Index

Comprehensive Strategic Management

ISBN: 978-1-78714-225-1, eISBN: 978-1-78714-224-4

Publication date: 16 May 2017

This content is currently only available as a PDF

Citation

Bolland, E.J. (2017), "Index", Comprehensive Strategic Management, Emerald Publishing Limited, Bingley, pp. 401-413. https://doi.org/10.1108/978-1-78714-225-120171014

Publisher

:

Emerald Publishing Limited

Copyright © 2017 Emerald Publishing Limited


INDEX

Abandoned processes, licenses, patent expiration
, 199

Aberrant error
, 394

Acquisition premium
, 294, 307

Acquisitions
, 291, 293–295, 300

attraction of
, 294

difference in acquisition of public/private firm
, 295–296

downside of
, 296–298

either/or considerations in
, 296

mergers and acquisitions (M&A)
, 298

working both sides of the deal
, 299

Activity ratios
, 180

Adapting strategies
, 301

Adoption, rate of
, 242–243

Advertising
, 212, 267–268

Advertising Age
, 212

Advertising agency acquisition (case)
, 308–315

Age of reason
, 261

Agreeableness
, 59

Airbus Industries
, 88, 390

Akers, John
, 134, 355

Alliances
, 299–300

making alliances work
, 301–303

partner selection
, 305–307

portfolios
, 300–301

rules of the road in strategic alliances
, 305

Altman Z Score
, 396–397

Amazon
, 8, 362

American Red Cross
, 73, 323

America’s Standard Oil
, 294

Andrews, Kenneth
, 129

Ansoff, H. Igor
, 6, 128

Apache Corporation
, 352

Apollo program
, 161

Apple
, 18, 20, 22, 193, 342, 352, 359

Archie’s Sport
, 342–346

ARMSCOR
, 227

The Art of War (Sun Tzu)
, 5, 368

Arts and literature
, 329

Assets, calculating
, 182

As You Like It (Shakespeare)
, 319

AT&T
, 108, 208

Audiences for strategic plan
, 174

Authority innovation-decisions
, 241

Badgley, Matthew
, 391, 392

Bain & Company
, 165

Balanced Scorecard
, 37, 373, 375, 379–380

Balance sheet
, 116, 181–185, 315, 316

Barrick, M.
, 59

Battling bike shops (case)
, 223–225

Beliefs
, 330

Benchmarking
, 107–110, 144, 184–186

Bezos, Jeff
, 8, 42, 362

Blankenship, Donald
, 279–283

Blogosphere
, 213, 220

Blogs
, 212–213

Board of directors
, 172, 174, 288, 350

responsibility for strategy
, 350

Boeing Corporation
, 88

Bort, Julie
, 10

Boston Consulting Group (BCG) model
, 30, 142–145, 146

critiques of
, 146–147

enhancements to
, 145–146

Growth–Share matrix
, 142–145

Bounded rationality, concept of
, 168

Bradley, Omar
, 368

Branding
, 9

Branson, Richard
, 9

Breakeven analysis
, 97, 176–177

Breakeven point (BEP)
, 176

British Petroleum
, 111, 294

Budgeting
, 37–40, 350

Buffet, Warren
, 33

Building and maintaining organizational cohesion
, 47–50

Business consortium
, 304

Business Excellence Models
, 375

Business lobby organizations
, 272

Business performance
, 158, 373–376, 383, 385, 386, 387

measuring
, 374

prediction of
, 396–397

Business performance management (BPM) system
, 388–389, 395–396

Business schools
, 398

Capability to balance innovation
, 239

Carlson, Roy
, 352

Cash flow
, 181, 183–184

Challenges of strategic management in international arena
, 340–341

Chandler, Alfred
, 6

Change, strategic
, 100, 352, 364, 372

Chief executive officer (CEO)
, 1, 33, 36, 41, 49–50, 54–55, 69, 134, 166–167, 172–173, 181, 269, 271, 349–354, 362, 371–372, 398

and organizational performance
, 353–354

practices in selecting
, 352–353

tenure
, 354–355

Chief level personnel
, 214

Chief Strategy Officers (CSOs)
, 1

Cirque d’ Soliel
, 181, 197

Cisco Systems
, 66, 248–249

Citizen’s Band (CB)
, 21

Clark Corps of Discovery
, 42

Climate
, 111

Coca Cola
, 110

Collective innovation-decisions
, 241

Collectivism
, 331

Colt
, 225, 228–229

Commission-based sales
, 266

Communication
, 68, 165, 367, 371, 396

with customers
, 267

and employee engagement
, 364

Competition
, 91, 197–198, 219–221, 367

business ethics
, 265–266

Competitive advantage diffusion
, 243

Competitive analysis
, 197

categorizing competitors
, 216–218

competitive action program, establishing
, 207–208

competitive intelligence, conducting
, 202–204

competitive scope
, 201

competitor profiles
, 213–216

competitors
, 206–207

competitor tracking device
, 203–204

emerging competitors, identifying
, 204–206

environmental scan
, 221–222

formal teams
, 209

loyalty and customer satisfaction
, 208–209

origins of competitors
, 198–200

software
, 222

sources of competitive advantage
, 201–202

sources of competitor information
, 210–213

views on competition
, 197–198

Competitive strategy
, 129, 204

Competitive Strategy
, 198, 206

Complicity
, 274

Computer integrated production systems
, 247

Concentration
, 368

Conflict at systems engineering
, 191–195

Connectedness, strategy and
, 11

Conscientiousness
, 59–60

Constraints on strategic management
, 347–349

Contemporary business organizations
, 376

Content analysis
, 219–220

Coordination
, 29, 363, 367–368

Corporate citizenship
, 64

Corporate culture
, 35, 350, 367

Corporate gossip
, 213

Corporate library
, 213

Corporate planning
, 82–83, 389

Corporate shareholders
, 376

Corporate social responsibility
, 64, 249

Cosby, Bill
, 77

Cost benefit and cost-effectiveness analysis
, 174, 186–190

Costs and costing factors, of organization
, 65

Cost-to-continue budgets
, 245

Creativity
, 237–238

Crick
, 236

CueCat
, 25

Culture
, 103, 327–333

Customer relations
, 175, 266–267

Customers
, 2, 70, 174, 267

Customer satisfaction
, 7, 175, 208–209

Customer service
, 9

Dabbling
, 337

D-Day invasion
, 368

Debt to assets ratio
, 180

Deceptive advertising
, 268

Decision making
, 168, 183

corporate
, 297

group
, 271

individual and organizational
, 268–270

Decision support software
, 222

Decision tree analysis
, 174–175, 190–191

Defining strategy
, 3–5

Delegation of strategy processes
, 350

Delphi technique
, 84, 221

Demand conditions
, 336

Demography
, 106

Deutsche Bank
, 320–321

Dewey, John
, 128

Difference, different about
, 326–332

Difficult-to-imitate strategies
, 384

Diffusion
, 236, 240–242

competitive advantage
, 243

Discounting
, 186, 187

Discount rate
, 187

Disruption
, 151, 244–245, 253

characterization
, 234–236

chimerical nature of
, 245

definition
, 234

frictional effects from
, 248

managing, from innovation
, 246–247

obsolescence created by
, 248

reacting to
, 247–248

and strategic innovation
, 245–246

Disruption of nuclear power
, 253

Disruptive innovation
, 243–245

Diversification
, 151, 156–157, 300

Downside of strategy
, 15–28

Dreyfus, Lee
, 134

Drucker, Peter
, 71, 129

Duncan, Rodger Dean
, 391–392

DuPont
, 6

E-businesses
, 205–206

Economic Espionage Act
, 210, 266

Economics
, 102–103

Economic value added (EVA)
, 380

Egos
, 60–61

Eisenhower, Dwight
, 44, 60

Emotional adjustment
, 59

Employee engagement
, 165, 364, 365, 370

Employee resistance and performance failure
, 365–369

Employee Value Proposition (EVP)
, 121

Engagement
, 370–372

Enron
, 32, 79, 338, 353

Entrepreneurs
, 42, 85, 127, 198, 200

Entrepreneurship
, 251

economic reasons for
, 252–253

relating, to strategic management
, 253–254

social reasons for
, 251–252

Environmental scan
, 99, 100, 221–222

Equity
, 180, 181–182, 183

Ethics and strategy
, 261, 264–265, 277–278

avoiding and passing responsibility
, 270–271

business ethics
, 265–268

complicity
, 274

ethical approaches and managing strategy
, 274–277

individual and organizational decision making
, 268–270

individual’s idea about
, 264

players in business ethics
, 271–273

professional ethics codes
, 273–274

public perceptions
, 263–264

Eurozone
, 321

Executive hiring
, 210–211

Executives on strategy
, 7–14

Expansion plan
, 9

External analysis
, 88, 97–100

Extroversion
, 59

Exxon Valdez
, 32, 304

Fahey, Liam
, 3, 4

Failed partnerships, strategic alliances, and joint ventures
, 199

Fayol, Henri
, 43

Feasibility study
, 175

Financial analysis
, 32, 36–41

Financial analysis ratio tools
, 178

Financial and financial-related tools
, 176–178

Financial performance
, 64, 181, 215, 383

Financial ratios for strategic planning
, 179

Firearms industry by Carlos Lopes (case)
, 225–231

Firm positioning, determining advantages in
, 335–336

Fishbone diagram
, 394

Five Forces Model
, 197–198, 237, 265, 267

Ford Motor Company
, 74, 323

Forecasting methods
, 375

Foreign entry, planning

for small firms
, 334–335

Forestry businesses
, 111

Formal competitive action team
, 208, 209

For-profit businesses
, 38, 376

Foster, Richard
, 206, 244

Franchisees
, 338

Franchising
, 337–338

French and Raven taxonomy
, 62–63

Friedman, Thomas
, 200, 325

Functions of strategic management
, 29

building and maintaining organizational cohesion
, 47–50

financial analysis
, 36–41

insurance practices, learning from
, 32–36

leadership
, 52–55

managing
, 50–52

planning
, 42–47

risk and uncertainty management
, 30–32

visioning
, 41–42

Game of Business Thrones
, 304

Gandhi, M.
, 262

General Electric (GE)
, 110

portfolio matrix and beyond
, 147–150

portfolio model
, 147

General Motors
, 5, 6, 319, 353

General prominence, of organization
, 64

Generic strategies
, 127, 131–135

Gerstner, Louis
, 7–8

Gigafactory
, 258

Global organizations
, 200, 328

Global Red Cross Network
, 74

Goals
, 3, 80–81, 170, 390, 395

Goerzen, Anthony
, 293

Good-boy good-girl phase
, 275

Goodwin, R. Booth
, 281

Gordian knot
, 385

Governmental units
, 205

Gross Domestic Product (GDP)
, 102

Gross Profit Margin
, 179–180

Group decision making
, 270–271

Hamel, Gary
, 133, 157, 164

Harley-Davidson
, 32

Heins, Richard
, 349

Hewlett and Packard (HP)
, 10, 241

ink jet cartridge
, 199

History, strategy in
, 5–6

Hofer, Charles
, 128

Hoffmann, Werner
, 300

Hofstede, Geert
, 330, 331

Hoovers Online
, 213

Horse training business
, 262

How-to-do strategy
, 10

HP. See Hewlett and Packard (HP)

Hubble Space Telescope
, 378

Human element in strategic management
, 58–62

Human performance, organizational performance and
, 388–389

Human resource management
, 91, 93, 95, 388

Hypercompetition
, 239–240

Hypothesis testing
, 394

IBM
, 7, 8, 65, 108, 130, 134, 155, 170, 208, 251, 355, 357

Importance of strategy
, 11–14

Import–export model
, 337

Inappropriate strategy
, 11, 151

Inbound logistics
, 95

Income statement
, 182–183, 184

Individualism
, 331

Individual versus organizational innovation
, 241

Industry life cycle
, 139–141, 148, 153, 215, 336

-based strategy models
, 137

strategy choices based on
, 141

Industry-specific publications
, 212

Inferential statistics
, 394

Infrastructure
, 95, 335

Ingersoll-Rand (case)

external analysis
, 123

financial analysis
, 120

historical analysis
, 118–119

liquidity
, 120–122

mission statement
, 119–120

strategic plan
, 124–126

Innovation
, 64, 217, 236–237, 253

connecting
, 239–240

controlling
, 292

definition
, 233–234

diffusion of
, 240, 254

disruptive
, 243–245

individual versus organizational
, 241

making innovation work
, 250–251

managing disruption from
, 246–247

organizations that produce innovation
, 248–249

rate of adoption
, 242–243

research on
, 238

screening of
, 242

sources of
, 237–238

strategic
, 245–246

Innovativeness-quality-performance model
, 239

Innovators and inventors
, 249

In Search of Excellence (Peters and Waterman)
, 4

Insurance practices, learning from
, 32–36

Intense competition
, 181, 197

Internal analysis
, 90

senior management in
, 90–93

sensitivity analysis
, 96–97

tools for
, 93

value chain
, 93–96

Internal venture formation
, 198–199

International
, 319

challenges of strategic management
, 340–341

culture
, 332–333

difference, different about
, 326–332

entry, experience, and withdrawal
, 336–340

firm positioning, determining advantages in
, 335–336

planning foreign entry for small firms
, 334–335

reasons for going
, 323–325

International business
, 266, 325–326

International discount store chain
, 15

Internet
, 108, 109, 140, 210–211, 236, 240–241

Inventory turnover ratio
, 178, 180

Investor-owned utility
, 205

Investor Relations
, 211

Jobs, Steven
, 352, 359

Joint ventures
, 199, 303–305

Kaplan, Robert
, 379

Kaplan and Norton’s balanced scorecard
, 37

Key performance indicators (KPIs)
, 380–386

KGB agent
, 209

K-Marts
, 15, 16

Knowledge-based power
, 357, 363

Kohlberg’s theory of moral development
, 275

Kohl’s Corporation
, 250

Kozlowski, Dennis
, 283–290

KPMG
, 30

Kroger
, 76

Kuczynski, Pedro
, 322

Lafley, A.G.
, 10

Lamach, Michael
, 120, 125–126

Language
, 327–328, 330

Lawrence, T.E.
, 30

Leader–challenger–follower, depiction of
, 217

Leadership
, 52–55, 353, 369

transitions
, 210–211

Legal system
, 272

Leverage ratios
, 180

Liabilities, balance sheet for
, 182

Licensing
, 337–339

Linear performance
, 389

Liquidity
, 178, 179, 180, 193

Literature review
, 220, 388

Long-term cost benefit and cost-effectiveness analysis
, 186

Long-term orientation
, 331, 377

Long-term planning
, 162–163

Loyalty and customer satisfaction
, 208–209

Lurking
, 14

M14 rifle
, 226

MacArthur, Douglas
, 60

MacCrimmon, Kenneth
, 135

Management
, 51–52

Management, definition of
, 6

Managerial factors
, 369

Marketing and sales
, 94–95, 215

Marketing research
, 31, 175

Market position
, 64, 76, 299, 338

Market research
, 174

Market size
, 64

Market strategy, profit impact of
, 386–387

Masculinity
, 331

Massey Energy (case study)
, 278–283

McClelland, David
, 63, 297

McDonalds
, 358

McKinsey
, 30, 191–192

Media
, 79, 92, 174, 211–212, 219

Media access
, 325

Medical tourism
, 325

Mergers and acquisitions (M&A)
, 276, 298

Metal injection molding techniques
, 230

Microsoft
, 292

Miller, Danny
, 392

Mine accidents
, 279

Mining and mining-related businesses
, 111

Mintzberg, Henry
, 128, 164

Mission
, 70–71

tools for
, 83–85

Mission statements

authorship
, 78–79

changes
, 79–80

comparing business and nonbusiness
, 73–74

fixing poor
, 73

good statements
, 71–72

importance of
, 77–78

poor statements
, 72–73

in same industry
, 74–76

tools for
, 83–85

Mode of market entry
, 296

Mores
, 329

Mutual Insurance
, 349

My Years with General Motors (Alfred Sloan)
, 5

Narcissism
, 286, 350

Nationalism
, 329

Nationalization
, 338

Natural environment
, 110–112

Nazi flag
, 329

Net income
, 183

Net present value (NPV)
, 33, 187

Newbert, S.
, 158

Newspaper and magazine coverage
, 219

Niche player
, 218

Norms
, 329, 330

Norton, David
, 379

Not-for-profit organizations
, 38–39, 178, 208, 263, 292

Nuremberg Trials
, 275

Objectives
, 80–81

Office politics
, 358

Office supply company (OSC)
, 187

Oil and natural gas production
, 111

Olin, John
, 32

Openness to experience
, 59–60

Open source architecture
, 241

Operational performance measures
, 375

Operations
, 95

Optional innovation-decisions
, 241

Oracle
, 36

Organizational factors
, 142, 351, 369

Organizational image
, 81–82

Organizational innovation
, 238, 241

Organizational performance
, 13, 180, 351

CEOs and
, 353–354

and human performance
, 388–389

Outbound logistics
, 95

Pakistan
, 320

Partnering
, 117

learning
, 307–308

Partner selection
, 305–307

Partnerships
, 292–293

Passing responsibility
, 271

Pauling, Linus
, 236, 363

Payback analysis
, 177–178

People, power and strategy
, 347

CEOs
, 349–351

and organizational performance
, 353–354

practices in selecting
, 352–353

tenure
, 354–355

constraints on strategic management
, 347–349

employee resistance and performance failure
, 365–369

observations on improving engagement
, 370–372

people of strategy
, 355–356

power
, 356–364

reaction to strategic change
, 364–365

People of strategy
, 355–356

Performance
, 373, 374

Balanced Scorecard
, 379–380

business performance, prediction of
, 396–397

business performance management (BPM), process of
, 395–396

considerations on
, 392–395

economic value added (EVA)
, 380

guidelines for choosing performance measures
, 376–379

importance of measuring
, 376

key performance indicators (KPIs)
, 380–386

organizational performance and human performance
, 388–389

plotting
, 389

profit impact of market strategy (PIMS)
, 386–387

and strategic management
, 397–399

unintended consequences, bane of
, 390–392

Performance failure, employee resistance and
, 365–369

Permutation of strategy development
, 350

Personality-based power
, 356–357, 362

Personality dimensions
, 59

Personalization of ethics
, 277

Personal power
, 62–63, 367

Perspectives on strategy
, 6–7, 19–28

Persuasion
, 40, 362

PEST analysis
, 100–103, 107, 219

Plan-do-check-act
, 12, 385

Planned innovation
, 236–237

Planning
, 6, 42–47, 82–83

tools for
, 83–85

See also Strategic planning

Playing to Win: How Strategy Really Works (A.G. Lafley)
, 10

Policies
, 80–81

Political-based power
, 358–359, 362–363

Porter, Michael
, 92, 95, 108, 129, 132, 197–198, 206, 324, 335, 336

Porter’s Five Forces Model
, 237, 265, 267

Portfolio models
, 141–142

implementing
, 152–154

shortcomings of
, 150–152

strengths of
, 149–150

Power
, 62–63, 356–364, 372

knowledge-based
, 357, 363

personality-based
, 356–357, 362

political-based
, 358, 359, 362

process-based
, 357–358

resource-based
, 357

seniority-based
, 359, 363

skills-based
, 358

vision-based
, 359

Power distance
, 330

The Practice of Management (Peter Drucker)
, 71

Prahalad, C. K.
, 133, 157, 164

Pratt and Whitney
, 110

Price, Bob
, 308

Pricing practices for consumers
, 268

Procedures
, 80–81

Process
, 64

Process-based power
, 357–358

Procter & Gamble
, 10, 150, 218

Production
, 34, 62, 335

Productivity
, 91, 92, 201–202

Product life cycle and industry life cycle
, 137–141, 144

Product/service quality
, 64

Product/service superiority
, 64

Professional conferences
, 212

Professional ethics codes
, 273–274

Professional services
, 247

Profitability
, 179–180

Profit Impact of Market Strategy (PIMS)
, 375, 386–387

Project management
, 394–395

Proto-organizations
, 203

Public/private firm, difference in acquisition of
, 295–296

Publix
, 76

Radio Shack Corporation (case)
, 20–28

Randall, Robert
, 4

Range anxiety
, 257

Rank-and-file employees
, 368

Rational-based analysis
, 165

Ratio tools
, 181

Reaction to strategic change
, 364–365

Refillable ink jet cartridges
, 199

Reliability, validity and
, 377–378

Religion
, 330, 333

Remington Arms
, 230

Research in Motion (RIM)
, 332

Residual value
, 177

Resource-based power
, 357, 363

Resource-based theory approach
, 157–159, 384

Return on Equity
, 180

Return on investment (ROI)
, 179

Risk
, 9, 35

financial risk
, 34

managing
, 33–34

market risk
, 34–35

and uncertainty management
, 30–32

Rivard, Reporter
, 78

Rogers, Everett
, 240–242

Royal Dutch Shell
, 31

Rules of the road in strategic alliances
, 305

Runyan, Damon
, 43

Sarbanes Oxley Law
, 79, 350

Savvy analysts
, 199–200

Scenario building
, 220, 221

Scenario development
, 175–176, 221

Schendel, Dan
, 128, 148

Schultz, Howard
, 8, 349

Scorned executives
, 199

Sculley, John
, 352

Sears
, 6

Self-determination
, 331

Self-displacement
, 240

Self-interest
, 225, 331, 358

Senge, Peter
, 357

Senior executives
, 1, 47, 171, 276, 393

Seniority-based power
, 359, 363

Senior managers
, 221, 355, 367, 370, 371

Sergeant Drill Company
, 118

Serling, Rod
, 7

Servant-leadership
, 52

Service
, 95

Shakespeare, William
, 127, 319

Shaping strategies
, 301

Shipping
, 111

Short-term cost benefit analysis
, 186

Short-term measurement
, 377

Shunning responsibility
, 270

Simon, Herbert
, 168, 391

Skills-based power
, 358–359

Sloan, Alfred
, 5

Small firms, planning foreign entry for
, 334–335

SMART framework
, 391

Social organization and systems
, 5

Social organization customs
, 330

Society of Competitive Intelligence Professionals (SCIP)
, 209, 222

Sociocultural factors
, 103–106

Solar City
, 258

Speed, of organization
, 64–65

Springdale Advertising (case)
, 308–310, 312, 314, 317

Springfield Armory
, 225–228

Stabilizing strategies
, 301

Stagnation escape
, 325

Standard Oil
, 6

Starbucks
, 8, 349

Statistical process control
, 394

Stick-to-the-knitting approach
, 4

Strategic benchmarking
, 184–186

Strategic business unit (SBU)
, 48

Strategic decisions
, 131

Strategic innovation
, 245–246

Strategic planning
, 161

audiences
, 174

balance sheet
, 181–182

cash flow
, 183–184

challenges for leaders
, 166–167

chief executive, role of
, 172

conflict at systems engineering
, 191–195

cost benefit and cost-effectiveness analysis
, 186–190

decision tree
, 190–191

definitions
, 162–163

documents
, 164

as an event
, 171–173

financial analysis ratio tools
, 178

financial and financial-related tools
, 176

breakeven analysis
, 176–177

payback analysis
, 177–178

financial ratios for
, 179

important ratios
, 179–181

activity ratios
, 180

leverage ratios
, 180

liquidity
, 180

profitability
, 179–180

income statement
, 182–183

process
, 167–171

evaluation
, 171

execution
, 170–171

goal setting
, 170

internal and external analysis
, 169–170

strategy formulation or reformulation
, 170

strategic benchmarking
, 184–186

versus strategic management
, 162

team-driven
, 165

tools
, 174–176

traditional
, 165

Strategic Planning Institute
, 386, 387

Strategic retreats
, 173

Strategic thinking
, 168

strategos
, 5

Strategy
, 1, 127

Basics, criticisms of
, 135

defining
, 3–5

executives on
, 7–14

frequent change in
, 4

in history
, 5–6

perspectives on
, 6–7, 19–28

Radio Shack Corporation (case)
, 20–28

Target Stores (case)
, 15–19

Strategy and Structure (Alfred Chandler)
, 6

Strategy dynamics
, 154–157

Strategy writers
, 4, 206

Strengths, weaknesses, opportunities, and threats (SWOT) analysis
, 107, 112–115, 175, 207, 215–216

internal and external assessment
, 118

processing information
, 116–118

Structural equation modeling
, 239

Substitute products, providers of
, 204–205

Sun Tzu
, 5, 368

Supplier relations
, 266

Suppliers
, 205

Symbols
, 329, 330

Tactical decisions
, 131

Tactics
, 1–3, 130

Target Stores (case)
, 15–19

Taylor, Fredrick
, 51

Technological development
, 95

Technology
, 107

Technology access
, 347

Tesla Motors
, 254–259

Toyota Motor Manufacturing
, 336

Trade shows
, 212

Transpacific Partnership
, 320

Treaty of Versailles
, 390

Trends in world religions
, 333

TRS-80
, 22

Trustworthiness
, 301–302

TRW
, 198–199

Twilight Zone (Rod Serling)
, 7

Tyco, downfall of (case study)
, 283–290

Uncertainty avoidance
, 330

United States Economic Espionage Act
, 266

Upper Big Branch Mine
, 278

U.S. Securities and Exchange Commission (SEC)
, 211

Validity and reliability
, 377–378

Value
, 37, 62, 121, 140

declining performance and the creating of
, 384

Value chain
, 93–96

Values
, 61, 62, 79, 329, 330

Ventures
, 2

Virgin Group
, 9

Vision-based power
, 359

Visioning
, 41–42, 63–65

tools for
, 83–85

Vision statement
, 41, 65, 80

changes
, 79–80

dissecting
, 67–69

fixing poor
, 70

good and bad
, 69–70

questions of vision
, 66–67

Vonage
, 108

VRIO framework
, 158

Wall Street Journal
, 211, 220, 249, 333

Walmart
, 15–17, 22, 25, 218, 324

Washington Post
, 77

Watson, Tom
, 65

Wernfelt, Birger
, 157

Whitman, Meg
, 10

Williams, Dennis
, 356

Winchester-branded firearms
, 229

Workforce diversity
, 262–263

The World is Flat (Thomas Friedman)
, 325

Zellers stores
, 17

Z score
, 396, 397, 399