Question 1

A ________ is a secret agreement among competitors to share information for a deceitful or illegal purpose.

Accepted Answer

A)  joint venture 
B)  collusion 
C)  strategic alliance 
D)  cartel 
A)  joint venture 
B)  collusion 
C)  strategic alliance 
D)  cartel

Question 2

Interdependencies are symbiotic when the outputs of one organization are inputs for another.

Accepted Answer

A) True 
 B)False

Question 3

Which of the following is most likely to increase environmental uncertainty?

Accepted Answer

A)  increase in the richness of the environment 
B)  decrease in the dynamism of the environment 
C)  decrease in the depth of the environment 
D)  increase in the complexity of the environment 
A)  increase in the richness of the environment 
B)  decrease in the dynamism of the environment 
C)  decrease in the depth of the environment 
D)  increase in the complexity of the environment

Question 4

Third-party linkage mechanisms tend to increase the complexity of the environment and thus reduce its richness.

Accepted Answer

A) True 
 B)False

Question 5

Symbiotic and competitive interdependencies exist in the specific environment.

Accepted Answer

A) True 
 B)False

Question 6

________ are a part of an organization's specific environment.

Accepted Answer

A)  Shop floor workers 
B)  Shareholders 
C)  Suppliers 
D)  Managers 
A)  Shop floor workers 
B)  Shareholders 
C)  Suppliers 
D)  Managers

Question 7

Global supply chain management is the process of coordinating the flow of raw materials, components, semifinished goods, and finished products around the world.

Accepted Answer

A) True 
 B)False

Question 8

By decreasing the number of suppliers, an organization can reduce the complexity of its environment.

Accepted Answer

A) True 
 B)False

Question 9

The Japanese system of keiretsu is a type of ________.

Accepted Answer

A)  long-term contract 
B)  collusion 
C)  minority ownership 
D)  joint venture 
A)  long-term contract 
B)  collusion 
C)  minority ownership 
D)  joint venture

Question 10

The forces that constitute the specific environment shape the general environment and affect the ability of all organizations in a particular environment to obtain resources.

Accepted Answer

A) True 
 B)False

Question 11

Formal linkage mechanisms minimize the transaction costs associated with reducing uncertainty, opportunism, and risk.

Accepted Answer

A) True 
 B)False

Question 12

Environmental complexity is a function of the strength, number, and interconnectedness of the specific and general forces that an organization has to manage.

Accepted Answer

A) True 
 B)False

Question 13

Which of the following strategies of managing competitive resource interdependencies involves a regulatory body that allows organizations to share information and regulate the way they compete?

Accepted Answer

A)  cartel 
B)  third-party linkage mechanism 
C)  joint venture 
D)  cooptation 
A)  cartel 
B)  third-party linkage mechanism 
C)  joint venture 
D)  cooptation

Question 14

The keiretsu system is a form of minority ownership.

Accepted Answer

A) True 
 B)False

Question 15

Shareholders are a part of an organization's specific environment.

Accepted Answer

A) True 
 B)False

Question 16

The specific environment consists of forces from ________.

Accepted Answer

A)  outside stakeholder groups that directly affect an organization's ability to secure resources 
B)  inside stakeholder groups that directly affect an organization's structure 
C)  general environment that directly affect an organization's human resource practices 
D)  inside stakeholder groups that directly affect an organization's competitive strategies 
A)  outside stakeholder groups that directly affect an organization's ability to secure resources 
B)  inside stakeholder groups that directly affect an organization's structure 
C)  general environment that directly affect an organization's human resource practices 
D)  inside stakeholder groups that directly affect an organization's competitive strategies

Question 17

One way to reduce uncertainty is to increase the number of specific and general environmental forces that are interconnected. Because, when forces begin to interact, the environment becomes more predictable.

Accepted Answer

A) True 
 B)False

Question 18

A collusion is an agreement that commits two or more companies to share their resources to develop joint new business opportunities.

Accepted Answer

A) True 
 B)False

Question 19

A trade organization is an example of a ________.

Accepted Answer

A)  cartel 
B)  joint venture 
C)  third-party linkage mechanism 
D)  collusion 
A)  cartel 
B)  joint venture 
C)  third-party linkage mechanism 
D)  collusion

Question 20

As a company begins to produce a wider variety of products for different groups of customers, its environmental complexity goes on decreasing.

Accepted Answer

A) True 
 B)False

A ________ is a secret agreement among competitors to share information for a deceitful or illegal purpose.

Interdependencies are symbiotic when the outputs of one organization are inputs for another.

Which of the following is most likely to increase environmental uncertainty?

Third-party linkage mechanisms tend to increase the complexity of the environment and thus reduce its richness.

Symbiotic and competitive interdependencies exist in the specific environment.

________ are a part of an organization's specific environment.

Global supply chain management is the process of coordinating the flow of raw materials, components, semifinished goods, and finished products around the world.

By decreasing the number of suppliers, an organization can reduce the complexity of its environment.

The Japanese system of keiretsu is a type of ________.

The forces that constitute the specific environment shape the general environment and affect the ability of all organizations in a particular environment to obtain resources.

Formal linkage mechanisms minimize the transaction costs associated with reducing uncertainty, opportunism, and risk.

Environmental complexity is a function of the strength, number, and interconnectedness of the specific and general forces that an organization has to manage.

Which of the following strategies of managing competitive resource interdependencies involves a regulatory body that allows organizations to share information and regulate the way they compete?

The keiretsu system is a form of minority ownership.

Shareholders are a part of an organization's specific environment.

The specific environment consists of forces from ________.

One way to reduce uncertainty is to increase the number of specific and general environmental forces that are interconnected. Because, when forces begin to interact, the environment becomes more predictable.

A collusion is an agreement that commits two or more companies to share their resources to develop joint new business opportunities.

A trade organization is an example of a ________.

As a company begins to produce a wider variety of products for different groups of customers, its environmental complexity goes on decreasing.

Organizations and Organizational Effectiveness

Stakeholders, Managers, and Ethics

Basic Challenges of Organizational Design

Designing Organizational Structure: Authority and Control

Designing Organizational Structure: Specialization and Coordination

Creating and Managing Organizational Culture

Organizational Design and Strategy in a Changing Global Environment

Organizational Design, Competences, and Technology

Types and Forms of Organizational Change

Organizational Transformations: Birth, Growth, Decline, and Death

Decision Making, Learning, Knowledge Management, and Information Technology

Innovation, Intrapreneurship, and Creativity

Managing Conflict, Power, and Politics

Filters

Exam 3: Organizing in a Changing Global Environment

A ________ is a secret agreement among competitors to share information for a deceitful or illegal purpose.

Interdependencies are symbiotic when the outputs of one organization are inputs for another.

Which of the following is most likely to increase environmental uncertainty?

Third-party linkage mechanisms tend to increase the complexity of the environment and thus reduce its richness.

Symbiotic and competitive interdependencies exist in the specific environment.

________ are a part of an organization's specific environment.

Global supply chain management is the process of coordinating the flow of raw materials, components, semifinished goods, and finished products around the world.

By decreasing the number of suppliers, an organization can reduce the complexity of its environment.

The Japanese system of keiretsu is a type of ________.

The forces that constitute the specific environment shape the general environment and affect the ability of all organizations in a particular environment to obtain resources.

Formal linkage mechanisms minimize the transaction costs associated with reducing uncertainty, opportunism, and risk.

Environmental complexity is a function of the strength, number, and interconnectedness of the specific and general forces that an organization has to manage.

Which of the following strategies of managing competitive resource interdependencies involves a regulatory body that allows organizations to share information and regulate the way they compete?

The keiretsu system is a form of minority ownership.

Shareholders are a part of an organization's specific environment.

The specific environment consists of forces from ________.

One way to reduce uncertainty is to increase the number of specific and general environmental forces that are interconnected. Because, when forces begin to interact, the environment becomes more predictable.

A collusion is an agreement that commits two or more companies to share their resources to develop joint new business opportunities.

A trade organization is an example of a ________.

As a company begins to produce a wider variety of products for different groups of customers, its environmental complexity goes on decreasing.

Organizations and Organizational Effectiveness

Stakeholders, Managers, and Ethics

Basic Challenges of Organizational Design

Designing Organizational Structure: Authority and Control

Designing Organizational Structure: Specialization and Coordination

Creating and Managing Organizational Culture

Organizational Design and Strategy in a Changing Global Environment

Organizational Design, Competences, and Technology

Types and Forms of Organizational Change

Organizational Transformations: Birth, Growth, Decline, and Death

Decision Making, Learning, Knowledge Management, and Information Technology

Innovation, Intrapreneurship, and Creativity

Managing Conflict, Power, and Politics

Filters