purposes, responsibilities and tasks can successfully be implemented and brought to fruition. The champion encourages and facilitates the work of others, smoothing the implementation process and protecting it from negative influences. Charismatic leadership processes - describe conditions in which the possession of certain personal qualities (“charisma”) by the leader enables him or her to exercise influence over others by force of personality, charm, or personal values. Charisma may be described as “a fire that ignites followers’ energy and commitment, producing results above and beyond the call of duty”. Commodity product - may be defined as a standard product or service which it is difficult or impossible to differentiate effectively (such as polyester fibres, sheet steel, or call-centre operations), and which is likely to be sold on the basis of cost, volume, market share, or price. Comparative international advantage - defined by Porter in terms of the relative competitive advantage enjoyed by the enterprises of any one nation as compared with those of another. The level of comparative advantage is determined by key locational factors. Competence - defined as a single or discrete skill, capability, or technological capacity; or a “bundle” or integration of such skills, capabilities and capacities. In particular, staff, personnel, or leadership competence is a basic resource (and constraint) upon which the process of strategic management ultimately depends. The availability of the right people or the right leaders often constitutes a key limiting factor in the strategic decision-making and implementation processes of the enterprise. The philosophy, character, direction, and quality of human resource strategy and management may be critical success factors within the strategic management process. Competition strategy - may be defined in terms of the “positioning” and “ploy” elements of strategy. Competition strategy determines the sector or product-market positioning (for example “number one in a global market”; “leader of a national niche market” and so on) that the enterprise wishes to achieve or maintain (or instead has forced on it). It also determines the “game plan” or competitive ploys of the enterprise, whether these be attacking, defensive, reactive, copying, based on co-operation and partnership, and so on. Competitive analysis - is a key component of the process of strategic analysis. It comprises the appraisal and evaluation of the competitive situation which faces the enterprise in its markets or sectors. Enterprise strategic choice will be strongly influenced by the competitive situation with which the organization has to deal.

DOI link for purposes, responsibilities and tasks can successfully be implemented and brought to fruition. The champion encourages and facilitates the work of others, smoothing the implementation process and protecting it from negative influences. Charismatic leadership processes - describe conditions in which the possession of certain personal qualities (“charisma”) by the leader enables him or her to exercise influence over others by force of personality, charm, or personal values. Charisma may be described as “a fire that ignites followers’ energy and commitment, producing results above and beyond the call of duty”. Commodity product - may be defined as a standard product or service which it is difficult or impossible to differentiate effectively (such as polyester fibres, sheet steel, or call-centre operations), and which is likely to be sold on the basis of cost, volume, market share, or price. Comparative international advantage - defined by Porter in terms of the relative competitive advantage enjoyed by the enterprises of any one nation as compared with those of another. The level of comparative advantage is determined by key locational factors. Competence - defined as a single or discrete skill, capability, or technological capacity; or a “bundle” or integration of such skills, capabilities and capacities. In particular, staff, personnel, or leadership competence is a basic resource (and constraint) upon which the process of strategic management ultimately depends. The availability of the right people or the right leaders often constitutes a key limiting factor in the strategic decision-making and implementation processes of the enterprise. The philosophy, character, direction, and quality of human resource strategy and management may be critical success factors within the strategic management process. Competition strategy - may be defined in terms of the “positioning” and “ploy” elements of strategy. Competition strategy determines the sector or product-market positioning (for example “number one in a global market”; “leader of a national niche market” and so on) that the enterprise wishes to achieve or maintain (or instead has forced on it). It also determines the “game plan” or competitive ploys of the enterprise, whether these be attacking, defensive, reactive, copying, based on co-operation and partnership, and so on. Competitive analysis - is a key component of the process of strategic analysis. It comprises the appraisal and evaluation of the competitive situation which faces the enterprise in its markets or sectors. Enterprise strategic choice will be strongly influenced by the competitive situation with which the organization has to deal.

purposes, responsibilities and tasks can successfully be implemented and brought to fruition. The champion encourages and facilitates the work of others, smoothing the implementation process and protecting it from negative influences. Charismatic leadership processes - describe conditions in which the possession of certain personal qualities (“charisma”) by the leader enables him or her to exercise influence over others by force of personality, charm, or personal values. Charisma may be described as “a fire that ignites followers’ energy and commitment, producing results above and beyond the call of duty”. Commodity product - may be defined as a standard product or service which it is difficult or impossible to differentiate effectively (such as polyester fibres, sheet steel, or call-centre operations), and which is likely to be sold on the basis of cost, volume, market share, or price. Comparative international advantage - defined by Porter in terms of the relative competitive advantage enjoyed by the enterprises of any one nation as compared with those of another. The level of comparative advantage is determined by key locational factors. Competence - defined as a single or discrete skill, capability, or technological capacity; or a “bundle” or integration of such skills, capabilities and capacities. In particular, staff, personnel, or leadership competence is a basic resource (and constraint) upon which the process of strategic management ultimately depends. The availability of the right people or the right leaders often constitutes a key limiting factor in the strategic decision-making and implementation processes of the enterprise. The philosophy, character, direction, and quality of human resource strategy and management may be critical success factors within the strategic management process. Competition strategy - may be defined in terms of the “positioning” and “ploy” elements of strategy. Competition strategy determines the sector or product-market positioning (for example “number one in a global market”; “leader of a national niche market” and so on) that the enterprise wishes to achieve or maintain (or instead has forced on it). It also determines the “game plan” or competitive ploys of the enterprise, whether these be attacking, defensive, reactive, copying, based on co-operation and partnership, and so on. Competitive analysis - is a key component of the process of strategic analysis. It comprises the appraisal and evaluation of the competitive situation which faces the enterprise in its markets or sectors. Enterprise strategic choice will be strongly influenced by the competitive situation with which the organization has to deal. book