Glossary

Last updated
Save as PDF

Page ID: 54099

\( \newcommand{\vecs}[1]{\overset { \scriptstyle \rightharpoonup} {\mathbf{#1}} } \) \( \newcommand{\vecd}[1]{\overset{-\!-\!\rightharpoonup}{\vphantom{a}\smash {#1}}} \)\(\newcommand{\id}{\mathrm{id}}\) \( \newcommand{\Span}{\mathrm{span}}\) \( \newcommand{\kernel}{\mathrm{null}\,}\) \( \newcommand{\range}{\mathrm{range}\,}\) \( \newcommand{\RealPart}{\mathrm{Re}}\) \( \newcommand{\ImaginaryPart}{\mathrm{Im}}\) \( \newcommand{\Argument}{\mathrm{Arg}}\) \( \newcommand{\norm}[1]{\| #1 \|}\) \( \newcommand{\inner}[2]{\langle #1, #2 \rangle}\) \( \newcommand{\Span}{\mathrm{span}}\) \(\newcommand{\id}{\mathrm{id}}\) \( \newcommand{\Span}{\mathrm{span}}\) \( \newcommand{\kernel}{\mathrm{null}\,}\) \( \newcommand{\range}{\mathrm{range}\,}\) \( \newcommand{\RealPart}{\mathrm{Re}}\) \( \newcommand{\ImaginaryPart}{\mathrm{Im}}\) \( \newcommand{\Argument}{\mathrm{Arg}}\) \( \newcommand{\norm}[1]{\| #1 \|}\) \( \newcommand{\inner}[2]{\langle #1, #2 \rangle}\) \( \newcommand{\Span}{\mathrm{span}}\)\(\newcommand{\AA}{\unicode[.8,0]{x212B}}\)

Example and Directions
Words (or words that have the same definition)	The definition is case sensitive	(Optional) Image to display with the definition [Not displayed in Glossary, only in pop-up on pages]	(Optional) Caption for Image	(Optional) External or Internal Link	(Optional) Source for Definition
(Eg. "Genetic, Hereditary, DNA ...")	(Eg. "Relating to genes or heredity")		The infamous double helix	https://bio.libretexts.org/	CC-BY-SA; Delmar Larsen

Glossary Entries
Word(s)	Definition	Image	Caption	Link	Source
balancing feedback	Mechanisms that, when detected and managed, can reverse the restrictions on growth or the potential for collapse within an organization.
balancing feedback	Mechanisms that, when detected and managed, can reverse the restrictions on growth or the potential for collapse within an organization.
business model	A plan put into action by an organization to create revenue and generate profits.
business model	A plan put into action by an organization to create revenue and generate profits.
capabilities	Activities that an organization is good at performing. They are important drivers of an organization's performance through time.
capabilities	Activities that an organization is good at performing. They are important drivers of an organization's performance through time.
coflow	A framework of assessing and managing attributes by viewing the inflow of a given resource relative to the connected flow of its attributes.
coflow	A framework of assessing and managing attributes by viewing the inflow of a given resource relative to the connected flow of its attributes.
competitive forces view	Industry analysis that focuses on the importance of barriers that prevent industry participants from entering, switching, exiting, and making other strategic moves.
competitive forces view	Industry analysis that focuses on the importance of barriers that prevent industry participants from entering, switching, exiting, and making other strategic moves.
competitive strategy	Business strategy that focuses on actively seeking change within an organization's environments.
competitive strategy	Business strategy that focuses on actively seeking change within an organization's environments.
Costs	The value of money or resources used to produce some product or service.
Costs	The value of money or resources used to produce some product or service.
demand-side resource	Resources such as customers (primary) and intermediaries (secondary).
demand-side resource	Resources such as customers (primary) and intermediaries (secondary).
developed resources	Resources that have been brought newly into a business or a business's internal resources that continue to be developed.
developed resources	Resources that have been brought newly into a business or a business's internal resources that continue to be developed.
economic profit	Profit minus the cost of capital required to deliver that profit.
economic profit	Profit minus the cost of capital required to deliver that profit.
five forces	An analysis of five elements—buyers, suppliers, rivals, new entrants, and substitutes—in order to assess an industry's ability to sustain profitability through time.
five forces	An analysis of five elements—buyers, suppliers, rivals, new entrants, and substitutes—in order to assess an industry's ability to sustain profitability through time.
Free cash flow	The cash that is generated after reinvesting what is needed to deliver growth.
Free cash flow	The cash that is generated after reinvesting what is needed to deliver growth.
industry forces view	A passive view of industry analysis that asserts that industries with powerful pressure from the five forces are less profitable where the forces are weaker.
industry forces view	A passive view of industry analysis that asserts that industries with powerful pressure from the five forces are less profitable where the forces are weaker.
intangible	An organization’s nonphysical resources (“soft factors”) that add value to the organization. Intangible resources include things such as reputation, experience, credibility, and staff skills.
intangible	An organization’s nonphysical resources (“soft factors”) that add value to the organization. Intangible resources include things such as reputation, experience, credibility, and staff skills.
Operating profit	A company's earnings before interest and tax.
Operating profit	A company's earnings before interest and tax.
outflow	The reduction in or decline of resources.
outflow	The reduction in or decline of resources.
performance metrics	Measures of the difference between an organization's targeted and actual performance.
performance metrics	Measures of the difference between an organization's targeted and actual performance.
reinforcing feedback	Current levels of resources that determine the rate at which other resources increase or decrease.
reinforcing feedback	Current levels of resources that determine the rate at which other resources increase or decrease.
resource attribute	A characteristic that varies among different items in a single pool of resources.
resource attribute	A characteristic that varies among different items in a single pool of resources.
resource-based view (RBV)	An analysis of an organization's strengths and weaknesses by considering more intangible resources and the capabilities of the organization.
resource-based view (RBV)	An analysis of an organization's strengths and weaknesses by considering more intangible resources and the capabilities of the organization.
resources	Useful items that are owned or to which an organization has reliable access. They are the foundation of an organization's performance.
resources	Useful items that are owned or to which an organization has reliable access. They are the foundation of an organization's performance.
rivalry	Competition for the same goal, advantage, or resources.
rivalry	Competition for the same goal, advantage, or resources.
strategic architecture	A tool used to resolve specific issues and guide the performance of an entire strategy. The strategic architecture should be focused on flow rates.
strategic architecture	A tool used to resolve specific issues and guide the performance of an entire strategy. The strategic architecture should be focused on flow rates.
Strategic management	A process concerned with the key objectives of an organization, the use of its resources, and enhancing the organization's performance in its environments. Flow rates are key aspects of an organization's strategies.
Strategic management	A process concerned with the key objectives of an organization, the use of its resources, and enhancing the organization's performance in its environments. Flow rates are key aspects of an organization's strategies.
strategic resources	Unique resources that contribute to one firm's being more profitable than another.
strategic resources	Unique resources that contribute to one firm's being more profitable than another.
strategy	A method for guiding management's choices about where to compete—which customers to serve, with what products and services, and how to deliver those products to customers effectively and profitably.
strategy	A method for guiding management's choices about where to compete—which customers to serve, with what products and services, and how to deliver those products to customers effectively and profitably.
strategy dynamics	A rigorous, fact-based method for explaining why the performance of an organization has changed through time that allows management to design strategies and policies to improve future performance.
strategy dynamics	A rigorous, fact-based method for explaining why the performance of an organization has changed through time that allows management to design strategies and policies to improve future performance.
supply side	Resources such as products and services (primary) and production capacity and people (secondary).
supply side	Resources such as products and services (primary) and production capacity and people (secondary).
SWOT	A method of analyzing an organization's strengths, weaknesses, opportunities, and threats in order to evaluate the organization's strategy and formulate an appropriate action plan.
SWOT	A method of analyzing an organization's strengths, weaknesses, opportunities, and threats in order to evaluate the organization's strategy and formulate an appropriate action plan.