3>what are some problemsor limitations of the Planning school?
With these planningstrategies, the participating companies have the mandate to defendthemselves against the competitive negotiation. Besides, a strategicalliance here is commonly a very involving bargain but whoseapplicable terms go to more than the legal agreement or even theobjectives of the top management (Mintzberg,et al.265). Also, theinformation that becomes traded must only be determined by the dailyactivities of the firm.
5>Brieflydescribe” resource-base theory” and “core competency theory”(7)
Resource based theory involveslooking at the company regarding its resources that may lead todifferent direct insights rather than that of the general productsperspective. It is also capable of allowing one to identify the typesof resources that can result in higher profit growth.
Core competency theory theimportance of a successful strategy depends on the dynamic strategicfit that is the match of both external and internal issues as well asthe contents of the strategy.
Whymight they be considered allied or similar approaches?(3)
The two concepts both look atthe result and not the objectives for a strategic action.
7>whatare the main insights of the cognitive school?
The cognitive school poses tobe less deterministic and also more personalized. Again, it drawsattentions to particular levels in the process of strategy formation
9>”who”is the strategist according to the following five schools:Environmental, learning, cognitive, design, planning, andentrepreneurial.
According to the design School, the strategist is one who sees the formation of as the process of conception.
According to the Planning School, a strategist is one who sees the process as a formal issue.
According to the entrepreneurial school, they are individuals who see the strategy creation as a visionary process.
Cognitive School views a strategist as one who views strategy development as a mental process.
The Learning School, however, conceives a strategy as one who views the creation of strategy as an emergent process.
The Environmental School considers a strategist to be one who views strategy formation as a reactive process.
10>Whatare the key ideas of the environmental school?(7) Explain therelevance of the “strategic choice debate” or “agency issue”to the environmental school.(3)
Thekey ideas of the environmental school are
The environment presents itself to an organization as a set of forces.
The organization has to react to the forces for them to stay in business.
Leadership is a passive component in explaining the environment.
Organizations cluster in separate ecological niches until more resources emerge (Mintzberg, et al. 218).
The choice strategic debateallows executives to develop quickly a corporate strategy (Mintzberget al.315). They have the potential of analyzing the industry as well asthe environmental conditions where they operate.
11>Whymight the president of Trent do an “industry Analysis”(7) Whymight president also want to do a “value Chain” analysis?(3)
Industry analysis might be atool for the President to facilitate a company`s comprehension of itsposition about the other companies that also produce the sameproducts or services.
Value Analysis might be auseful tool for the president in explaining the company’s relativeposition in the industry.