Question: If a firm enters into a strategic alliance but does
If a firm enters into a strategic alliance but does not exercise appropriate behavioral control of its employees (in terms of culture, rewards and incentives, and boundaries—as discussed in Chapter 9) that are involved in the alliance, what ethical issues could arise? What could be the potential long-term and short-term downside for the firm?
Answer to relevant QuestionsThree key activities—setting a direction, designing the organization, and nurturing a culture and ethics—are all part of what effective leaders do on a regular basis. Explain how these three activities are interrelated. Firms that fail to behave in an ethical manner can incur high costs. What are these costs and what is their source? In this chapter we discussed the five elements of a “learning organization.” Select a firm with which you are familiar and discuss whether or not it epitomizes some (or all) of these elements. Explain the difference between proactiveness and competitive aggressiveness in terms of achieving and sustaining competitive advantage. How can an established firm use an entrepreneurial orientation to enhance its overall strategic position? Provide examples.
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