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REASONS TO INVEST IN AN INTEGRITY MANAGEMENT PROGRAM

REASONS TO INVEST IN AN INTEGRITY MANAGEMENT PROGRAM

Literature Related to Intellectual Capital

Literature Related to Intellectual Capital

SVM'S APPLICATION TO SUSTAINABILITY

SVM'S APPLICATION TO SUSTAINABILITY

Literature Related to Concentration as a Proxy of Market Power

Literature Related to Concentration as a Proxy of Market Power

Literature Related to Entry Barriers as Components of Market Power

Literature Related to Entry Barriers as Components of Market Power

INTRODUCTION

INTRODUCTION

Innovation and Resources Strategies

Innovation and Resources Strategies

From "Quest for Value" to Quest for Values

From "Quest for Value" to Quest for Values

Literature Related to Market Power and Resources

Literature Related to Market Power and Resources

THE FIRST DIMENSION OF SVM: PROFITS DRIVEN BY COMPETITION

THE FIRST DIMENSION OF SVM: PROFITS DRIVEN BY COMPETITION

Literature Related to How to Measure a Firm's Economic Performance, and Its Connection with Industry

Literature Related to How to Measure a Firm's Economic Performance, and Its Connection with Industry

MOTIVATIONS FOR ENTERING INTO A STRATEGIC ALLIANCE

MOTIVATIONS FOR ENTERING INTO A STRATEGIC ALLIANCE

Resources Part 3: Resources Developed Internally versus Acquired versus Shared

Resources Part 3: Resources Developed Internally versus Acquired versus Shared

Resources Part 2: Unique, Inimitable and Rare Resources to Boost Market Power and Innovation

Resources Part 2: Unique, Inimitable and Rare Resources to Boost Market Power and Innovation

Literature Related to Models to Measure a Firm's Economic Performance

Literature Related to Models to Measure a Firm's Economic Performance

SVM FOR A GOVERNMENT AGENCY, ARMED FORCES, NONPROFIT ORGANIZATIONS

SVM FOR A GOVERNMENT AGENCY, ARMED FORCES, NONPROFIT ORGANIZATIONS

Literature Related to Growth and Resources

Literature Related to Growth and Resources

INTEGRATING ENTREPRENEURSHIP WITH STRATEGY

INTEGRATING ENTREPRENEURSHIP WITH STRATEGY

Growth and Stock Value Creation

Growth and Stock Value Creation

ENTREPRENEURSHIP VERSUS INTRAPRENEURSHIP

ENTREPRENEURSHIP VERSUS INTRAPRENEURSHIP

THE THIRD DIMENSION OF SVM, CAPITAL DRIVEN BY RESOURCES

THE THIRD DIMENSION OF SVM, CAPITAL DRIVEN BY RESOURCES

Resources Part 1: Physical versus Intellectual Capital

Resources Part 1: Physical versus Intellectual Capital

Organizational Resources

Organizational Resources

Evolving Views of Entrepreneurship

Evolving Views of Entrepreneurship

Takeaways

Takeaways

Takeaways

Takeaways

Takeaways

Takeaways

Integrating Values and Integrity Standards

Integrating Values and Integrity Standards

MANAGING ALLIANCES WITH COMPETITORS AND NONCOMPETITORS

MANAGING ALLIANCES WITH COMPETITORS AND NONCOMPETITORS

BASIC PRINCIPLES FOR AN EFFECTIVE INTEGRITY MANAGEMENT PROGRAM

BASIC PRINCIPLES FOR AN EFFECTIVE INTEGRITY MANAGEMENT PROGRAM

Establishing Integrity Standards

Establishing Integrity Standards

THE SECOND DIMENSION OF SVM: SALES GROWTH-DRIVEN INNOVATION

THE SECOND DIMENSION OF SVM: SALES GROWTH-DRIVEN INNOVATION

BASIC PRINCIPLES FOR AN ORGANIZATIONAL SET-UP OF AN INTEGRITY AND COMPLIANCE DEPARTMENT

BASIC PRINCIPLES FOR AN ORGANIZATIONAL SET-UP OF AN INTEGRITY AND COMPLIANCE DEPARTMENT

The Link between Stock Value Creation and Strategic Management

The Link between Stock Value Creation and Strategic Management

Social Entrepreneurs—Past and Present

Social Entrepreneurs—Past and Present

CONCLUSION AND SUGGESTIONS FOR CREATING SUCCESSFUL ALLIANCES

CONCLUSION AND SUGGESTIONS FOR CREATING SUCCESSFUL ALLIANCES

INTRODUCTION

INTRODUCTION

Monitoring and Reporting

Monitoring and Reporting

Sources of Firms' Economic Performance

Sources of Firms' Economic Performance

Takeaways

Takeaways

DRAWBACKS OF ALLIANCES

DRAWBACKS OF ALLIANCES

ELEMENTS AND CORE ACTIVITIES OF AN EFFECTIVE INTEGRITY AND COMPLIANCE PROGRAM

ELEMENTS AND CORE ACTIVITIES OF AN EFFECTIVE INTEGRITY AND COMPLIANCE PROGRAM

Whistle-Blowing

Whistle-Blowing

INTRODUCTION

INTRODUCTION

Training

Training

Independent, Internal Assurance

Independent, Internal Assurance

Responsible Leadership

Responsible Leadership

Decision Making

Decision Making

Enforcing Integrity Standards

Enforcing Integrity Standards

THE SOURCE OF CORPORATE INTEGRITY ISSUES

THE SOURCE OF CORPORATE INTEGRITY ISSUES

POSITIONING WITHIN THE ORGANIZATIONAL CONTEXT

POSITIONING WITHIN THE ORGANIZATIONAL CONTEXT

EVOLUTION OF ALLIANCES

EVOLUTION OF ALLIANCES

THE PROCESS OF ENTREPRENEURSHIP

THE PROCESS OF ENTREPRENEURSHIP

ENTREPRENEURSHIP EXTENDS ITS INFLUENCE— THE RISE OF THE SOCIAL ENTREPRENEUR

ENTREPRENEURSHIP EXTENDS ITS INFLUENCE— THE RISE OF THE SOCIAL ENTREPRENEUR

Promoting Responsible Behavior

Promoting Responsible Behavior

INFLUENCING THE ENTREPRENEURIAL ENGAGEMENT—A MOTIVATIONAL ASPECT

INFLUENCING THE ENTREPRENEURIAL ENGAGEMENT—A MOTIVATIONAL ASPECT

INTRODUCTION

INTRODUCTION

CONCLUDING THOUGHTS

CONCLUDING THOUGHTS

SUMMARY: A WORLD THAT PINES FOR "MORE GENTEEL LEVELS OF COMPETITION?"

SUMMARY: A WORLD THAT PINES FOR "MORE GENTEEL LEVELS OF COMPETITION?"

STRATEGIC ENTREPRENEURSHIP

STRATEGIC ENTREPRENEURSHIP

SOME HISTORY OF ECONOMIC THEORIES UNDERLYING ENTREPRENEURSHIP

SOME HISTORY OF ECONOMIC THEORIES UNDERLYING ENTREPRENEURSHIP

STRATEGIC ENTREPRENEURSHIP— CONCEPTUAL FRAMEWORKS

STRATEGIC ENTREPRENEURSHIP— CONCEPTUAL FRAMEWORKS

Examples of Intrapreneurial Activities

Examples of Intrapreneurial Activities

The Strongholds Arena

The Strongholds Arena

The Timing and Know-How Arena

The Timing and Know-How Arena

The Timing and Know-How Arena

The Timing and Know-How Arena

The Strongholds Arena

The Strongholds Arena

TYPES OF ENTREPRENEURS: A CATEGORIZATION

TYPES OF ENTREPRENEURS: A CATEGORIZATION

BACKGROUND

BACKGROUND

INTRODUCTION

INTRODUCTION

The Deep Pockets Arena

The Deep Pockets Arena

The Age of Temporary Advantage

The Age of Temporary Advantage

Trust Maintenance

Trust Maintenance

The Mind of an Entrepreneur—Timmons' Work

The Mind of an Entrepreneur—Timmons' Work

Sustained Competitive Advantage

Sustained Competitive Advantage

Neoclassical Theory

Neoclassical Theory

UNIQUE VALUE

UNIQUE VALUE

Stevenson's Six Dimensions

Stevenson's Six Dimensions

The Cost-Quality Arena

The Cost-Quality Arena

UNIQUE DISCOUNT RATES

UNIQUE DISCOUNT RATES

Characteristics of Entrepreneurs—Bygrave's Work

Characteristics of Entrepreneurs—Bygrave's Work

The Disruption of Hypercompetition

The Disruption of Hypercompetition

PERCEIVED VALUE AND BENCHMARKING

PERCEIVED VALUE AND BENCHMARKING

A LOOK BACK

A LOOK BACK

Trustworthiness

Trustworthiness

THE ENTREPRENEUR AND THE NOTION OF VISION

THE ENTREPRENEUR AND THE NOTION OF VISION

Classical Capitalist Economic Theory

Classical Capitalist Economic Theory

INTERLUDE: FOUR ARENAS ANALYSIS

INTERLUDE: FOUR ARENAS ANALYSIS

A LOOKAHEAD

A LOOKAHEAD

The Deep Pockets Arena

The Deep Pockets Arena

The Cost-Quality Arena

The Cost-Quality Arena

Schumpeterian Vision

Schumpeterian Vision

Trust Development

Trust Development

Trust Repair

Trust Repair

OVERVIEW OF TRUST

OVERVIEW OF TRUST

THE FOUNDATIONS OF THE RESOURCE-BASED VIEW

THE FOUNDATIONS OF THE RESOURCE-BASED VIEW

Managing Organizational Trust in the 21st Century: A Pragmatic Approach to Trust Development,

Managing Organizational Trust in the 21st Century: A Pragmatic Approach to Trust Development,

THE DYNAMIC CAPABILITIES PERSPECTIVE

THE DYNAMIC CAPABILITIES PERSPECTIVE

SOME MANAGEMENT FRAMEWORKS WORK BETTER THAN OTHERS

SOME MANAGEMENT FRAMEWORKS WORK BETTER THAN OTHERS

ADDITIONAL UNIQUE OPPORTUNITY RECOGNITION

ADDITIONAL UNIQUE OPPORTUNITY RECOGNITION

Difficult to Imitate and Nonsubstitutable

Difficult to Imitate and Nonsubstitutable

Trust and Reputation

Trust and Reputation

Transparency

Transparency

INPUT MARKET ADVANTAGES

INPUT MARKET ADVANTAGES

ROUTINES AND CAPABILITIES

ROUTINES AND CAPABILITIES

Emotional Attachment

Emotional Attachment

PRACTICAL GUIDANCE

PRACTICAL GUIDANCE

THE EVOLUTION OF STRATEGIC MANAGEMENT

THE EVOLUTION OF STRATEGIC MANAGEMENT

UNCERTAINTY

UNCERTAINTY

Applying the VRINO Framework

Applying the VRINO Framework

Hierarchy

Hierarchy

RISK ACCEPTANCE

RISK ACCEPTANCE

Options and Strategic Management

Options and Strategic Management

REAL OPTION VALUATION

REAL OPTION VALUATION

ITERATIVE INVESTMENT AND COMMITMENT

ITERATIVE INVESTMENT AND COMMITMENT

A PORTFOLIO OF OPTIONS VERSUS AN OPTION ON A PORTFOLIO

A PORTFOLIO OF OPTIONS VERSUS AN OPTION ON A PORTFOLIO

Governance

Governance

THE SIX PERFORMANCE DRIVERS

THE SIX PERFORMANCE DRIVERS

INTRODUCTION

INTRODUCTION

Rarity

Rarity

How Governance Structure Is Chosen

How Governance Structure Is Chosen

Valuable

Valuable

MCKINSEY 7S MODEL

MCKINSEY 7S MODEL

IRREVERSIBILITY

IRREVERSIBILITY

Organized to be Exploited

Organized to be Exploited

THE SPIDER CHART

THE SPIDER CHART

THE 5PS MODEL BY PRYOR, WHITE, AND TOOMBS

THE 5PS MODEL BY PRYOR, WHITE, AND TOOMBS

Risk Preference

Risk Preference

Bounded Rationality

Bounded Rationality

THE VRINO FRAMEWORK

THE VRINO FRAMEWORK

Hybrid

Hybrid

Monitoring

Monitoring

A BRIEF HISTORY

A BRIEF HISTORY

INTRODUCTION

INTRODUCTION

Recap

Recap

Coordination

Coordination

TPE IMPLEMENTATION

TPE IMPLEMENTATION

Enforcement

Enforcement

MANAGEMENT IMPLICATIONS

MANAGEMENT IMPLICATIONS

Market Power

Market Power

Opportunistic Behavior

Opportunistic Behavior

HOW COSTS ARE CREATED

HOW COSTS ARE CREATED

Transaction Frequency

Transaction Frequency

Asset Specificity

Asset Specificity

Monitoring

Monitoring

Market

Market

Negotiating

Negotiating

THE BALANCED SCORECARD AND STRATEGY MAPS

THE BALANCED SCORECARD AND STRATEGY MAPS

ACCENTURE'S ADVANCED PERFORMANCE MANAGEMENT SOLUTION

ACCENTURE'S ADVANCED PERFORMANCE MANAGEMENT SOLUTION

Compliance

Compliance

Contracting

Contracting

Uncertainty

Uncertainty

Search

Search

THE TOWARD PERFORMANCE EXCELLENCE FRAMEWORK

THE TOWARD PERFORMANCE EXCELLENCE FRAMEWORK

Information Asymmetry and Impactedness

Information Asymmetry and Impactedness

Small Numbers Exchange

Small Numbers Exchange

Bureaucracy

Bureaucracy

Agency Theory

Agency Theory

WHAT ARE TRANSACTION COSTS?

WHAT ARE TRANSACTION COSTS?

INTRODUCTION

INTRODUCTION

MODIFIERS

MODIFIERS

Polaroid: A Classic Case of Strategic Failure

Polaroid: A Classic Case of Strategic Failure

The Resource-Based View (RBV)

The Resource-Based View (RBV)

MANAGEMENT FRAMEWORKS OVERVIEW

MANAGEMENT FRAMEWORKS OVERVIEW

CRITICAL DIMENSIONS

CRITICAL DIMENSIONS

APPROACHES TO STRATEGIC MANAGEMENT: HISTORY TO PRESENT

APPROACHES TO STRATEGIC MANAGEMENT: HISTORY TO PRESENT

Resource-Based View (RBV)

Resource-Based View (RBV)

STRATEGY AND STRATEGIC MANAGEMENT

STRATEGY AND STRATEGIC MANAGEMENT

Future Directions in Business Strategy Theoretical Development

Future Directions in Business Strategy Theoretical Development

Strategic Managers

Strategic Managers

Transaction Cost Economics

Transaction Cost Economics

EVOLUTION OF THEORIES IN STRATEGIC MANAGEMENT

EVOLUTION OF THEORIES IN STRATEGIC MANAGEMENT

Generic Competitive Strategies

Generic Competitive Strategies

Knowledge-Based View (KBV)

Knowledge-Based View (KBV)

Managerial Implications

Managerial Implications

Industrial Organization (IO) Theory

Industrial Organization (IO) Theory

Competitive Forces

Competitive Forces

Dynamic Capabilities

Dynamic Capabilities

Strategic Conflict

Strategic Conflict

Strategic Decisions

Strategic Decisions

Game Theory

Game Theory

INTRODUCTION

INTRODUCTION

Wal-Mart: A Classic Success Story

Wal-Mart: A Classic Success Story

Competitive Dynamics Theory

Competitive Dynamics Theory

COMPETITION-BASED THEORIES OF BUSINESS STRATEGY

COMPETITION-BASED THEORIES OF BUSINESS STRATEGY

Limitations of Product-Market-Based Views of Business Strategy

Limitations of Product-Market-Based Views of Business Strategy

PRODUCT-MARKET-BASED VIEWS OF BUSINESS STRATEGY

PRODUCT-MARKET-BASED VIEWS OF BUSINESS STRATEGY

Miles and Snow Typology

Miles and Snow Typology

The Product-Market Growth Matrix

The Product-Market Growth Matrix

-Dimensional View of Product-Market Decisions

-Dimensional View of Product-Market Decisions

INDUSTRY-BASED FOUNDATIONS OF BUSINESS STRATEGY

INDUSTRY-BASED FOUNDATIONS OF BUSINESS STRATEGY

RESOURCE-BASED THEORIES OF BUSINESS STRATEGY

RESOURCE-BASED THEORIES OF BUSINESS STRATEGY

A Framework for Major Theories of Business Strategy

A Framework for Major Theories of Business Strategy

Why Study Theories of Business Strategy?

Why Study Theories of Business Strategy?

Would dating a colleague have a negative impact on my career?

Would dating a colleague have a negative impact on my career?

How can I start working from home?

How can I start working from home?

What should I do to improve my relationships with my superiors?

What should I do to improve my relationships with my superiors?

How can I ensure that ethics and integrity aren't just values listed on a sheet of paper?

How can I ensure that ethics and integrity aren't just values listed on a sheet of paper?

How do I determine what to do first?

How do I determine what to do first?

What kind of handshake makes the best impression?

What kind of handshake makes the best impression?