Week 7 Flashcards

1
Q

What is the etymology of the word “strategy”?

A

From Greek στρατηγός – meaning army leader or military general.

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2
Q

Define strategy (Johnson, Scholes, Whittington, 2008).

A

The direction and scope of an organisation over the long term, achieving advantage in a changing environment through configuration of resources and competences, aiming to fulfill stakeholders’ expectations.

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3
Q

What are Michael Porter’s two key components of strategy?

A

Operational effectiveness – performing similar activities better than rivals.

Strategic positioning – performing different activities or similar ones in different ways

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4
Q

Define strategy (Michael Porter).

A

Deliberately choosing a different set of activities to deliver a unique mix of value.

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5
Q

What are the four qualities of good strategy according to Richard Rumelt?

A

Consistency

Consonance

Advantage

Feasibility

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6
Q

What is Rumelt’s “strategy kernel”?

A

Diagnosis + guiding policy + coherent actions.

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7
Q

What are examples of bad strategy (Rumelt)?

A

Fluff (e.g. McDonald’s “Plan to Win”)

Failure to face challenges (e.g. Kodak)

Mistaking goals for strategy (e.g. Kmart)

Bad objectives (e.g. Yahoo!)

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8
Q

What is the difference between strategic planning and strategic thinking? (Liedtka, 1998)

A

Planning: Structured, goal-oriented, action-based.

Thinking: Visionary, flexible, creative, long-term.

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9
Q

Who are examples of strategic thinkers?

A

Edwin Land (Polaroid)

Tim Cook (Apple)

Kevin Systrom & Mike Krieger (Instagram)

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10
Q

Define strategic leadership (Achua & Lussier, 2010).

A

The ability to anticipate, envision, maintain flexibility, think strategically, and work with others to initiate change and implement vision and strategies.

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11
Q

How does leadership of organisations differ from leadership in organisations?

A

Of: Context positioning, high complexity, multi-functional, indirect leadership.

In: Lower-level team-oriented leadership, more direct.

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12
Q

What is absorptive capacity?

A

The ability to recognize, assimilate, and apply the value of external information (Cohen & Levinthal, 1990).

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13
Q

Give an example of failed and successful strategic leadership.

A

Failed: SONY Betamax – limited adaptability, high price, poor marketing.

Successful: Netflix – digital transition, learning culture.

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14
Q

What is the Upper Echelons Theory (Hambrick & Mason, 1984)?

A

An organization reflects its top management team (TMT); outcomes can be predicted based on leaders’ characteristics and values.

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15
Q

What is Positive Agency Theory?

A

Leaders are agents of shareholders but have their own goals—alignment and accountability are key.

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16
Q

What are the five psychological stages of a CEO’s tenure (Hambrick & Fukutomi)?

A

Response to mandate

Experimentation

Selection of enduring theme

Convergence

Dysfunction

17
Q

Describe visionary leadership.

A

Leaders inspire a shared goal, envision the future, are passionate and innovative, and motivate others.

18
Q

What are Yukl’s (2002) critiques of strategic leadership?

A

External determinants

Limited discretion

Biased attributions of success/failure to leaders

19
Q

What are examples of business-level strategies?

A

Differentiation (e.g. Apple)

Cost leadership (e.g. Aldi, Xiaomi)

Niche focus (e.g. early Amazon)

High quality (e.g. Apple)

Imitation (e.g. early Xiaomi)

Alliances (e.g. BMW + Daimler)

Acquisitions (e.g. Twitter)

Global diversification (e.g. Coca-Cola)

Brand leadership (e.g. Google)

Reinvention (e.g. IBM)

20
Q

What is strategic risk leadership?

A

Using strategy to create value while managing risk to protect it; involves anticipation, adaptation, alignment, assessment, and action.

21
Q

What are key traits of risk leaders?

A

Visionary

Strategic

Decisive

Resilient

Collaborative

22
Q

What are “extreme context” leadership traits?

A

Agile decision-making, self-regulation, moral courage, trust-building

23
Q

What is the focus of Leadership-as-Practice?

A

Leadership as collective, emergent, interaction-based practice

Not traits but situated, intersubjective processes

Emphasizes “doings and sayings” in context

24
Q

What does Strategy-as-Practice (SAP) emphasize?

A

Focus on strategists and their actual activities

Micro-level practices and tools (budgets, forecasts, etc.)

Strategy as something people do, not just plan