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| set of pressures and forces surrounding an organization that have the potential to affect the way it operates and its ability to acquire scarce resources |
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| the particular range of goods and services that the organization produces, and the customers and other stakeholders it serves |
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| the process of planning and controlling supply/distribution activities such as acquiring and storing raw materials and semi-finished products, controlling work-in-process inventory, and moving finished goods from point of manufacture to point of sale as efficiently as possible |
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Definition
| global supply chain management |
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Term
| Determine the level of demand for products and the price of inputs and national differences in these variables. E.g.: interest rates, the state of the economy, unemployment rate, |
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| E.g.: Development of and investment in new production techniques and new information-processing equipment; Bear influence on many aspects of organizations' operations |
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| Influence government policy toward organizations and their stakeholders through laws, tariffs, and ethical issues |
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Definition
| political, ethical, and environmental forces |
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Term
| _____, _____, and _____ forces- such as the age, education, lifestyle, norms, values, and customs of a nation's people- shape organizations' customers, managers, and employees. They are an important source of uncertainty in a global environment because they directly affect the tastes and needs of a nation's customers |
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Definition
| Demographic, cultural, social |
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| Rice cultivation is expensive in Japan because of the country's _____ terrain, so Japanese consumers have always paid high prices for rice. In addition, the protectionist policy followed by Japan prevented rice at cheaper rates from international producers reaching them |
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| The alliance between the Lundberg Family Farms of California and the Nippon Restaurant have forced Japanese farmers to leave 37% of their rice fields idle and grow less profitable crops because of the _____ of U.S. rice growers |
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| a function of the strength, number, and interconnectedness of the specific and general forces that an organization has to manage |
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| a function of how much and how quickly forces in the specific and general environments change over time and thus increase the uncertainty an organization faces |
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Term
| a function of the amount of resources available to support an organization's doman |
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| Understanding the extent and nature of _____ that makes the environment rich or poor and designing inter-organizational strategies to control and secure access to scarce and valuable resources is important |
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Definition
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| According to _____ _____ _____, the goal of an organization is to minimize its dependence on other organizations for the supply of scarce resources in its environment and to find ways to influence them to secure needed resources |
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Definition
| resource dependence theory |
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Term
| those interdependencies that exist between an organization and its suppliers and distributors |
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Definition
| symbiotic interdependencies |
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Term
| interdependencies that exist among organizations that compete for scarce inputs and outputs |
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Definition
| competitive interdependencies |
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Term
| a state in which an organization is held in high regard and trusted by other parties because of its fair and honest business practices |
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| A linkage that results when a director from one company sits on the board of another company is called an _____ _____ and helps in ensuring supplies of scarce capital, exchanging information, and strengthening ties between organizations |
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Definition
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| an agreement that commits two or more companies to share their resources to develop joint new business opportunities |
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| Alliances spelled out in _____-_____ _____ between two or more organizations are undertaken with the purpose of reducing costs by sharing resources or by sharing the risk of research and development, marketing, construction, and other activities |
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Definition
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Term
| a cluster of different organizations whose actions are coordinated by contracts and agreements rather than through a formal hierarchy of authority |
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Definition
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| A more formal alliance emerges when organizations buy a minority ownership stake in each other. Minority ownership makes organizations extremely interdependent, and that interdependence forges strong _____ bonds |
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| a group of organizations, each of which owns shares in the other organizations in the group, and all of which work together to further the group's interests |
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| a strategic alliance among two or more organizations that agree to establish and share the ownership of a new business |
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Definition
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Term
| The most formal strategy for managing symbiotic and competitive resource interdependencies is to _____ with or _____ _____ a supplier or distributor because now resource exchanges occur within one organization rather than between organizations |
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Term
| a secret agreement among competitors to share information for a deceitful or illegal purpose |
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Definition
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| an association of firms that explicitly agree to coordinate their activities |
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Definition
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| a regulatory body that allows organizations to share information and regulate the way they compete |
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Definition
| third-party linkage mechanism |
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Term
| Strategic alliances can be used to manage not only _____ interdependencies but _____ interdependencies |
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Definition
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| Mergers and takeovers can improve a company's competitive position by allowing the company to strengthen and enlarge its _____ and increase its ability to produce a wider _____ of products to better serve more customers |
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Definition
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| costs of negotiating, monitoring, and governing exchanges between people |
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Definition
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| According to _____ _____ _____, the goal of the organization is to minimize the costs of exchanging resources in the environment and the costs of managing exchanges inside the organization |
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| GE was attracted to _____ because of Hungary's low wage rates and the possibility of using the company as a base from which to export lighting products to Western Europe |
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| What were the reasons for the major misunderstandings between the American managers and the Hungarian workers? These misunderstandings arose from the differences in basic attitudes between countries. GE had failed to foresee the impact of the manner in which the previously Communist ownership of Tungsram impacted present _____ |
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Definition
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| Managers must study each resource transaction _____ and each inter-organizational strategy before using it |
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| Transaction costs result from a combination of _____ and _____ factors |
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| The _____ the level of uncertainty in an environment, the _____ the difficulty of managing transactions between organizations |
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| Most people and organizations behave honestly and reputably most of the time, but some always behave _____ |
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