• Chapter Five Options for Organizing BusinessChapter Five Options for Organizing Business

    The Three Basic Types of Business Organizations The Sole Proprietorship: Bill’s Barber Shop The Partnership: Johnson & Wiley, CPA’s The Corporation: Boeing, Microsoft

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  • Chapter Four Managing Information Technology and E-BusinessChapter Four Managing Information Technology and E-Business

    The Impact of Technology on Consumers Technology Changes: How they plan and take vacations How they make purchases How they drive cars How they obtain entertainment

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  • Chapter Three Business in a Borderless WorldChapter Three Business in a Borderless World

    Absolute Advantage Absolute advantage exists when a country is the only source of an item, the only producer of an item, or the most efficient producer of an item. Example: DeBeers Consolidated Mines, Ltd. (virtually controls the world’s diamond trade).

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  • Chapter Two Business Ethics and Social ResponsibilityChapter Two Business Ethics and Social Responsibility

    Reasons for Not Reporting Observed Misconduct 1. Fear of not being considered a team player 2. Didn’t believe corrective action would be taken 3. Feared retribution or retaliation from supervisor or management 4. No one else cares about business ethics so why should I 5. Didn’t trust organization to keep report confidential

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  • Chapter One The Dynamics of Business and EconomicsChapter One The Dynamics of Business and Economics

    The Nature of Business To create profits by: Selling products – Cars, food, clothing Providing services – Healthcare, insurance

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  • Chapter 13 Corporate Entrepreneurship and InnovationChapter 13 Corporate Entrepreneurship and Innovation

    Defining Entrepreneurship Corporate Entrepreneurship Firm’s capabilities to develop new goods or services and manage the innovation process Invention Creating or developing a new product or process idea Innovation Creating a commercializable product from invention Imitation Adoption of innovation by a population of similar firms

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  • Chapter 12 Strategic LeadershipChapter 12 Strategic Leadership

    Strategic Leadership Strategic Leadership involves: The ability to anticipate, envision, maintain flexibility and empower others to create strategic change Multi-functional work that involves working through others Consideration of the entire enterprise rather than just a sub-unit A managerial frame of reference

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  • Chapter 11 Organizational Structure and ControlsChapter 11 Organizational Structure and Controls

    Structure Types All organizations require some form of organizational structure to implement and manage their strategies Firms frequently alter their structure as they grow in size and complexity Three basic structure types: Simple Structure Functional Structure Multi-divisional Structure (M-form)

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  • Chapter 10 Corporate GovernanceChapter 10 Corporate Governance

    Corporate Governance Corporate Governance is a relationship among stakeholders that is used to determine and control the strategic direction and performance of organizations Concerned with identifying ways to ensure that strategic decisions are made effectively Used in corporations to establish order between the firm’s owners and its top-level m...

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  • Chapter 9 Cooperative StrategyChapter 9 Cooperative Strategy

    Types of Strategic Alliances Joint Venture Independent firm is created by the joining assets from two other firms where each contributes 50% of the total Example: Dow Corning from Dow Chemical and Corning Inc. Equity Strategic Alliance Partnership where the two partners do not own equal shares Example: Chrysler and Mitsubishi Automotive Non-...

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