Are corporate levels strategic decisions only make by top managers?
What is most important for strategic management preserving stability or maintaining flexibility to allow for change?
Is business strategy the strategy of a part of the firm or the strategy of the whole firm competing in a specific market?
Why is integration and cohesiveness a major issue in strategic management?
Is it possible for managers to manipulate their firm’s value for stakeholders’ interests or for self-serving reasons?
Why is current industry profitability a poor of future profitability?
Are the forces at work in industry a given from a firm’s point of view?
Can a firm impact/influence the structure and fve forces of an industry?
How can a…show more content… The benefits with cooperation are also related to development, but the reason for cooperation is rather the access to resources than a driving-force or pressure to develop. Bengtsson and Kock (1996) state that by cooperation a company can gain time, competence, market knowledge, reputation, and other resources of importance for its business. The creation of new products can also be more cost efficiently as the involved actors contribute with their core competences. Extended, this means that actors can stay within their core business and still offer a wider range of problem solutions to their buyers or end customers than a single company can.
How can a firm discover its rivals’ hidden assumptions about the industry? (p 107)
They use the competitor analysis to find the assumptions which their competitors hold. A competitor’s strategic decisions are conditioned by its perceptions of itself and its environment. These perceptions are guided by the beliefs that senior managers hold about their industry and the success factors within it. Evidence suggests that not only do these systems of belief tend to be stable over time, they also tend to converge among the firms within an industry: what J.C Spender refers to as industry recipes.” Industry recipes may engender “blindspots” that limit the capacity of a firm—even an entire industry—to respond to an external threat. During the 1960s, the Big Three U.S automobile manufacturers firmly believed that small cars