Test Bank for Mastering Strategic Management Version 2.0 by Ketchen

2.1 Vision, Mission, and Goals

2.2 Assessing Organizational Performance

2.3 The CEO as Celebrity

2.4 Entrepreneurial Orientation

2.5 Conclusion

3.1 The Relationship between an Organization and Its Environment

3.2 Evaluating the General Environment

3.3 Evaluating the Industry

3.4 Mapping Strategic Groups

3.5 Conclusion

4.1 Resource-Based Theory

4.2 Intellectual Property

4.3 Value Chain

4.4 Beyond Resource-Based Theory: Other Views on Company Performance

4.5 SWOT Analysis

4.6 Conclusion

5.1 Understanding Business-Level Strategy through “Generic Strategies”

5.2 Cost Leadership

5.3 Differentiation

5.4 Focused Cost Leadership and Focused Differentiation

5.5 Best-Cost Strategy

5.6 Stuck in the Middle

5.7 Conclusion

6.1 Making Competitive Moves

6.2 Responding to Competitors’ Moves

6.3 Making Cooperative Moves

6.4 Conclusion

7.1 Advantages and Disadvantages of Competing in International Markets

7.2 Drivers of Success and Failure When Competing in International Markets

7.3 Types of International Strategies

7.4 Options for Competing in International Markets

7.5 Conclusion

8.1 Concentration Strategies

8.2 Vertical Integration Strategies

8.3 Diversification Strategies

8.4 Strategies for Getting Smaller

8.5 Portfolio Planning and Corporate-Level Strategy

8.6 Conclusion

9.1 The Basic Building Blocks of Organizational Structure

9.2 Creating an Organizational Structure

9.3 Creating Organizational Control Systems

9.4 Legal Forms of Business

9.5 Conclusion

10.1 Boards of Directors

10.2 Corporate Ethics and Social Responsibility

10.3 Understanding Thought Patterns: A Key to Corporate Leadership?

10.4 Conclusion