Questions and Answers of Strategic Management Competitive Advantage

7. How do organisations use cooperative strategies to innovate and to have access to innovative capabilities?
6. Why and how do organisations develop innovations internally?
5. What is the difference between incremental innovation and radical innovation?
3. What are invention, innovation and imitation? How are these concepts interrelated? 4. What are the different types of innovation available to organisations?
2. What is entrepreneurship, and what are entrepreneurial opportunities? Why are they important for organisations competing in the 21st-century competitive landscape?
1. What is strategic entrepreneurship?
LO9 explain how strategic entrepreneurship helps organisations create value.
LO8 describe how organisations use acquisitions as a means of innovation
LO7 explain how organisations use cooperative strategies to innovate
LO6 describe how organisations internally develop and implement innovations
LO5 explain international entrepreneurship and its importance in improving organisation performance
LO4 describe entrepreneurs and the entrepreneurial mindset
LO3 define invention, innovation and imitation, and describe the relationships among them
LO2 define entrepreneurship and entrepreneurial opportunities and explain their importance
LO1 define strategic entrepreneurship and corporate entrepreneurship
6. What conclusions do you reach regarding the power relationship between the CEO and the board? Be prepared to discuss this utilising a PowerPoint presentation of your findings and conclusions.
5. Describe the CEO and the executive management team in terms of experience and networks. For example, do they sit on other organisations’ boards of directors, and are there any overlaps with
4. What is the board member tenure and composition (i.e. does the board structure possess only independent directors)?
3. What is the relationship between the executive management team and the CEO (i.e. were they hired by the CEO or a predecessor)?
2. What is the tenure of the executive management team? Is there any diversity within the executive management team? if so, explain what the diversity is (age, gender or cultural)?
1. What is the tenure of the CEO?
9. How can CSR practices be encouraged and implemented within an organisation?
8. What are organisational controls? Why are strategic controls and financial controls important aspects of the strategic management process?
7. As a strategic leader, what actions should leaders take to establish and emphasise ethical practices in the organisation?
6. What actions might a leader take to demonstrate that their interest in diversity goes beyond rhetoric?
5. What is organisational culture? What must strategic leaders do to develop and sustain an effective organisational culture?
4. How do strategic leaders effectively manage their organisation’s resource portfolio to exploit its core competencies and leverage the human capital and social capital to achieve a competitive
3. What is the effect of strategic leadership on determining the organisation’s strategic direction?
2. What is an executive management team, and how does it affect an organisation’s performance and its abilities to innovate and design and implement effective strategic changes?
1. What is strategic leadership? In what ways are executive managers considered important resources for an organisation?
discuss the importance and use of organisational controls.
describe the importance of leadership and corporate social responsibility
explain what strategic leaders can do to establish and emphasise ethical practices
define organisational culture and explain what must be done to sustain an effective culture
describe the importance of strategic leaders in managing the organisation's resources
discuss the value of strategic leadership in determining the organisation's strategic direction
describe the managerial succession process using internal and external managerial labour markets
explain what executive management teams are and how they affect organisational performance
define strategic leadership and describe executive managers' importance
4. Summarise your conclusions. Does your team believe that this organisation is structured appropriately, considering its goals for the future?
3. Using the text examples for a functional structure, how does your organisation differ, if it does?
2. What is the mission statement and/or vision statement of this organisation? Are there specific goals that you can identify that this organisation is targeting?
1. Describe your organisation’s business-level strategy. Why do you consider it to be a cost leader or a differentiator?
6. What is a strategic network? How are strategic networks used in international cooperative strategies?
5. What organisational structures are used to implement the multi-domestic, global and transnational international strategies?
4. What are the differences among the three versions of the multi-divisional (M-form) organisational structures that are used to implement the related constrained, the related linked and the
3. What are the characteristics of the functional structures used to implement the cost leadership, differentiation, integrated cost leadership/differentiation and focused business-level strategies?
2. Is there a close relationship between strategy and structure? Does strategy influence structure or does structure influence strategy?
1. What is organisational structure and what are organisational controls? What are the differences between strategic controls and financial controls? What is the importance of these differences?
define strategic networks and discuss how strategic centre organisations implement such networks at the business, corporate and international levels.
discuss the organisational structures used to implement three international strategies
define organisational structure and controls and discuss the difference between strategic and financial controls
10. What is CSR? How is CSR linked to corporate governance?
9. What is the legislative basis to the Australian system of governance?
8. How can corporate governance foster ethical decisions and behaviours on the part of managers as agents?
7. What is the nature of corporate governance in Germany, Japan, Spain and China?
6. What is the market for corporate control? What conditions generally cause this external governance mechanism to become active? How does this mechanism constrain executive managers’ decisions and
5. What trends exist regarding executive compensation? What is the effect of the increased use of long-term incentives on executive managers’ strategic decisions?
4. How are each of the three internal governance mechanisms – ownership concentration, boards of directors and executive compensation – used to align the interests of managerial agents with those
3. What is an agency relationship? What is managerial opportunism? What assumptions do owners of corporations make about managers as agents?
2. What is meant by the statement that ownership is separated from managerial control in the corporation? Why does this separation exist?
1. What is corporate governance? Why is governance necessary to control managers’ decisions?
LO8 describe how corporate governance fosters the making of ethical decisions by an organisation’s executive managers.
LO7 discuss the nature and use of corporate governance in international settings, especially in Australia, Germany, Japan, Spain and China
LO6 describe how the external corporate governance mechanism – the market for corporate control – restrains executive managers’ decisions
LO5 discuss the types of compensation executive managers receive and their effects on managerial decisions
LO4 explain the use of three internal governance mechanisms to monitor and control managers’ decisions
LO3 define an agency relationship and managerial opportunism and describe their strategic implications
LO2 explain why ownership is largely separated from managerial control in organisations
LO1 define corporate governance and explain why it is used to monitor and control executive managers’ decisions
5. Think through issues of the future of airline alliances. If you were the CEO of a major US airline, what might worry you about your particular alliance, if anything?
4. Categorise the alliance in terms of the three types of strategic alliance. Also describe the cooperative strategy of a member organisation in relation to its businesslevel and corporate-level
3. Describe the main benefits that airlines hope to gain through membership. What is the competitive advantage of your particular alliance (if you find there is one)?
2. What is the history of the alliance to which you were assigned?
1. In general, why do airlines form an alliance with one another (particularly internationally) rather than expanding by acquisition?
5. How has this alliance changed? What does the future hold for this alliance?
4. Why did this alliance form? List some competitive pressures that made this alliance a necessity for its partners.
3. In what type of market is Hulu competing?
2. Characterise the type of strategic alliance Hulu has become.
1. Describe the original alliance partners. Characterise the market type as slow, fast or standard cycle.
10. What are the differences between the cost-minimisation approach and the opportunity-maximisation approach to managing cooperative strategies?
9. What risks are organisations likely to experience as they use cooperative strategies?
8. Why do organisations sometimes adopt network cooperative strategies? What are the alliance network types typically used?
7. Why do organisations use cross-border strategic alliances?
6. Which organisations represent examples of longstanding successful cooperative strategies?
5. What are the three corporate-level cooperative strategies? How do organisations use each of these strategies for the purpose of creating a competitive advantage?
4. What are the four business-level cooperative strategies? What are the key differences among them?
3. What are two main types of competition-reducing strategies? How and why might governments monitor or regulate them?
2. What is a strategic alliance? What are the three major types of strategic alliances organisations form for the purpose of developing a competitive advantage?
1. What is the definition of cooperative strategy? Why is this strategy important to organisations competing in the 21st-century competitive landscape?
LO9 describe cost minimisation and opportunity maximisation as key approaches used to manage cooperative strategies.
LO8 understand the high probability of failure in cooperative strategies and explain cooperative strategies’ risks
LO7 understand that some organisations use a network cooperative strategy where several organisations agree to form multiple partnerships
LO6 understand the importance of cross-border strategic alliances as an international cooperative strategy
LO5 discuss the use of corporate-level cooperative strategies in diversified organisations
LO4 name the four main business-level cooperative strategies and describe their use
LO3 understand that collusive and other types of competition-reducing strategies are deemed illegal and opposed by many governments around the world
LO2 define and discuss the three major types of strategic alliances
LO1 define cooperative strategies and explain why organisations use them
4. What country risks seem most problematic? The following additional internet resources may be useful in your research: • The Library of Congress has a collection of country studies. • BBC News

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