Integrating Mission and Strategy for Nonprofit Organizations

By James A. Phills Jr. | Go to book overview

Index
accessibility, 41
actions
choices and, 99
collective, 118–152
defensive collective, 144–145
legal barriers to collective, 150–151
theories of, 112, 175
actions, collective, 142–151
dealing with threats to industry structure, 144–145
defensive collective action, 144–145
driving deterioration of differentiation, 145–148
improving industry structure, 148– 150
legal barriers to collective action, 150–151
possibilities, 148–150
proactive stance toward environment, 142
actions, translating mission and strategy into, 99–117
elements of execution, 101–106
execution and logic loops, 106–117
activities, 102–104, 110
are configured and performed, 103
interdependence of, 104
level of, 103–104
policies, and resource allocation, 110–111
resource allocation, and policies, 101–106
resource allocation decisions, and policies, 18
actors who influence clients' choices, 209–210
adaptation
application, 11–12
intelligent, 172–188
adaptive, change that is purposeful and, 172
advantages
actual versus intended competitive, 63
competitive, 56–57, 203–208
confusing industry features with competitive, 206–207
confusing scope with competitive, 207
cost, 59
differentiation, 59
mistaking subsidized prices for cost, 207–208
real versus imagined competitive, 64
sources of competitive, 61–62, 205
true competitive, 204–205
two generic sources of competitive, 61
Wal-Mart's competitive, 63
Airbus, 82
Airline Deregulation Act of 1978, 167
Airlines
Continental, 169
Frontier, 169–170

-241-

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