rategy as revolution, or innovation; strategy as resource allocation and accumulation; and finally, strategy as technology leadership. To best understand how these concepts are applied within an economic entity, one could analyze the case of the Lockheed Martin Corporation.
             The Lockheed Martin Corporation is the result of a 1995 merger between the Lockheed Corporation and Martin Marietta Corporation. The following year, the newly formed corporation finalized an acquisition of technology leader Loral, to now actually represent the mix of seventeen organizations formed and acquired since 1909. Today, the organization is the world's largest manufacturer of arms and it is a current supplier for the American Ministry of Defense and the country's military forces. "The Lockheed Martin Corporation is a diversified enterprise principally engaged in the conception, design, manufacture and integration of advanced technology products and services for the United States Government, foreign entities, and private industry" (Federation of American Scientists, 1999).
             The company conducts its operations through four principal departments: Aeronautics, Electronic Systems, Information Systems and Global Services, and finally, Space Systems. The organization employs 140,000 individuals in the U.S. and across the globe and in 2007, corporate sales were worth $41.9 billion; the value of a stock traded on the New York Stock Exchange was of $107.42 on the 23rd of May, 2008. The vision at Lockheed Martin is "Powered By Innovation, Guided By Integrity, We Help Our Customers Achieve Their Most Challenging Goals" and their values are to "do what's right, respect others and perform with excellence" (Official Website of the Lockheed Martin Corporation, 2008). The managers at the arm corporation make increased efforts to combine the full satisfaction of their customers' needs and wants, with a complete integratio...