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Global Business > Tutorial 3 > Flashcards

Tutorial 3 Flashcards

1
Q

Chapter 4

Resource Based View

A

A theoretical perspective that posits that firm performance is fundamentally driven by firm-specific resources.

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2
Q

Chapter 4

Primary Resources

A

tangible and intangible assets as well as human resources that a firm uses to choose and implement its strategies

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3
Q

Chapter 4

Goodwill

A

The value of a firm’s abilities to develop and leverage its reputation. captures reputational resources

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4
Q

Chapter 4

Capabilities

A

Bestimmmte Fähigkeiten in der eine Firmer besser ist als eine Andere. Für Competitive advantage braucht es mehr als resources etc.

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5
Q

Chapter 4

dynamic capabilites

A

Higher level capabilities that enable an organization to continuously adapt to new technologies and changes in the external environment

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6
Q

Chapter 4

VRIO framework

A

The resource-based framework that focuses on the value creation (V), rarity (R), imitability (I) and organizational (O) aspects of resources.

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7
Q

Chapter 4

Benchmarking

A

An examination of resources to perform a particular activity compared against competitors.
4 Steps:
1. Choose a benchmark organization
2. Identify the relevant resources
3. Assess the importance of your resources
4. Assess the relative strengths of the resources you have identified, compared
to your benchmark organization

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8
Q

Chapter 4

business process outsourcing (BPO)

A

The outsourcing of business services such as IT, HR or logistics.

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9
Q

Chapter 4

offshoring

A

Moving an activity to a location abroad.

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10
Q

Chapter 4

reshoring

A

Bringing activities back to a firm’s home country

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11
Q

Chapter 4

offshore outsourcing

A

Outsourcing to another firm doing the activity abroad

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12
Q

Chapter 4

domestic outsourcing

A

Outsourcing to a firm in the same country

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13
Q

Chapter 4

captive offshoring

A

Setting up subsidiaries abroad – the work done is in-house but the location is foreign.

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14
Q

Chapter 4

domestic in house activity

A

in house

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15
Q

Chapter 4

global value chains (GVCs)

A

Chains of geographically dispersed production activities governed by MNEs

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16
Q

Chapter 4

supply chain robustness

A

Ability to supply a product under any circumstances

17
Q

Chapter 4

redundancy

A

Options to source a product from a supplier at short notice.

18
Q

Chapter 4

organizational slack

A

A cushion of resources that allow an organization to adapt successfully to pressures

19
Q

Chapter 4

supply chain resilience

A

The ability of a supply chain to bounce back after a disaster

20
Q

Chapter 4

original equipment manufactures

A

Firms that execute
the design blueprints provided by other firms and manufactures such products.

21
Q

Chapter 4

Causal ambiguity

A

lack of understanding of cause-and-effect interactions between resources and competitive advantage

22
Q

Chapter 10

instrumental view

A

A view that treating stakeholders well may indirectly help financial performance

23
Q

Chapter 10

normative view

A

A view that firms ought to be self-motivated to ‘do it right’ because they have societal obligations

24
Q

Chapter 10

shared value creation

A

An approach to CSER that focuses on activities that are good for both the firm and its stakeholders

25
Q

Chapter 10

greenwashing

A

Talking about social or environmental initiatives without addressing fundamental concerns

26
Q

Chapter 10

institutional arbitrage

A

The practice of locating activities wherever the costs of complying with regulatory institutions are lowest

27
Q

Chapter 10

pollution havens

A

Countries with lower environmental standards

28
Q

Chapter 10

race to the bottom

A

Countries competing for foreign direct investment by lowering environmental standards

29
Q

Chapter 10

defensive strategy

A

A strategy that focuses
on regulatory compliance with little top management commitment to CSER causes

30
Q

Chapter 10

compliance training

A

Mandatory training and tests designed to ensure that every employee knows the relevant codes of conduct

31
Q

Chapter 10

accomodative strategy

A

A strategy that is characterized by some support from top managers, who may increasingly view CSER as a worthwhile endeavour

32
Q

Chapter 10

proactive strategy

A

A strategy that endeavours to do more than is required in CSER

Global Business (8 decks)

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