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Glossary

  • Page ID
    54099
  • 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.