Knowledge Management An Integrated Approach 2nd Edition Ashok Jashapara - Solutions

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2. How may uncertainty be defined?
1. How may risk be defined?
Using available information, analyze and comment on the attitude towards, and use of time inherent in the strategy, plans, and operations of an organization in which you are interested.
2. How, if at all, is the case organization (or case organizations) making strategic use of the time management process to add value or to achieve competitive advantage?
1. Identify and comment on any of the characteristics of the strategic management of time that are apparent in the case study.
8. In what ways may the strategic management of time be used to achieve value generation or competitive advantage?
7. Compare and contrast monochronic and polychronic approaches to the management of time.
6. Summarize Hampden-Turner and Trompenaars’ conceptualization and analysis of time dilemmas. Comment on the implications of these time dilemmas for the strategic management process.
5. Compare, contrast, and comment on short and long term orientations to time. Give examples of each.
4. In what ways may time act as a contingency or a constraint?
3. Why may time be a limiting factor?
2. Why may time be a critical success factor?
1. Why may time be classified as a resource, and what is its opportunity cost?
4. Identify potential opportunities or threats (if any) that derive from the external environment, and assess their implications for the case study company.
3. Assess the relative stability or instability of the external environment and its component parts. What rate of change (if any) is evident?
2. Identify the nature of these external forces and external environments;and assess their potential impact on enterprise decision-making in the case study company.
1. Identify the external forces and external environments described in the case study that may directly influence enterprise decision-making in the case study company.
4. How might the organization identify opportunities and threats from the external environment? Why is it important to scan the environment for these potential opportunities and threats?
3. Explain and comment on the different degrees of environmental stability with which the organization may be faced. How might dynamic or turbulent external environments affect enterprise strategy formulation?
2. Describe and comment in detail on any one external environment which can shape or influence strategic decision-making and choice.
1. How may decision-makers analyze the external environments in which the enterprise operates?
3. Carry out a “five forces” competition analysis.
2. Identify the key competitors (the “strategic group”) in the case study.
1. Identify the relevant industry and market.
5. How may the enterprise assess potential competitor response to a planned market initiative?
4. In what way may an enterprise appraise or evaluate its competitors?
3. Describe and comment on some of the main sources of competitor information.
2. Describe and comment on the five major groups of “forces” or variables which make up M.E. Porter’s competition model. How are these variables inter-related?
1. Why is competitive analysis a key part of the process of strategic analysis?
7. Identify sources of competitive weakness or competitive disadvantage.
6. Identify limiting factors, contingencies and constraints.
5. Identify and analyze how (if at all) the enterprise generates or adds value.
4. Identify sources of competitive or comparative advantage that are apparent from the case study.
3. Identify and analyze the character of the relevant value chain (or value chains) described in the case study.
2. Identify critical success factors.
1. Identify and analyze the capability and capacity of the case study organization. What is the enterprise capable of doing? What can it do best?
10. In what ways may the process of strategic decision-making and strategic choice be limited and constrained?
9. What are critical success factors? What are their significance to the process of strategic decision-making and strategic choice?
8. Summarize and categorize the sources of comparative advantage available to a public sector, healthcare, or a not-for-profit organization.
7. Summarize and categorize the sources of competitive advantage available to a business enterprise.
6. What is synergy? Illustrate your answer with your own examples.
5. How may an enterprise in the public, healthcare, or not-for-profit sector generate or add value?
4. What is the significance of value generation and value addition to the process of strategic decision-making and strategic choice?
3. Describe and explain the value chain concept.
2. What is the significance of enterprise capability and capacity to the process of strategic decision-making and strategic choice?
1. What is competitive or comparative advantage? Why is it important to the process of strategic management?
5. Identify gaps in financial performance and analyze their implications.
4. Identify financial weaknesses and analyze their implications.
3. Identify financial strengths and analyze their implications.
2. Analyze the financial condition of the case company. For instance:-
1. Identify the financial capacity of the case organization. What is the enterprise financially capable of achieving? What are its financial limitations?
3. Identify performance gaps (if any are evident) and analyze their implications.
2. Identify corporate weaknesses of the case organization and analyze their implications.
1. Identify corporate strengths of the case organization and analyze their implications.
Describe the strategic management approach to the study and practice of strategy and planning. What are its components? Why are they inter-related and inter-acting?
Which company is competitively stronger—Dell or Hewlett-Packard?
Is Dell’s strategy working? What is your assessment of the financial performance that Dell’s strategy has delivered during fiscal years 2000-2008?
What is your assessment of the job Michael Dell has done in his roles as the company’s CEO and Chairman? What grade would you give him for his leadership of the company over the past 20+ years? Has he done a good job performing e strategy-making/strategy-executing tasks?
Based on your responses to the previous questions, identify some strategic options for Respironics. Should it expand geographic markets, invest in and apply new technology, identify and serve a market niche, pursue selective mergers and acquisitions, or agree to be acquired by a larger medical
Describe Respironics’, ResMed’s, and F&P Healthcare’s current strategies, considering both generic strategy and time-to-market entry. How well are these working? What are these rivals’ competitive advantages and disadvantages? Perform a SWOT analysis to support your evaluation.
Analyze Respironics’, ResMed’s, and F&P Healthcare’s recent financial performance. Where do you see areas of strength? Are there areas for improvement?
Assuming cost of goods sold as a percent of sales is constant and that operating costs are fixed, what would the company’s 2011 pro forma income statement look like after implementing your recommendations?
Would you make any changes to the marketing mix? If so, what? What approach should Todd use in solving his marketing issues? What recommendations would you make to Todd?
What is the company’s current breakeven point? How long will the Sylvesters need to support the company?
Based on the preceding analysis, what is your overall evaluation of PepsiCo’s business portfolio in 2008? Does the portfolio provide the company’s shareholders with an opportunity for above-average market returns?
Does PepsiCo’s portfolio exhibit good resource fit? What are the cash flow characteristics of each of PepsiCo’s four segments? Which businesses are the strongest contributors to PepsiCo’s free cash flows?
What does a 9-cell industry attractiveness/business strength matrix displaying PepsiCo’s business units look like?
What is your assessment of the competitive strength of PepsiCo’s different business units?
What is your assessment of the long-term attractiveness of the industries represented in PepsiCo’s business portfolio?
What are the strengths and weaknesses of Harley-Davidson?
What is your overall appraisal of Gap’s financial performance? (Use the financial ratios in Table 4.1 of the text as a guide in doing your financial analysis.)
Develop a weighted competitive strength assessment of the four major competitors in the U.S. family clothing stores industry using the methodology presented in Chapter 4. Based on the results, who is in the strongest overall competitive position? Who is in the weakest position?
Determine the sales of the Lock-Awn (in units and revenue) needed to break even and the payback period for the initial capital investments, for both the “more-for-more” and “more-for-less” niche?
Identify potential target markets for the Lock-Awn Anti-Billowing Device, using a five-step process of determining segment(1) Needs;(2) Identification;(3) Attractiveness;(4) Profitability; and(5) Positioning.
Evaluate the market attractiveness for EMR Innovations using industry analysis tools?
Using the country and industry risk categories discussed in the case, compare and contrast Mexico and Brazil as alternative investment locations. What risks are associated with investment in Mexico? In Brazil? What strategies can be used to minimize these risks?
1. Identify which channel and intermediaries will provide the best coverage of the target market for your product or service.2. Specify which channel and intermediaries will best satisfy the important buying requirements of the target market.3. Determine which channel and intermediaries will be the
Your marketing plan may need an estimate of the size of the market potential or industry potential (see Chapter 8) for a particular product-market in which you compete. Use these steps:1. Define the product-market precisely, such as ice cream.2. Visit the NAICS website at www.census.gov.3. Click
To conduct a consumer analysis for the product—the good, service, or idea—in your marketing plan:1. Identify the consumers who are most likely to buy your product—the primary target market—in terms of(a) Their demographic characteristics and(b) Any other kind of characteristics you believe
1. To summarize information about external factors, create a table similar to Figure 3-2 and identify three trends related to each of the five forces (social, economic, technological, competitive, and regulatory) that relate to your product or service.2. When your table is completed, describe how
What is the most appropriate model of a learning organisation to adopt in your organisation?
Describe how incorporating the tools, techniques, technologies and tactics of KM can help in the context of SBIM?
The concept of KM and populomics are both relatively new—discuss, in the context of this case exercise, how introducing such new concepts impacts on the clinician, the patient and the delivery of healthcare. Specifically, what are the benefits? Are there any disadvantages?
As many of the interventions suggested in this chapter are time consuming, how can organisations manage effectively in times of discontinuous change?
How would you manage redundancies as part of a KM initiative?
What are the dangers of the three-phase change management strategy of unfreezing, moving and refreezing (Lewin 1951)?
What determines the nature and level of consultation given that a manager could lose control in the change process?
What is the most effective approach to training and development if the organisation has limited resources?
What are the ethical issues associated with a portfolio approach to management development?
Discuss the advantages and disadvantages of individual and collective incentive schemes.
What type of recognition schemes are likely to be most effective in knowledge management initiatives?
Some commentators believe that cultural change programmes do not deliver their goals. How feasible is it for human resource interventions to influence the deeper values, beliefs and attitudes rather than purely affect surface level norms?
What is the best way of developing political skills in the change process?
What systems-oriented issues may need to be overcome before successful implementation of the proposed system?
The technical issues appear to have been overcome. What people and process issues remain?
What are the benefits of virtual worlds such as Second Life for Shell?
Assuming high developmental costs, what can organisations do if they find their intranets and data warehouses are rarely visited by their employees?
How could second-generation semantic webs co-exist with first-generation, HTMLbased webs? Are there potential opportunities and challenges for knowledge sharing?
In group processes, how do you manage conflicting ‘collective maps’ of tacit routines?
A 2002 thesis proposed by Stephen Wolfram, chief executive of Mathematica, was that all knowledge could be described as an algorithm. How far do you agree with such a proposition and is the end goal of KM tools to discover these underlying algorithms?

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