an external business environments

MPM703
T1 2022
Revision
Review Questions
Week 10

Unit Learning Outcomes (ULOs)
Upon completion of this unit, successful students can:
ULO 1: Analyse systematically the internal an external business environments of a firm to inform
managerial and business decisions
ULO2: Apply appropriate theories, concepts, and analytical tools in strategy
development, implementation and evaluation across diverse business contexts
ULO3: Recommend relevant and sustainable strategic business decisions
in addressing various business issues
ULO4: Contribute to building a cohesive and productive team with effective business skills
GLO1: Discipline-specific
knowledge and capabilities (
in
Strategic Management
)
Deakin’s Graduate Learning
Outcomes GLOs
GLO2: Communication
GLO5: Problem solving
ULO5: Communicate effectively, in oral or written form, the results of
managerial analysis of various business issues and relevant recommendations
2
GLO7: Teamwork
The Strategy Tripod: Three Leading Perspectives on Strategy
3
INDUSTRY FORCES
INSTITUTIONAL
FORCES

ORGANISATIONAL
CAPABILITIES

STRATEGIES
OF FIRMS
PERFORMANCE
OUTCOMES
Source: Peng, M., Sun, S., and Chen, H. 2009, The institution-based view as a third leg for a strategy
tripod, Academy of Management Perspectives, August, pp. 63-81

Week 1
What is strategy?
What are the 5Ps of strategy?
What are the uses of a PESTEL framework analysis?
What are the uses of an EFE matrix?
What is globalisation?
What is the 3A framework?
Can you explain and give examples for each of the 3A?
What is the strategy tripod?
The Strategy Tripod: Three Leading Perspectives on Strategy
5
INDUSTRY FORCES
INSTITUTIONAL
FORCES
ORGANISATIONAL
CAPABILITIES STRATEGIES
OF FIRMS
PERFORMANCE
OUTCOMES
Source: Peng, M., Sun, S., and Chen, H. 2009, The institution-based view as a third leg for a strategy
tripod, Academy of Management Perspectives, August, pp. 63-81

Week 2
What is the I/O (industrial organisation) paradigm?
What are the elements of the I/O paradigm (SCP)?
Describe/Explain/Give examples for each of the five forces shaping an
industry
following Porter’s five force framework
What is a competitive profile matrix (CPM?)
What are the uses of a CPM?
What are the 3 generic strategies according to M. Porter?
Describe and give examples for each of the generic strategies (using
Coopers?)

The Strategy Tripod: Three Leading Perspectives on Strategy
7
INDUSTRY FORCES
INSTITUTIONAL
FORCES
ORGANISATIONAL
CAPABILITIES STRATEGIES
OF FIRMS
PERFORMANCE
OUTCOMES
Source: Peng, M., Sun, S., and Chen, H. 2009, The institution-based view as a third leg for a strategy
tripod, Academy of Management Perspectives, August, pp. 63-81

Week 3
What is the resource-based view of strategy (RBV)?
What is a value chain?
What are the uses of a value chain?
What is the VRIO framework? What do we mean by VRIO?
What are the three VRIO resources/capabilities in the knowledge-based
economy?
Describe/explain/give examples – intellectual capital, dynamic capabilities
and strategic ambidexterity
describe – explain- dimensions, etc.
What is an IFE matrix? What are the uses of an IFE matrix?
The Strategy Tripod: Three Leading Perspectives on Strategy
9
INDUSTRY FORCES
INSTITUTIONAL
FORCES
ORGANISATIONAL
CAPABILITIES STRATEGIES
OF FIRMS
PERFORMANCE
OUTCOMES
Source: Peng, M., Sun, S., and Chen, H. 2009, The institution-based view as a third leg for a strategy
tripod, Academy of Management Perspectives, August, pp. 63-81

Week 4
What is institutional theory?
What are institutions? What are the two types of institutions? Be able
to give examples
How to institutions and firms interact or interplay?
What (Why) is culture (as) a form of informal institution?
What are the key dimensions of culture that we have covered in
class?
What are the different types of business risks?
Be able to give examples
What formal or informal institutions contribute to such risks?
The Strategy Tripod: Three Leading Perspectives on Strategy
11
INDUSTRY FORCES
INSTITUTIONAL
FORCES
ORGANISATIONAL
CAPABILITIES STRATEGIES
OF FIRMS
PERFORMANCE
OUTCOMES
Source: Peng, M., Sun, S., and Chen, H. 2009, The institution-based view as a third leg for a strategy
tripod, Academy of Management Perspectives, August, pp. 63-81

Week 5
Why do we need to measure organisational performance?
What is the SAFe criteria of strategy and performance evaluation?
Be able to explain the key questions under each of the SAFe criteria
Be able to apply the SAFe criteria (e.g. using Rex?)
What is the balanced scorecard?
What are the elements of a balanced scorecard?
The Strategy Tripod: Three Leading Perspectives on Strategy
13
INDUSTRY FORCES
INSTITUTIONAL
FORCES
ORGANISATIONAL
CAPABILITIES STRATEGIES
OF FIRMS
PERFORMANCE
OUTCOMES
Source: Peng, M., Sun, S., and Chen, H. 2009, The institution-based view as a third leg for a strategy
tripod, Academy of Management Perspectives, August, pp. 63-81

Week 6
No substantive topic to discuss
Assignment clinic week
Week 7
What are the different Ansoff’s strategies following the
Product/Market Expansion Grid
?
Be able to explain/describe/compare/contrast and give examples for each of
the strategies
What is diversification?
What are the drivers of diversification?
What are the value destroying drivers of diversification?
What are the 3 tests to use in measuring the risk associated with
diversification?

The Strategy Tripod: Three Leading Perspectives on Strategy
16
INDUSTRY FORCES
INSTITUTIONAL
FORCES
ORGANISATIONAL
CAPABILITIES STRATEGIES
OF FIRMS
PERFORMANCE
OUTCOMES
Source: Peng, M., Sun, S., and Chen, H. 2009, The institution-based view as a third leg for a strategy
tripod, Academy of Management Perspectives, August, pp. 63-81

Week 8
What is a strategic alliance?
What are some forms of strategic alliance that we discussed in class?
Explain/give examples for each form
What is a joint venture?
What are the pros and cons of joint ventures?
What are the three ways that strategic alliances create value?
Be able to explain and give examples
What is Liability of Foreignness (LoF)?
What are the different forms or types of LoF? explain/describe/give examples
What is CAGE Distance? Be able to explain/give examples.
What is the 3L framework? How does it relate to the CAGE Distance/LoF?
Be able to explain/give examples for each of the 3L.
Week 9
What is the stakeholder view of the firm/stakeholder theory?
What is the triple bottom line approach to performance?
What is CSR? Components?
How does CSR create competitive advantage?
The Strategy Tripod: Three Leading Perspectives on Strategy
19
INDUSTRY FORCES
INSTITUTIONAL
FORCES

ORGANISATIONAL
CAPABILITIES

STRATEGIES
OF FIRMS
PERFORMANCE
OUTCOMES
Source: Peng, M., Sun, S., and Chen, H. 2009, The institution-based view as a third leg for a strategy
tripod, Academy of Management Perspectives, August, pp. 63-81

Unit Learning Outcomes (ULOs)
Upon completion of this unit, successful students can:
ULO 1: Analyse systematically the internal an external business environments of a firm to inform
managerial and business decisions
ULO2: Apply appropriate theories, concepts, and analytical tools in strategy
development, implementation and evaluation across diverse business contexts
ULO3: Recommend relevant and sustainable strategic business decisions
in addressing various business issues
ULO4: Contribute to building a cohesive and productive team with effective business skills
GLO1: Discipline-specific
knowledge and capabilities (
in
Strategic Management
)
Deakin’s Graduate Learning
Outcomes GLOs
GLO2: Communication
GLO5: Problem solving
ULO5: Communicate effectively, in oral or written form, the results of
managerial analysis of various business issues and relevant recommendations
20
GLO7: Teamwork