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The set of specific and general forces that work together to integrate and connect economic, political, and social systems across countries, cultures, or geographic regions so that nations become increasingly interdependent and similar.
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The set of forces and conditions that can affect the way an organization operates.
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The forces operating within an organization and stemming from the organization’s structure and culture.
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The forces operating outside an organization that affect how the organization functions.
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Persons, groups, and institutions directly affected by the activities and decisions of an organization.
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The set of forces and conditions that start with suppliers, distributors, customers, and competitors and affect an organization’s ability to obtain inputs and dispose of its outputs, because they influence managers on a daily basis.
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The economic, technological, socio-cultural, demographic, political and legal, and global forces that affect an organization and its task environment.
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Individuals and organizations that provide an organization with the input resources that it needs to produce goods and services.
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Organizations that help other organizations sell their goods or services to customers.
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Individuals and groups that buy the goods and services that an organization produces.
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Organizations that produce goods and services that are similar to a particular organization’s goods and services.
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Factors that make it difficult and costly for an organization to enter a particular task environment or industry.
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Cost advantages associated with large operations.
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Customers’ preference for the products of organizations that currently exist in the task environment.
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Interest rates, inflation, unemployment, economic growth, and other factors that affect the general health and wellbeing of a nation or the regional economy of an organization.
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The combination of skills and equipment that managers use in the design, production, and distribution of goods and services.
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Outcomes of changes in the technology that managers use to design, produce, or distribute goods and services.
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Outcomes of changes in, or changing attitudes toward, the characteristics of a population, such as age, gender, ethnic origin, race, sexual orientation, and social class.
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Pressures emanating from the social structure of a country or society or from the national culture.
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The arrangement of relationships between individuals and groups in a society.
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The set of values that a society considers important and the norms of behaviour that are approved or sanctioned in that society.
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Outcomes of changes in laws and regulations, such as the deregulation of industries, the privatization of organizations, and increased emphasis on environmental protection.
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Outcomes of changes in international relationships; changes in nations’ economic, political, and legal systems; and changes in technology, such as falling trade barriers, the growth of representative democracies, and reliable and instantaneous communication.
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Ideas about what a society believes to be good, right, desirable, or beautiful.
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A worldview that values individual freedom and self-expression and adherence to the principle that people should be judged by their individual achievements rather than by their social background.
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A worldview that values subordination of the individual to the goals of the group and adherence to the principle that people should be judged by their contribution to the group.
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The degree to which societies accept the idea of inequalities in the power and well-being of their citizens are due to differences in individuals’ physical and intellectual capabilities and heritage.
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A worldview that values assertiveness, performance, success, and competition.
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A worldview that values the quality of life, warm personal friendships, and services and care for the weak.
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The degree to which societies are willing to tolerate uncertainty and risk.
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A worldview that values thrift and persistence in achieving goals.
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A worldview that values personal stability or happiness and living for the present.
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The degree to which forces in the task and general environments change and evolve over time.
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The state of environmental forces that is so dynamic that managers cannot predict the probable outcomes of a course of action.
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The state of environmental forces that is stable enough to predict possible outcomes of decisions.
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Organizations that operate and compete in more than one country.
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The ability of one organization to outperform other organizations because it produces desired goods or services more efficiently and effectively than competitors do.
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The process of creating new goods and services or developing better ways to produce or provide goods and services.
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