Front 4

stakeholder model of strategy formulation

Back 4

strategy formulation model that believes businesses exist to benefit not just their shareholders, but also all the various groups such as employees and customers that have a meaningful stake in their operations

Front 5

Prospectors

Back 5

organizations that have basic strategic implementations involving extending their success through global expansions, and finding new market opportunities

Front 6

reactors

Back 6

organizations that have strategic implementation processes that respond arbitrarily to strategic actions initiated by competitors

Front 7

Organizational culture

Back 7

the personality of a given organization, its shared norms, and values

Front 8

absorptive capacity

Back 8

the ability of organizations to recognize, assimilate, and apply new knowledge

Front 9

Operational plans

Back 9

very short-term (less than one year) plans formulated for implementing strategic goals

Front 10

analyzers

Back 10

organizations that take a middle ground between being prospectors and defenders

Front 11

shareholder model of strategy formulation

Back 11

strategy formulation model that operates from the premise that the key strategic purpose of a business is to maximize financial returns for its owners/shareholders

Front 12

mission statement

Back 12

a written statement of why a company exists and what it plans to accomplish

Front 13

Interpersonal controls

Back 13

involves executives engaging in personal contact with subordinates as a way of managing an organization

Front 14

Tacit knowledge

Back 14

knowledge that is informal in nature and difficult to communicate

Front 15

Defenders

Back 15

organizations that implement basic market strategies of concentrating upon existing operations and defending their home turfs

Front 16

explicit knowledge

Back 16

knowledge that is codifiable and easy to communicate or write down

Front 17

tactical plans

Back 17

one to three year plans formulated for implementing strategic goals