perceived to accord with the values and culture of the wider society of which it is a part. Expectations of socially responsible behaviour imply that managers should interact with the various stakeholders, with whose interests they are confronted, in a responsible and ethical manner, refraining from questionable practices and doing no harm. Stakeholder - may be defined as a person or an institution either internal or external to the organization who has an investment of some kind in that organization; or who instead has some kind of involvement or interest in it; or who is in some way directly affected by its activities or its processes. Stakeholders can, to a varying degree according to their relative power, exercise influence over the formulation of mission, objectives and strategy, and exercise influence over the strategic management of the organization. Strategic alliance - is a form of voluntary grouping between organizations who come together for a specified period of time to achieve some common objective. They represent a form of product-market, business development, or technology development strategy that is based on co-operation and partnership. A strategic alliance is defined in this book as ‘at least two companies or partners voluntarily combining value chain activities, architecture, and value chain linkages for the purpose of increasing individual and collective value addition, increasing competitive advantage, and achieving agreed or common objectives’. Strategic analysis - is a process by which the enterprise analyses its own internal or corporate characteristics and capabilities; and identifies the features of the external legislative, and competitive environments within which it operates. Strategic asset - defined by Kay as a feature of competitive advantage that is unavailable or inaccessible to competitors. It may be impossible to copy or replicate this asset. Strategic decision-making - Mintzberg defines strategic decision making to comprise four decision roles, namely the “entrepreneurial” role, the “disturbance” handler role, the “resource allocator” role, and the “negotiator” role. Strategic intent -is defined by Hamel and Prahalad as the nature or features of the direction that needs to be taken in order to attain the long term strategic position that the enterprise wishes to achieve. Hamel and Prahalad argue that if decision makers can clearly define and communicate this strategic intent, the activities of the organization should be characterized by a clear and consistent purpose which all those people involved with it should be able to understand. Strategic management - may as a paradigm be defined in terms of the derivation and implementation of fundamental decisions about (i) what the

DOI link for perceived to accord with the values and culture of the wider society of which it is a part. Expectations of socially responsible behaviour imply that managers should interact with the various stakeholders, with whose interests they are confronted, in a responsible and ethical manner, refraining from questionable practices and doing no harm. Stakeholder - may be defined as a person or an institution either internal or external to the organization who has an investment of some kind in that organization; or who instead has some kind of involvement or interest in it; or who is in some way directly affected by its activities or its processes. Stakeholders can, to a varying degree according to their relative power, exercise influence over the formulation of mission, objectives and strategy, and exercise influence over the strategic management of the organization. Strategic alliance - is a form of voluntary grouping between organizations who come together for a specified period of time to achieve some common objective. They represent a form of product-market, business development, or technology development strategy that is based on co-operation and partnership. A strategic alliance is defined in this book as ‘at least two companies or partners voluntarily combining value chain activities, architecture, and value chain linkages for the purpose of increasing individual and collective value addition, increasing competitive advantage, and achieving agreed or common objectives’. Strategic analysis - is a process by which the enterprise analyses its own internal or corporate characteristics and capabilities; and identifies the features of the external legislative, and competitive environments within which it operates. Strategic asset - defined by Kay as a feature of competitive advantage that is unavailable or inaccessible to competitors. It may be impossible to copy or replicate this asset. Strategic decision-making - Mintzberg defines strategic decision making to comprise four decision roles, namely the “entrepreneurial” role, the “disturbance” handler role, the “resource allocator” role, and the “negotiator” role. Strategic intent -is defined by Hamel and Prahalad as the nature or features of the direction that needs to be taken in order to attain the long term strategic position that the enterprise wishes to achieve. Hamel and Prahalad argue that if decision makers can clearly define and communicate this strategic intent, the activities of the organization should be characterized by a clear and consistent purpose which all those people involved with it should be able to understand. Strategic management - may as a paradigm be defined in terms of the derivation and implementation of fundamental decisions about (i) what the

perceived to accord with the values and culture of the wider society of which it is a part. Expectations of socially responsible behaviour imply that managers should interact with the various stakeholders, with whose interests they are confronted, in a responsible and ethical manner, refraining from questionable practices and doing no harm. Stakeholder - may be defined as a person or an institution either internal or external to the organization who has an investment of some kind in that organization; or who instead has some kind of involvement or interest in it; or who is in some way directly affected by its activities or its processes. Stakeholders can, to a varying degree according to their relative power, exercise influence over the formulation of mission, objectives and strategy, and exercise influence over the strategic management of the organization. Strategic alliance - is a form of voluntary grouping between organizations who come together for a specified period of time to achieve some common objective. They represent a form of product-market, business development, or technology development strategy that is based on co-operation and partnership. A strategic alliance is defined in this book as ‘at least two companies or partners voluntarily combining value chain activities, architecture, and value chain linkages for the purpose of increasing individual and collective value addition, increasing competitive advantage, and achieving agreed or common objectives’. Strategic analysis - is a process by which the enterprise analyses its own internal or corporate characteristics and capabilities; and identifies the features of the external legislative, and competitive environments within which it operates. Strategic asset - defined by Kay as a feature of competitive advantage that is unavailable or inaccessible to competitors. It may be impossible to copy or replicate this asset. Strategic decision-making - Mintzberg defines strategic decision making to comprise four decision roles, namely the “entrepreneurial” role, the “disturbance” handler role, the “resource allocator” role, and the “negotiator” role. Strategic intent -is defined by Hamel and Prahalad as the nature or features of the direction that needs to be taken in order to attain the long term strategic position that the enterprise wishes to achieve. Hamel and Prahalad argue that if decision makers can clearly define and communicate this strategic intent, the activities of the organization should be characterized by a clear and consistent purpose which all those people involved with it should be able to understand. Strategic management - may as a paradigm be defined in terms of the derivation and implementation of fundamental decisions about (i) what the book