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This American Security Project report, the second in our series on drone strikes and targeted killing, examines the known data to generate a series of ten metrics to gauge the effects of the progra...
Growth in the information and technology (ICT) sector has exploded over the past 20 years. Dynamic market and technology developments have led to a phenomenon known as convergence, defined in this ...
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Akuntansi keperilakuan yang membahas tentang diagnosis proses perilaku investorDeskripsi lengkap
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Behavioral Considerations Affecting Strategic Choice Role of current strategy Degree of firm¶s external dependence Managerial priorities different from stockholders
Attitudes toward risk Internal political consideration s
Competitive reaction
Behavioral Considerations Affecting Strategic Choice Role of current strategy ± What is the amount of time and resources invested invested in previous strategies? ± How close are new strategies strategies to the old? ± How successful were previous strategies?
Degree of firm¶s external dependence ± How powerful are firm¶s owners, competitors, unions, and its government? government? ± How flexible flexible is firm with its environment? environment?
± Risk-o Risk-orie riente nted d manage managers rs prefer prefer offen offensive sive,, opport opportuni unisti stic c strategies ± Risk-a Risk-aver verse se manager managers s prefer prefer defensi defensive, ve, conser conservat vative ive strategies
Managerial priorities different from stockholder interests ± Agency theory suggests managers frequently place their own interests above those of their shareholders
± Major sources of company power are CEO, key subunits, and key departments ± Powe Powerr can affe affect ct corpo corpora rate te deci decisi sion ons s over over analy analyti tica call considerations ± See Fig. 9-6
Competitive reaction ± Probable impact of competitor response must be considered during strategy design process ± Competitor response can alter strategy success
The
Contingency Approach
Contingency Approach Defined ± Also sometimes called the situational situational approach. ± There is no one universally applicable set of management principles (rules) by which to manage organizations. ± Organizations are individually different, face different situations (contingency variables), and require different ways of managing.