Question 1. There is a major debate in the strategy field - does a firm's unique resources create a distinctive competitive position (and therefore a sustainable competitive advantage) OR does a firm's unique competitive position allow for the firm to create unique resources through its increased profitability? Your opinion?
Question 2. Describe the benefits and limitations to portfolio analyses of firms - which approach seems to be the strongest approach from this grouping? Does this approach seem to have limitations?
Question 3. What other organizational factors impact the relationship between strategy and structure? How do these factors mitigate those relationships?
Question 4. Is there a best and worst structure for a strategy? If so, when? If not, why not?
Question 5. What is the relationship between strategy, structure, leadership and culture? How does each affect strategy formulation and strategy implementation?
Question 6. How does one "manage around culture?" How can a firm's culture be changed? If so, how?
Question 7. Explain Fortune 500 business's "love affair" with quality standards such as Six-Sigma, ISO 9000 and the Baldridge Awards - what's the "big deal?"
Question 8. Using levels of analysis - differentiate between strategic controls, operating controls, and functional controls. Give an example of each.
Question 9. What is the relationship between entrepreneurship and strategic management?
Question 10. Using Miles and Snow's (1984) typology of firms, discuss whether certain types of firms have "innovative and entrepreneurial" personalities.
Question 11. How does entrepreneurship and innovation impact the firm's life cycle?