QuestionQuestion

Online: Strategic Management and Business Policy
You are required to answer all questions in the most complete way. Make sure to provide references as needed when elaborating your argumentation. List all references at the end of the exam. You have to use a minimum of four references per question.
1. Recent developments in the field of Strategic Management place significant emphasis on elements that are traditionally not included in the SWOT (SCP and RBV-VRIO) schools of thought. Particularly the work regarding institutions, ethical behavior, corporate social responsibility, and issues on demand-side elements, all seem to be useful for effective strategic planning-implementation-and evaluation. With these considerations, discuss, compare and outline the contributions of the main elements discussed in Required readings 6-10, as they relate and expand the VRIO and SCP approaches to strategic management. Provide specific examples to support your argumentation. Your answer must not exceed three double spaced typed pages, and you should make specific references to all RRs studied during the Spring session.
2. Using the theoretical foundation from Question 1 above. Please provide a short essay on the applicability of these theories to the Live Case Analysis you recently completed. Particularly, indicate how the firm in your case analysis could or have been benefiting from developing/adopting a more CSR approach to their business model. In the event that your firm has not done so, then please explain, how a more CSR approach could potential benefit the firm’s development of a competitive advantage, the creation and capturing of value, and the overall level of economic performance. Note: Limit your answer to two double spaced pages.

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Q1
There are changes seen in the areas of ethical behavior, corporate social responsibility, issues on demand-side elements and work regarding institution; offer a contrasting view between the modern and traditional. The traditional SWOT analysis, according to RR6 has criticized for generating lengthy lists, having no weights to reflect priorities, it is ambiguous in its categorization, it doesn't support its opinions with data, only having a one tier level analysis and having no logical links between its claims and the implementation of a strategy. The method of analysis vets the mission objectives if the firm in a bid to find performance problems.
i. Structure-Conduct-Performance
This paradigm was introduced in 1933 by Edward Chamberlin and Joan Robinson. The framework was however developed by Joe S. Bain Jr., who described it as analyzing an industry to make relations between structure, conduct, and performance of the market (Bain, 1968). Structure relates to the constant factors that affect the behavior of sellers/buyers in the industry. Conduct refers to how buyers and sellers relate to each other and one another. Performance is a measure of profitability levels comparatively between firms in the same industry (Bellante, 2011).
ii. Resource-Based View
The RBV model was developed to get competitive advantage using the resources at hand (Penrose, 2013). The VRIO analysis...

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