Index

Citation

Bolland, E.J. (2017), "Index", Comprehensive Strategic Management, Emerald Publishing Limited, Leeds, 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