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