enterprises; and (iii) in their ideologies, paradigms, technologies, scientific theories, and modes of concept formation. Negotiation - a process of agreeing terms, or finding an accommodation between two or more parties who have a difference or conflict of interest which they wish to resolve. Not Invented Here (NIH) - this syndrome is demonstrated by the deliberate rejection by the enterprise of ideas or innovations which are relevant to it, and which may affect it. Ideas or innovations not created or developed within the enterprise may be rejected by it precisely because it did not invent them. The NIH syndrome reflects a negative (and potentially risky) management attitude to external (and possibly “inconvenient”) developments. Objective - specifies and quantifies the goals or outcomes towards which leadership, effort, willpower, the investment of resources, and the use of capability are to be directed in order to achieve enterprise mission and strategic intent. Objectives specify the sequence, the time scale, or the time frame for those activities designed to achieve the necessary outcomes. Open system - is an entity that is described as interacting with its external environment, from which it receives essential inputs of information, energy and resources. The capacity of an open system to incorporate knowledge and resources from the external environment allows it to adapt to the changing needs of that environment, to accumulate and to synthesize knowledge and experience, to learn, and to avoid the process of “entropy” or deterioration. Organizations as social systems are always regarded by systems thinkers as open systems. The strategic management process is predicated on the categorization of the enterprise as an open system. Operational planning - comprises detailed programmes, procedures, rules and regulations, business plans and budgetary plans implemented at the functional or departmental level. Opportunity cost - the opportunity cost of an enterprise resource is that use which represents the best available investment return or the optimum value that it can be used to generate. The opportunity cost of a resource is therefore frequently treated as its performance benchmark, for instance in calculating shareholder or stakeholder value. Organization culture - may be defined as the collective mental programming of the enterprise and its members. Organization culture is apparent “in the way we do things around here”, as compared with the way things are done in any other organization. Organization culture comprises such interrelated variables as value judgements, vision, value system, behavioural standards and norms, and perceptions of necessity, priority and

DOI link for enterprises; and (iii) in their ideologies, paradigms, technologies, scientific theories, and modes of concept formation. Negotiation - a process of agreeing terms, or finding an accommodation between two or more parties who have a difference or conflict of interest which they wish to resolve. Not Invented Here (NIH) - this syndrome is demonstrated by the deliberate rejection by the enterprise of ideas or innovations which are relevant to it, and which may affect it. Ideas or innovations not created or developed within the enterprise may be rejected by it precisely because it did not invent them. The NIH syndrome reflects a negative (and potentially risky) management attitude to external (and possibly “inconvenient”) developments. Objective - specifies and quantifies the goals or outcomes towards which leadership, effort, willpower, the investment of resources, and the use of capability are to be directed in order to achieve enterprise mission and strategic intent. Objectives specify the sequence, the time scale, or the time frame for those activities designed to achieve the necessary outcomes. Open system - is an entity that is described as interacting with its external environment, from which it receives essential inputs of information, energy and resources. The capacity of an open system to incorporate knowledge and resources from the external environment allows it to adapt to the changing needs of that environment, to accumulate and to synthesize knowledge and experience, to learn, and to avoid the process of “entropy” or deterioration. Organizations as social systems are always regarded by systems thinkers as open systems. The strategic management process is predicated on the categorization of the enterprise as an open system. Operational planning - comprises detailed programmes, procedures, rules and regulations, business plans and budgetary plans implemented at the functional or departmental level. Opportunity cost - the opportunity cost of an enterprise resource is that use which represents the best available investment return or the optimum value that it can be used to generate. The opportunity cost of a resource is therefore frequently treated as its performance benchmark, for instance in calculating shareholder or stakeholder value. Organization culture - may be defined as the collective mental programming of the enterprise and its members. Organization culture is apparent “in the way we do things around here”, as compared with the way things are done in any other organization. Organization culture comprises such interrelated variables as value judgements, vision, value system, behavioural standards and norms, and perceptions of necessity, priority and

enterprises; and (iii) in their ideologies, paradigms, technologies, scientific theories, and modes of concept formation. Negotiation - a process of agreeing terms, or finding an accommodation between two or more parties who have a difference or conflict of interest which they wish to resolve. Not Invented Here (NIH) - this syndrome is demonstrated by the deliberate rejection by the enterprise of ideas or innovations which are relevant to it, and which may affect it. Ideas or innovations not created or developed within the enterprise may be rejected by it precisely because it did not invent them. The NIH syndrome reflects a negative (and potentially risky) management attitude to external (and possibly “inconvenient”) developments. Objective - specifies and quantifies the goals or outcomes towards which leadership, effort, willpower, the investment of resources, and the use of capability are to be directed in order to achieve enterprise mission and strategic intent. Objectives specify the sequence, the time scale, or the time frame for those activities designed to achieve the necessary outcomes. Open system - is an entity that is described as interacting with its external environment, from which it receives essential inputs of information, energy and resources. The capacity of an open system to incorporate knowledge and resources from the external environment allows it to adapt to the changing needs of that environment, to accumulate and to synthesize knowledge and experience, to learn, and to avoid the process of “entropy” or deterioration. Organizations as social systems are always regarded by systems thinkers as open systems. The strategic management process is predicated on the categorization of the enterprise as an open system. Operational planning - comprises detailed programmes, procedures, rules and regulations, business plans and budgetary plans implemented at the functional or departmental level. Opportunity cost - the opportunity cost of an enterprise resource is that use which represents the best available investment return or the optimum value that it can be used to generate. The opportunity cost of a resource is therefore frequently treated as its performance benchmark, for instance in calculating shareholder or stakeholder value. Organization culture - may be defined as the collective mental programming of the enterprise and its members. Organization culture is apparent “in the way we do things around here”, as compared with the way things are done in any other organization. Organization culture comprises such interrelated variables as value judgements, vision, value system, behavioural standards and norms, and perceptions of necessity, priority and book