Strategic Management summary keywords

Study Strategic Management book summary, important keywords for all type of mcqs and descriptive type exam. You can prepare important point and summary, so that you can give mcqs and write descriptive type answer. Yes, you can also study sample important question answer, complete mcq practice set with answer as well as quiz for your exam.

Business communication MCQs
Essentials of HRM MCQs
Business Law MCQs
Strategic Management MCQs
Operations Management MCQs
Decision Science MCQs

Book summary of strategic management

Strategic or institutional management is the conduct of drafting, implementing and evaluating cross-functional decisions that will enable an organisation to achieve its long-term objectives. It is a level of managerial activity under setting goals and over tactics.
Strategic management is the process of specifying the organisation’s mission, vision and objectives, developing policies and plans, often in terms of projects and programs, which are designed to achieve these objectives, and then allocating resources to implement the policies and plans, projects and programs.
Strategic management provides overall direction to the enterprise and is closely related to the field of Organisation Studies.
Although a sense of direction is important, it can also stifle creativity, especially if it is rigidly enforced. In an uncertain and ambiguous world, fluidity can be more important than a finely tuned strategic compass.
When a strategy becomes internalised into a corporate culture, it can lead to group think. It can also cause an organisation to define itself too narrowly.
Even the most talented manager would no doubt agree that “comprehensive analysis is impossible” for complex problems.
Formulation and implementation of strategy must thus occur side-by-side rather than sequentially, because strategies are built on assumptions which, in the absence of perfect knowledge, will never be perfectly correct.
The essence of being “strategic” thus lies in a capacity for “intelligent trial-and error” rather than linear adherence to finally honed and detailed strategic plans.
Strategic management is a question of interpreting, and continuously reinterpreting, the possibilities presented by shifting circumstances for advancing an organisation’s objectives.
Strategic management is the set of managerial decisions and action that determines the way for the long-range performance of the company.
It includes environmental scanning, strategy formulation, strategy implementation, evaluation and control.
Strategy formulation is the development of long range plans for the effective management of environmental opportunities and threats in light of corporate strengths and weaknesses.
Strategy formulation includes defining the corporate mission, specifying achievable objectives, developing strategies and setting policy guidelines.
Corporate strategy is one, which decides what business the organisation should be in, and how the overall group of activities should be structured and managed.
There is no one perfect strategic management model for any organisation. Each organisation ends up developing its own nature and model of strategic planning, often by selecting a model and modifying it as they go along in developing their own planning process.
The models discussed in this chapter provide a range of alternatives from which organisations might select an approach and begin to develop their own strategic planning process.
It should be noted that an organisation might choose to integrate the models, e.g., using a scenario model to creatively identify strategic issues and goals, and then an issues-based model to carefully strategise to address the issues and reach the goals.
Michael Porter has argued that a firm’s strengths ultimately fall into one of two headings: cost advantage and differentiation. By applying these strengths in either a broad or narrow scope, three generic strategies result: cost leadership, differentiation and focus.
Generic strategies are not necessarily compatible with one another. If a firm attempts to achieve an advantage on all fronts, in this attempt it may achieve no advantage at all.
The core competencies are the source of competitive advantage and enable the firm to introduce an array of new products and services. According to Prahalad and Hammel, core competencies lead to the development of core products. Core products are not directly sold to end users; rather, they are used to build a larger number of end-user products.
Everything is diverse, and nothing is stable, everything is in “fast flux”: interdependence is flowing in changing directions. The future is no longer the prolongation of the past – industry “breakpoints”, fundamentally altering the value proposition in industries, occur more rapidly.
The variety of options could overwhelm traditional decision-making, as information often lacks clarity and is ambiguous.
Multiple interpretations of the same facts are possible, depending on the perspective or cultural framework.
Shared understanding cannot be assumed per se, whether inside or outside the organisation.
Interdependence, diversity and ambiguity – all in flux – are the building blocks of managerial complexity.
The mangers have to be adept today in managing the complexities in global organisations.
The internal environment of an organisation contains the internal resources and possesses internal capabilities and core competencies.
SWOT Analysis is a strategic planning method used to evaluate the Strengths, Weaknesses, Opportunities, and Threats involved in a project or in a business venture.
Culture is a powerful component of an organisation’s success, laying the tracks for strategy to roll out on.
Competitor analysis is an important part of a firm’s development of its strategy. Its importance lies in the understanding of competitors, their strategy, and resources and capabilities.
Competitor analysis also allows a firm to assess its own firm versus competitors and plan for what competitors’ actions may be as a reaction to actions the firm may take.
A competitor analysis provides a firm with the knowledge to leverage its strengths and address its weaknesses and conversely, take advantage of weaknesses of competitors and counter their strengths.
Competitor analysis also gives a firm a better understanding not only of the competitors but also their overall sector and where the emerging opportunities may be.
Competitive rivalry exists because of competitive asymmetry, which describes the fact that companies differ from one another in terms of their resources, capabilities, and core competencies, and the opportunities and threats in their competitive environments and industries.
A competently conducted industry and competitive analysis generally tells a clear, easily understood story about the company’s external environment. Managers become better strategists when they know what questions to pose and what tools to use.
The real meaning of strategy formulation is coping with competition. Yet it is easy to view competition too narrowly and too pessimistically.
Understanding the competitive forces, and their underlying causes, reveals the roots of an industry’s current profitability while providing a framework for anticipating and influencing competition (and profitability) over time.
The threat of entry in an industry depends on the height of entry barriers that are present and on the reaction entrants can expect from incumbents. If entry barriers are low and newcomers expect little retaliation from the entrenched competitors, the threat of entry is high and industry profitability is moderated.
Originally designed as a business environmental scan, the PEST or PESTLE analysis is an analysis of the external macro environment (big picture) in which a business operates. These are often factors which are beyond the control or influence of a business, however are important to be aware of when doing product development, business or strategy planning.
The Technology Life Cycle (TLC) describes the commercial gain of a product through the expense of research and development phase, and the financial return during its “vital life”.
The strategic management process is a continuous process. “As performance results or outcomes are realised – at any level of the organisation – organisational members assess the implications and adjust the strategies as needed.”
In addition, as the company grows and changes, so will the various strategies. Existing strategies will change and new strategies will be developed. This is all part of the continuous process of improving the business in an effort to succeed and reach company goals.
Strategic management basically aims at formulating and implementing effective strategies. Effective strategies, of course, are those that help a superior ‘fit’ between the organisation and its environment and the achievement of strategic goals (Andrews).
Dynamic in nature, the strategic management process is the full set of commitments, decisions and actions needed for a firm to achieve strategic competitiveness and earn above average returns. Strategic competitiveness is achieved when a firm successfully formulates and implements a value creating strategy.
The strategic management process is made up of four elements: situation analysis, strategy formulation, strategy implementation and strategy evaluation. These elements are steps that are performed, in order, when developing a new strategic management plan.
A strategic business unit is a distinct business, with its own business mission, product line, market share and competitors that can be managed reasonably independently of other businesses within the organisation.
Corporate-level strategy involves determining in what business or businesses, the firm expects to compete.
For companies with a single market or a few closely related markets, the corporate-level strategy involves developing an overall strategy.
Most large corporations, however, have complicated organisational structures with stand-alone, often unrelated, business units or divisions, each with different products, markets and competitors.
The corporate-level strategy then involves making decisions on whether to add divisions and product lines to manage the business’s portfolio of businesses.
Corporations are responsible for creating value through their businesses. They do so by managing their portfolio of businesses, ensuring that the businesses are successful over the long-term, developing business units, and sometimes ensuring that each business is compatible with others in the portfolio.
Restructuring a corporate entity is often a necessity when the company has grown to the point that the original structure can no longer efficiently manage the output and general interests of the company.
According to Porter, buyers, product substitutes, suppliers and potential new companies within the industry all contribute to the level of rivalry among industry firms. Understanding the forces that determine competitiveness within an industry should help managers develop strategies that will enable individual companies within the industry to be more competitive.
Porter suggested three generic strategies that managers might take up to make organisations more competitive. These are – Cost leadership, differentiation strategy and focus strategy.
Business level strategy is an integrated and coordinated set of commitments and actions the firm uses to gain a competitive advantage by exploiting core competencies in specific product markets.
In selecting business level strategy, the firm determines: (a) Who it will serve, (b) What needs those target customers have that it will satisfy, (c) How those needs will be satisfied.
Customer relationships are strengthened by offering them superior value: (a) Help customers to develop a new competitive advantage, (b) Enhance the value of existing competitive advantages.
When a firm sustains profits that exceed the average for its industry, the firm is said to possess a competitive advantage over its rivals. The goal of much of business strategy is to achieve a sustainable competitive advantage.
Internal environment comprises many features of the firm, but for the purposes of strategy analysis, the key issue is what the firm can do. This means looking at the resources of the firm and the way resources combine to create organisational capabilities.
Our interest is the potential for resources and capabilities to establish sustainable competitive advantage. Systematic appraisal of a company’s resources and capabilities provides the basis for formulating (or reformulating) strategy. How can the firm deploy its strengths to maximum advantage? How can it minimise its vulnerability to its weaknesses? How can it develop and extend its capabilities to meet the challenges of the future?
Despite the progress that has been made in the last ten years in our understanding of resources and capabilities, there is much that remains unresolved.
The management systems of most firms devote meticulous attention to the physical and financial assets that are valued on their balance sheets; much less attention has been paid to the critical intangible and human resources of the firm, and even less to the identification and appraisal of organisational capability.
Most senior managers are now aware of the importance of their resources and capabilities, but the techniques of identifying, assessing, and developing them are woefully underdeveloped.
Functional-level strategies are concerned with coordinating the functional areas of the organisation (marketing, finance, human resources, production, research and development, etc.) so that each functional area upholds and contributes to individual business-level strategies and the overall corporate-level strategy.
Functional strategies are primarily concerned with: (a) Efficiently utilising specialists within the functional area. (b) Integrating activities within the functional area (e.g., coordinating advertising, promotion, and marketing research in marketing; or purchasing, inventory control, and shipping in production/operations). (c) Assuring that functional strategies mesh with business-level strategies and the overall corporate-level strategy.
Functional strategies are frequently concerned with appropriate timing. For example, advertising for a new product could be expected to begin sixty days prior to shipment of the first product. Production could then start thirty days before shipping begins. Raw materials, for instance, may require that orders are placed at least two weeks before production is to start. Thus, functional strategies have a shorter time orientation than either business-level or corporate-level strategies.
Accountability is also easiest to establish with functional strategies because results of actions occur sooner and are more easily attributed to the function than is possible at other levels of strategy. Lower-level managers are most directly involved with the implementation of functional strategies.
Strategies for an organisation may be categorised by the level of the organisation addressed by the strategy.
Corporate-level strategies involve top management and address issues of concern to the entire organisation.
Business-level strategies deal with major business units or divisions of the corporate portfolio. Business-level strategies are generally developed by upper and middle-level managers and are intended to help the organisation achieve its corporate strategies.
Functional strategies address problems commonly faced by lower-level managers and deal with strategies for the major organisational functions (e.g., marketing, finance, production) considered relevant for achieving the business strategies and supporting the corporate-level strategy.
Market definition is thus the domain of corporate-level strategy, market navigation the domain of business-level strategy, and support of business and corporate-level strategy by individual, but integrated, functional level strategies.
Broad participation in the development of goals: Consensus from above – buy-in at the execution level. Should drive higher levels of performance and close a critical performance gap.
The world best Strategic Plan will fail if it is not adequately resourced through the budgeting process.
Strategic Plans cannot succeed without people, time, money, and other key resources. Aligning resources validates that initiatives and action plans comprising the strategic plan support the strategic objectives.
This chapter focuses attention on the ingredients of effective strategy implementation, i.e. building the right kind of organisation that can support a chosen strategy.
Successful strategy implementation requires support, discipline, motivation and hard work from all managers and employees. It demands a suitable organisation structure to translate ideas into concrete action plans.
This chapter basically focuses on the management of internal organisation for strategy implementation successfully.
Divisionalisation is the process of dividing the large functional pyramids into smaller, flexible administrative units. It is essentially designed to foster independent and self-contained units. It creates a set of essentially autonomous ‘little companies’ in terms of product or geography. It is particularly adaptable to the large and complex modern organisation.
Strategies remain useless ‘academic exercises’ unless they are effectively implemented. This requires proper communication of plans, strategies and policies to various functional/divisional units; enlisting the support of people involved in the process; proper guidance and support of top management; an appropriate structure and climate suitable to carry out the assigned tasks; allocation of resources over competing alternatives with a view to maximise return and establishment of appropriate control points to see that what has been planned is achieved effectively and efficiently.

Important keywords and glossary for strategic management

Barriers to Entry: Obstacles to entering an industry. The major barriers include economies of scale, product differentiation, capital needs, access to distribution channels, cost leadership, government policy etc.
Benchmarking: The process of finding the best available product features, processes and services and using them as a standard (benchmark) for improving a company’s own products, processes and services.
Business Level Strategy: A competitive strategy that focuses on meeting competition, protecting market share and achieving profits at the business unit level.
Combination Strategy: It is a mixture of stability, expansion or retrenchment strategies applied simultaneously or sequentially.
Competitive Advantage: Condition which enables a company to operate in a more efficient or otherwise higher-quality manner than the companies it competes with, and which results in benefits accruing to that company
Competitive Dynamics: Competitive dynamics concerns the ongoing actions and responses taking place among all firms competing within a market for advantageous positions.
Competitor: Any person or entity which is a rival against another. In business, a company in the same industry or a similar industry which offers a similar product or service. The presence of one or more competitors can reduce the prices of goods and services as the companies attempt to gain a larger market share. Competition also requires companies to become more efficient in order to reduce costs.
Conglomerates: Firms that practice unrelated diversification.
Core Competence: It is a unique strength that gives a firm access to important market segments, offers significant benefits to customers in the end products and is difficult to copy.
Core Competencies: Cluster of extraordinary abilities or related ‘excellences’ that a firm acquires from its founders, after consistent striving over the years, and which cannot be easily imitated.
Corporate Goal: A corporate goal is an observable and measurable end result having one or more objectives to be achieved within a more or less fixed timeframe.
Corporate Level Strategy: The strategy formulated by the top management for the overall company.
Corporate Strategy: It spells out the business in which the firm will participate, the markets it will serve and the customer needs it will satisfy.
Culture: A system of shared values and beliefs that produce norms of behaviour.
Decentralisation: The location of decision authority near lower organisational levels.
Departmentation: The process of grouping jobs according to some logical arrangement.
Differentiation Strategy: A competitive strategy based on providing buyers with something special or unique that makes the firm’s product or service distinctive.
Differentiation: A competitive strategy that seeks to distinguish an organisation’s products or services from competitors.
Diversification: A strategy in which an organisation operates in several businesses that are linked or not linked with one another.
Domestic Company: It acquires essentially all of its resources and sells all of its products or services within a single country.
Economies of Scale: The increase in efficiency of production as the number of goods being produced increases. Typically, a company that achieves economies of scale lowers the average cost per unit through increased production since fixed costs are shared over an increased number of goods.
Ethnocentrism: Belief in the superiority of one’s own ethnic group.
Flat Structure: A structure that has a broad span of control and relatively few hierarchical levels.
Focus Strategies: Focus strategies involve achieving Cost Leadership or Differentiation within niche markets in ways that are not available to more broadly-focused players.
Focus Strategy: It is a strategy that emphasises making an organisation more competitive by targeting a specific regional market, product line or buyer group.
Focus: It is a competitive strategy that emphasises making an organisation more competitive by targeting a specific regional market or buyer group.
Foresight: Foresight is prescience about the size and shape of tomorrow’s opportunities, such as, new types of customer benefits or new ways of delivering the benefits.
Functional Departmentation: The grouping of positions into departments based on similar skills, expertise and resource use.
Functional Level Strategy: The strategy pursued by each functional area of a business unit such as finance, marketing, personnel, production etc.
Geocentricism: Relating to, measured from, or with respect to the centre of the earth.
Global Company: When the company traits the whole world as one market and one source of supply.
Globalisation: It means increasing economic interdependence among countries due to increasing cross-border flows of goods and services, capital, people and know-how.
Grand Strategy: A general plan of major action by which a firm intends to achieve its long-term goals.
Horizontal Integration: It takes place when some firms expand by a acquiring other companies in the same line of business (adding new products or services to the existing product or service line).
Industry Analysis: Industry analysis is a market strategy tool used by businesses to determine if they want to enter a product or service market. Company management must carefully analyze several aspects of the industry to determine if they can make a profit selling goods and services in the market.
Innovation: It is a new idea applied to initiating or improving a process, product or service.
Intensity of Rivalry: The intensity of rivalry among competitors in an industry refers to the extent to which firms within an industry put pressure on one another and limit each other’s profit potential.
Internal Environment: Conditions, entities, events, and factors within an organisation which influence its activities and choices, particularly the behaviour of the employees.
International Company: When the focus of a business is its domestic operations, but a portion of its activities are outside the home country.
Leadership: The capacity to secure the cooperation of others in accomplishing a goal.
Licensing: An arrangement whereby a firm allows another firm to use its trademark, technology, patent, copyright or other rights in return of a fee or royalty.
Lower Cost Leadership Strategy: A competitive strategy based on the firm’s ability to provide products or services at lower cost than its rivals.
Management-Induced Gaps: Management can cause a gap between strategy and execution through both action and inaction. Four main ways management causes this gap include failure to secure support for the plan, failure to communicate the strategy, failure to adhere to the plan, and failure to adapt to significant changes.
Market Development: Market development is the name given to a growth strategy where the business seeks to sell its existing products into new markets.
Matrix Structure: A structure that superimposes a horizontal set of divisional reporting relationships onto a hierarchical functional structure.
Mission Statement: Written declaration of a firm’s core purpose and focus which normally remain unchanged, whereas business strategies and practices may frequently be altered to adapt to the changing circumstances.
Mission: A statement that declares what business a company is in and who its customers are.
Newsletter: A printed report giving news or information of interest to a special group.
Niche Marketing: Focusing on sub segments or niches with distinctive traits that may seek a special combination of benefits.
Organisation Structure: The framework in which the organisation defines how tasks are divided, resources are deployed and departments are coordinated.
Organisational Capability: Ability and capacity of an organisation expressed in terms of its (1) Human resources: their number, quality, skills, and experience, (2) Physical and material resources: machines, land, buildings, (3) Financial resources: money and credit, (4) Information resources: pool of knowledge, databases, and (5) Intellectual resources: copyrights, designs, patents, etc.
Organising: The deployment of organisational resources to achieve strategic goals.
Plan: A set of intended actions, through which one expects to achieve a goal.
Planning: Basic management function involving formulation of one or more detailed plans to achieve optimum balance of needs or demands with the available resources.
Polycentrism: Having many centres, especially of authority or control.
Power: The ability, apart from functional authority or control over resources or rewards, to influence the behaviour of others.
Pragmatism: The ability to make things happen and achieve positive results.
Process-Induced Gaps: The traditional processes an organization uses to implement and monitor are the process-induced gaps. It involves lack of strategic focus, calendar based budget cycle, financially focused, internally focused, lack of realistic forecasting, other factors such as lack of accountability and commitment to the budgeting process; wrongly focused incentive plans.
Product Departmentation: Grouping activities around products or product groups.
Product Development: It involves the substantial modification of existing products or the creation of new but related products that can be marketed to current customers through established channels.
Product Innovations: A firm’s activities that enhance the differentiation of its products or services.
Related Diversification: It extends the firm’s distinctive competence into new industries that are similar to the firm’s original business (in terms of markets, products or technology).
Replication: Replication requires systematisation of the knowledge that underlies the capability – typically through the formulation of standard operating procedures.
Retaliation: The act of responding violently to an act of harm or perceived injustice.
Retrenchment Strategy: It is a defensive strategy adopted as a reaction to operational problems such as internal mismanagement, surprises caused by competitors, changing market conditions etc.—involving reduction of any existing product or service line to improve its performance.
Spin-off: It means selling those units or parts of a business that no longer contribute to or fit the firm’s core competence.
Stability Strategy: It involves maintaining the status quo or growing in a methodical but slow manner.
Strategic Action: A strategic action or a strategic response is a market based move that involves a significant commitment of organisational resources and is difficult to implement and reverse.
Strategic Alliance: It is a collaborative partnership between two or more firms to pursue a common goal.
Strategic Business Unit: A strategic business unit is a distinct business, with its own business mission, product line, market share and competitors that can be managed reasonably independently of other businesses within the organisation.
Strategic Choice: Choice of course of action given the environment, mission and capabilities.
Strategic Competitiveness: It is achieved when a firm successfully formulates and implements a value creating strategy.
Strategic Control: Monitoring and evaluating the strategic management process as a whole, in order to make sure that it is operating properly.
Strategic Gap: Forecasting technique in which the difference between the desired performance levels and the extrapolated results of the current performance levels is measured and examined. This measurement indicates what needs to be done and what resources are required to achieve the goals of an organisation’s strategy.
Strategic Intent: Strategic intent is something “ambitious and compelling” that “provides the emotional and intellectual energy” for the future.
Strategic Management Process: A management process designed to achieve the firm’s missions and objectives.
Strategic Management: Stream of decisions and actions that lead to development of effective strategy. Systematic analysis of the factors associated with customers and competitors (the external environment) and the organisation itself (the internal environment) to provide the basis for rethinking the current management practices. Its objective is to achieve better alignment of corporate policies and strategic priorities.
Strategy Formulation: Strategy formulation is the process of determining appropriate courses of action for achieving organisational objectives and thereby accomplishing organisational purpose.
Strategy Implementation: Putting formulated strategy into action.
Strategy: A plan of action designed to achieve a particular goal.
Synergy: An economic effect in which the different parts of the company contribute a unique source of heightened value to the firm when managed as a single unified entity.
Tactical Action: A tactical action or a tactical response is a market based move that is taken to fine tune a strategy; it involves fewer resources and is relatively easy to implement and reverse.
Tall Structure: A structure that has many hierarchical levels and narrow spans of control.
Technology Life Cycle: The Technology Life Cycle (TLC) describes the commercial gain of a product through the expense of research and development phase, and the financial return during its “vital life”.
Technology-Induced Gaps: The strategy gap which involves the traditional systems that are used to support the planning, budgeting, forecasting, and reporting processes. Issues include fragmented systems and misplaced dependence on Enterprise Resource Planning (ERP).
Transnational Strategy: It involves some global integration of manufacturing coupled with significant national responsiveness to local variations in customer demand.
Turnover Strategy: A turnaround strategy is designed to reverse a negative trend and bring the organisation back to normal health and profitability.
Unrelated Diversification: It occurs when a firm seeks to enter new industries without relying on a distinctive competence to link up business units.
Value Chain: The notion that an enterprise receives inputs from suppliers of resources transforms them into outputs and channels the outputs to buyers, adding value at each point in the process.
Value: Sum total of benefits received and costs paid by the customer in a given situation.
Vertical Integration: It exists when a firm is producing its own inputs (backward integration) or owns its own sources of distribution of outputs (forward integration).
Vision: The overall goal of an organisation that all business activities and processes should contribute toward achieving.

Syllabus for Strategic Management

Strategic Management in Global Environment: Need for Globalization, Different Types of International Companies, Development of a Global Corporation, Complexity of Global Environment, International Culture, Implementing Global Strategies

Competitive Analysis: Competitor Analysis Framework, Rivalry Analysis, Competitive Dynamics, Competitive Rivalry

Industry Analysis: Formulation of Strategy, Five Competitive Forces that Shape Strategy, PESTLE Analysis, Competition and Value, Industry Structure, Technology Lifecycle, Industry Analysis in Practice, Defining the Relevant Industry

Strategic Management Process: Purposes of Strategic Management Process, Steps involved in the Strategic Management Process, Strategic Management Process, Strategy Formulation, Constraints and Strategic Choice, Strategy Implementation, Strategic Control and Assessment

Formulating Corporate-Level Strategy: Balanced Score Card: A Balanced Approach, Grand Strategies: Strategic Alternatives, Growth/Expansion Strategy, Diversification Strategy, Stability Strategy, Retrenchment Strategy, Turnaround Strategies, Combination Strategies

Formulating Business Level Strategy: Porter’s Competitive Strategies, Competitive Advantage, Competitive Advantage Factors, How to Build or Acquire Competitive Advantage? Acquiring Core Competence, Low Cost Strategies, Differentiation Strategies, Focus Strategies

Analyzing Resources and Capabilities: Factors affecting the Internal Environment, Resources and Capabilities as Sources of Profit, Resources of the Firm, Organizational Capabilities, Appraising Resources and Capabilities, Putting Resource and Capability Analysis to Work, Developing Resources and Capabilities

Formulating Functional Level Strategy: Putting Strategy into Action, Structural Design, Information and Control System, Human Resources

Corporate Goals and Strategic Gap: Corporate Goals, Strategic Gap, Porter’s Generic Strategies

Managing Internal Organization for Strategy Implementation: Issues in Strategy Implementation, Strategy–Structure Relationship, Divisionalisation: Product and Geographic Forms, Diversification, Strategic Business Units (SBUs), Project Organisation, Matrix Organisation Structure, New Design Options, Factors Influencing Organisation Structure, Structure and Strategy Implementation

Strategic Management summary keywords

Book summary of strategic management

Important keywords and glossary for strategic management

Syllabus for Strategic Management

Also read these subjects

DistPub Team