Nsewering the international business policy (questions)

I am taking a core module (International Business Policy)
Ive chosen the number of sources to be 10. However, it does not matter how many sources you use as long as you use the main source which is the core text book (Haberberg, A., and Rieple, A. (2008) Strategic Management: Theory and Application. Other sources could be used from the other books on strategy and business policy Iall recommend.
You can also read the Financial Times, the Wall Street Journal and The Economist, too.

Core text:
Haberberg, A., and Rieple, A. (2008) Strategic Management: Theory and Application, Oxford: Oxford University Press edgevantage-21 Supporting website: .amazon.co.uk/exec/obidos/ASIN/0071259155/edgevantage-21

Cummings, S. and Wilson, D., eds. (2003) Images of Strategy, Oxford: Blackwell edgevantage-21

De Wit, B. and Meyer, R., eds. (2004) Strategy: Process, Content, Context, London: Thomson International Business Press edgevantage-21

Grant, R.M. (2010) Contemporary Strategy Analysis, 7th Ed., Chicester: Wiley edgevantage-21

Hill, C.W.L. & Jones, G.R. (2007) Strategic Management a An Integrated Approach, Boston, Houghton Mifflin, 7th Edition

Johnson, G., Scholes, K. and Whittington, R. (2006) Exploring Corporate Strategy, 7th Ed., London: Prentice-Hall edgevantage-21

Lasserre, P. (2007) Global Strategic Management, 2nd Ed., Basingstoke: Palgrave Macmillan edgevantage-21

Mintzberg, H., Ahlstrand, B. and Lampel, J. (2009) Strategy Safari: A Guided Tour Through the Wilds of Strategic Management, 2nd Ed. Harlow: FT Prentice Hall edgevantage-21

Ohmae, K. (1990) The Borderless World: Power and Strategy in the Interlinked Economy, London: Collins 4MBS7A2 International Business Policy Page 5 Updated 23-Dec-10, Donald Nordberg Westminster Business School 35 Marylebone Road, London NW1 5LS

Porter, M.E. (1980) Competitive Strategy, New York: Free Press edgevantage-21

Porter, M.E. (1985) Competitive Advantage, New York: Free Press edgevantage-21

Porter, M.E. (1990) The Competitive Advantage of Nations, New York: Free Press edgevantage-21

Senge, P. (1990) The Fifth Discipline: The Art and Practice of the Learning Organization, New York: Random House edgevantage-21

Stiglitz, J. (2002) Globalization and its Discontents, Penguin edgevantage-21

Stonehouse, G, Campbell, D., Hamill, J. and Purdie, T. (2004) Global and Transnational Business: Strategy and Management, Chichester: John Wiley

Whittington R. (2001) What is Strategy a and does it matter? 2nd Ed., Padstow: Thomson Learning edgevantage-21

Yip, G.S. (2003) Total Global Strategy II: Updated for the Internet and Service Era, Englewood Cliffs, N.J.: Prentice Hall edgevantage-21

Key academic and practitioner journals:
Academy of Management Journal
Academy of Management Review
California Management Review
Harvard Business Review Journal of Management
Journal of Management Studies
Long Range Planning
MIT Sloan Management Review
Strategic Management Journal

This paper is not an essay; itas just answering the questions. I want you please to discuss, with examples where appropriate the following questions underlying the theoretical aspects of strategic management & taking into consideration of the use of some of the framework that supports the answers:
Q1 a?Although we know the BCG model to be simplistic, we do use it to manage the activities within our portfolio of companies. The problem we have is what to do with any Dogs.a?

Q2 a?Finding new positions in the Baltic States markets means that we have to pursue a policy of market development to gain market leadership.a?

Q3 a?With competition becoming so fierce in the Austrian market and a?price warsa breaking out there, we must think about what to do.a?

Q4 a?Our industry needs Formula 1 motor car racing to promote our sales of cigarettes now so many countries are banning tobacco advertising on health grounds. We have to hide the ethical issuesa?.

Q 5 It has been suggested, that the main challenges confronting public sector managers, relate to working with the networks of which most public sector organisations are part, and dealing with the elected politicians that set the policy frameworks. Critically discuss, explaining why these challenges are important and how they impact the strategic management process.

Q6 Alfred D. Chandler, in his book, Strategy and Structure, put forward the view that outside market opportunities determine a companyas strategy, which in turn determines the companyas organisation structure. Can an argument be made to reverse this assumption? Briefly discuss, explaining any alternative conceptual models or frameworks with which you are familiar.

Q7 a?Just because a firm has learnt one or two important things over a long period of time does not make it a learning organisation. Similarly, a firm that takes in a lot of information, but does not does not change its behaviour as a result, does not qualify. Learning organisations need to exhibit high levels of double-loop learning in order to modify behaviour as a result of what is learnt. An organisationas ability to do this well is sometimes referred to as its absorptive capacitya?. Critically discuss, giving an example of an organisation that may have demonstrated a lack of absorptive capacity.

Q8It is possible to argue that as openness of information means that it is unlikely that any single organisation will be able to gain advantage by spotting an attractive industry before anyone else. It may also mean that an attractive industry quickly becomes overcrowded and more competitive and so, paradoxically, loses its attractiveness. Does this mean that a low-profit industry may be better to enter than a high-profit one? Critically discuss.

Finally, Please do ensure to read the Module overview, learning outcomes and the important topics covered before answering the questions:

Module overview:
The module gives you a perspective of how businesses set their direction and manage resources, especially when working in the context of international business. Business policy involves strategy and strategic thinking first and foremost. It draws and seeks to coordinate all aspects of a business: finance, human resources, marketing, operations, research and development, as well as information technology and leadership. You may have discovered already that management decisions are not always the result of cool, rational analysis. They are strongly influenced by the ingrained habits, personalities and ambitions of those making the decisions, too. As you will learn, strategy can be planned, devised to achieve a vision of the future, or emergent, the sum of many incremental decisions over time by managers and staff at all levels in the organization. It may be generated by shaping the organization to meet the challenges of its environment or building it with the resilience needed to withstand foreseen change. Strategies and policies can also fail. In this module, you will