Journal of Business Ethics, 87(4), 535- 553. Retrieved October 20, 2009, from ABI/INFORM Global. (Document ID: 1786751071).

This article examines the strategic use of bluffing and concludes that its value is often overrated, given it quickly diminishes in utility. The authors used a simulated competitive market game to prove their thesis, however they also conclude that even in the real world, bluffing is often not conducive to high levels of real performance, and can have undesirable consequences, including a general eradication of trust.

Mathematical Theories 6 & 7: Modern Portfolio Theory (MPT) and fuzzy logic theory

Hui, E., Lau, O., & Lo, K. (2009). A fuzzy decision-making approach for portfolio management with direct real estate investment. International Journal of Strategic Property

Management: Special Issue: Capacity Building for Post-Disaster. 13(2), 191-204.

Retrieved October 20, 2009, from ABI/INFORM Global. (Document ID: 1743699321).

One problem with use of mathematical analysis in firm decision making is that the exactitude of quantitative analysis does not always take into consideration the dynamics of real life and faulty. human decision-making processes. This has been one criticism of Modern portfolio theory (MPT), a mathematical portfolio optimization strategy using the concept of asset allocation, risk minimization and profit maximization. The authors find that introducing fuzzy logic into MPT can be...

(2008). Strategic analysis: Blockbuster case study. The Business Review,
Cambridge, 9(2), 68-75. Retrieved October 20, 2009, from ABI/INFORM Global.

(Document ID: 1617904771).

This article uses all three methods -- all of which stress firm market position -- to analyze the strategic position of Blockbuster, a media entertainment company undergoing an identity crisis in the new technological environment: "The Resource-Based View of the firm (RBV) divides internal organizational resources into tangible assets, intangible assets, and organization assets. Tangible assets include production facilities, raw materials, financial resources, and so on. Intangible assets are brand names, organizational moral, technical knowledge, and experience" (Xie & Lin 2008). Porter's model applies similar rigorous scrutiny to the external environment by focusing on "new entrants, bargaining power of buyers, bargaining power of suppliers, threat of substitutes, and rivalry among existing competitors," and SWOT's analysis of strengths, weaknesses, opportunities, and threats gives a future-focused perspective to the firm, enabling it to navigate its way through…