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A B C D E F G H I J K L M N O P Q R S T U V W X Y Z

A

Absolute cost advantage
Absorptive capacity
Accounting
Acquisition and restructuring strategy
Acquisitions
Action planning
Activity ratios
Adaptive culture
Advanced factors of production
Agency, markets and hierarchies
Ansoff, Igor
Asset reduction strategy
Aston group
Average collection period

B

Balanced scorecard
Barriers to entry
Barriers to imitation
Base/baseline
Behavioural theory
Benchmarking
Bonus plan reward system
Boston growth matrix
Bottom-up planning
Brand loyalty
Broad differentiator
Bureaucratic costs
Business level (competitive) strategy
Business level strategy
Business principles
Business process
Business system
Buyer-supplier relationships

C

Capabilities
Capable competitors
Capacity control strategies
Capital structure
Cash cow
Cash flow
Centrality
Centralization
Chaining strategy
Clarity of expectations
Close substitutes
Cognitive biases
Commission system
Company infrastructure
Competitive advantage
Competitive bidding strategy
Competitive environment
Competitive intelligence
Competitive strategies, development of
Competitiveness, determinants of
Competitiveness of related and supporting industries
Complementors
Conflict aftermath
Conflict management
Congruence
Consolidated industry
Consumer-oriented business definition
Continuum of business activities
Cooperative strategies
Coordination and control
Core and complementary assets
Core competences
Corporate governance
Corporate level strategy
Corporate planning, process of
Corporate raiders
Corporate social responsibility
Corporate strategic change
Cost-leadership strategy
Crisis management
Critical business issues
Critical business needs
Critical success factors
Cross-cultural communication
Current ratio
Customer defection rate
Customer delight
Customer response time
Customer responsiveness
Customer satisfaction
Customization

D

Day's sales outstanding
Debt to assets ratio
Debt to equity ratio
Decentralization
Decision Making Units (DMUs)
Decision tree
Decline stage
Deconstruction analysis management
Delegation
Developmental change
Devil's advocacy
Dialectic enquiry
Diamond
Differentiation strategy
Diseconomies of scale
Distinctive competence
Diversification
Divesture
Divestment strategy
Dividend yield
Division
Dog
Double loop learning
Downsizing
Dumbsizing

E

Economies of scale
Economy of scope
Effectiveness
Efficiency
Embryonic industry
Emergent strategy
Emotional intelligence
Empathy
Empowerment
Engagement
Entrepreneur
Escalating commitment
Ethical decision making
Evolutionary theory
Exit barriers
Experience curve
Explanation
External environment
External stakeholders

F

Factor conditions
Factor endowments
Factors of production
Fayol, Henri
Felt conflict
Fiedler contingency model
Fill in the blanks
First-mover advantage
First-mover disadvantage
Five Forces model
Flat structure
Flattening
Flexible machine cells
Flexible manufacturing technology
Focus strategy
Follett, Mary Parker
Foreign market entry strategies
Foreign operations department
Fragmented industry
Franchising
Free cash flow
Full integration
Functional level strategy
Functional orientation
Functional structure
Funnel of development

G

General Electric screen matrix (the general Electric (GE) business screen)
General environment
Geographical structure
Global area structure
Global learning
Global matrix structure
Global product group structure
Global strategic alliances
Global strategic planning
Global strategy
Global web
Globalization of markets
Globalization of production
Goals
Goal characteristics
Goal management
Goal congruence
Governance mechanisms
Green-field investment
Greenmail
Gross profit margin
Group-based bonus system
Groups and teams
Group think
Growth industry
Growth strategy
Guru concept

H

Hamel, Gary
Hard metrics
Harvest strategy
Hawthorne experiments
Hierarchies of strategy
Historical financial analysis
Hold and maintain strategy
Horizontal differentiation
Horizontal growth
Horizontal hierarchical structure
Horizontal merger
Hubris hypothesis
Human relations
Human resources
Hypercompetitive industries

I

Icarus paradox
Illusion of control
Implementation strategy
Incremental innovation
Incumbent advantage
Index/index/indices
Industry life cycle model
Inert cultures
Informal power
Innovation-adoption model
Innovation clusters
Input measure
Intangible assets
Integrating mechanisms
Intended strategies
Interface management
Internal governance
Internal marketing
Internal stakeholders
International business operations
International licensing
International strategy
Inter-organizational relations
Intrepreneur
Inventory turnover
Investment strategy
Invisible assets
Invisible hand
Irregular measures
Issue agenda building
Ivory tower planning

J

Japanese business strategy
Joint venture
Junk bond
Just-in-time (JIT)

K

Kanter, Rosabeth Moss
Keiretsu system

L

Lag strategy
Lagging indicator
Latent conflict
Lead strategy
Leadership strategy
Leading indicator
Lean production
Learning effects
Legitimate power
Leveraged buy-out (LBO)
Liquidation
Liquidity
Local demand conditions
Local economies
Locked in
Logical incrementalism
Logistics
Long-term contracts
Loose-tight principle

M

Macro-environment
Make or buy strategy
Management buy-out (MBO)
Management by objectives
Managerial behaviour
Managerial culture
Manifest conflict
Manufacturing strategy
Market concentration strategy
Market development strategy
Market penetration
Market segmentation
Market share
Market to book value
Marketing strategy
Mass customization
Materials management
Matrix and matrix structure
Matrix in the mind
Mature industry
McGregor, Douglas (1906-1964)
Micro-environment
Minimum efficient scale
Mintzberg, Henry
Mission statement
Moore, Geoffrey
Motivation
Multidimensional measure
Multi-divisional structure
Multi-domestic strategy
Mutual dependence

N

Naisbitt, John
Negative sum game
Net profit margin
Network economics
Network structure
New venture division
New ventures
Niche strategy
Non-price competition
Not-for-profit organizations

O

Objectives
On-the-job consumption
Operating budget
Operating responsibility
Operations management
Operations research
Operations strategy
Organization bonus system
Organization environment
Organization networks
Organization types
Organizational behaviour
Organizational conflict
Organizational convergence
Organizational culture
Organizational design
Organizational development
Organizational evolution
Organizational learning
Organizational mapping
Organizational norms
Organizational performance
Organizational politics
Organizational populations
Organizational socialization
Organizational strategy
Organizational structure
Organizational values
Outcome measure
Output control
Output measure
Outsourcing

P

Parallel sourcing
Parenting advantage
Perceived conflict
Performance drivers
Performance gap
Performance goal
Performance importance grid
Performance indicator
Performance management
Performance measurement
Performance metric
PEST analysis
Peters, Tom
Pettigrew, Andrew
Piece-work plan
Pioneering costs
Planning
Politics of strategy
Poor commercialization
Porter's four generic competitive strategies
Portfolio planning matrix
Portfolio strategy
Positioning strategy
Positive sum game
Power
Power balance
Prahalad, C.K.
Price to earnings ratio
Pricing strategies/policies
Prior hypothesis bias
Procedural justice
Process management
Process mapping
Process paradox
Process planning
Product development
Product differentiation
Product life cycle analysis
Product proliferation
Product team structure
Productivity
Profit ratio
Profit sharing
Profit strategy
Project boss/manager
Punctuated equilibrium

Q

Quality
Quality assurance
Quality circles
Quantum innovation
Quick ratio
Quinn, R.E.

R

Reactive strategies
Realized strategy
Reasoning by analogy
Recruitment and selection
Re-engineering
Regular formal measures
Regular informal measures
Related diversification
Relative market share
Research and development
Resource dependency
Restructuring
Retrenchment strategies
Return on investment (ROI)
Return on stockholder/shareholder's equity
Return on total assets
Risk management


S

SBU (strategic business unit)
Scenario planning
Self-regulation
Seven S framework
Shake-out stage
Share building strategy/increasing strategy
Simple structure
Single-dimensional measure
Situational analysis
Soft metrics
Span of control
Stability strategies
Stakeholder
Stakeholder analysis
Standardization
Star
Strategic alliance
Strategic business unit (SBU)
Strategic change
Strategic choice
Strategic commitment
Strategic competence
Strategic control
Strategic control systems
Strategic groups
Strategic intent
Strategic leadership
Strategic management
Strategic management process
Strategic marketing
Strategic marketing planning
Strategic planning
Strategic planning gap
Strategic responsibility
Strategic thinking
Strategic turnaround
Strategy formulation
Sun Tzu
Sustained competitive advantage
Switching costs
Synergy

T

Tactical planning
Take-over constraint
Tangible resource/asset
Taper integration
Target
Taylor, Frederick Winslow
Technical strategy
Technological myopia
Technology management
Times covered ratio
Timing of entry
Top-down change
Top-down planning
Total asset turnover ratio
Total quality management (TQM)
Total shareholder return
Transfer pricing
Transformational change
Transitional change
Transnational strategy
Turnaround strategy
Two-boss employees

U

Unrelated (conglomerate) diversification

V

Value chain
Value chain analysis
Values
Vertical hierarchical structure
Vertical integration
Virtual corporation
Vision statement
Von Clausewitz, Carl

W-Z

Weber, Max
White spaces
Wholly owned subsidiary

Numbers

5 Forces model
7s framework