Question 1

The performance of an alliance can probably be best measured

Accepted Answer

A) ​By objective measures only. 
B) ​Through an assessment of learning and experience. 
C)  ​Through an assessment of relational capabilities. 
D)  ​By a combination of objective and subjective measures. 
A) ​By objective measures only. 
B) ​Through an assessment of learning and experience. 
C)  ​Through an assessment of relational capabilities. 
D)  ​By a combination of objective and subjective measures. D

Question 2

Contract- or non-equity-based approaches allow firms to have more direct control over joint activities.
​

Accepted Answer

A) True 
 B)False  False

Question 3

In measuring the performance of strategic alliances and networks, subjective measures include:

Accepted Answer

A) Market performance. 
B) Stability. 
C)  Longevity. 
D)  The level of managers' satisfaction. 
A) Market performance. 
B) Stability. 
C)  Longevity. 
D)  The level of managers' satisfaction. D

Question 4

Strong ties are more beneficial to environments conductive for exploitation whereas weak ties are more suitable for exploration.

Accepted Answer

A) True 
 B)False

Question 5

Which represents an alliance with suppliers?

Accepted Answer

A) Horizontal alliances. 
B) Upstream vertical. 
C)  Downstream vertical. 
D)  None of the above 
A) Horizontal alliances. 
B) Upstream vertical. 
C)  Downstream vertical. 
D)  None of the above

Question 6

Among the ways to improve the odds of a successful alliance, which of the following would be considered a "don't"?

Accepted Answer

A) ​Rely on a detailed contract to ensure a successful relationship. 
B) ​Identify symptoms of frequent criticisms. 
C)  ​Continuously work on nurturing the relationship. 
D)  ​Avoid escalation of conflicts. 
A) ​Rely on a detailed contract to ensure a successful relationship. 
B) ​Identify symptoms of frequent criticisms. 
C)  ​Continuously work on nurturing the relationship. 
D)  ​Avoid escalation of conflicts.

Question 7

For non-equity-based alliances, the importance of direct organizational monitoring and control is:

Accepted Answer

A) ​Low. 
B) ​Moderate. 
C)  High. 
D)  ​Irrelevant. 
A) ​Low. 
B) ​Moderate. 
C)  High. 
D)  ​Irrelevant.

Question 8

A lower level of ____contribution may indicate a firm's relative lack of commitment:

Accepted Answer

A) Equity 
B) Learning and experience 
C)  Nationality similarities. 
D)  Relational capabilities 
A) Equity 
B) Learning and experience 
C)  Nationality similarities. 
D)  Relational capabilities

Question 9

Describe some objective measures and some subjective measures for measuring the level of an alliance's performance.

Accepted Answer

​First, the level of equity may be cruci

Question 10

For parent firms, a higher level of collaboration and shared technology is often associated with:

Accepted Answer

A) ​Lower profitability and market share. 
B) ​Better profitability and market share. 
C)  ​Poor stock market response. 
D)  ​Lower profitability but higher market share. 
A) ​Lower profitability and market share. 
B) ​Better profitability and market share. 
C)  ​Poor stock market response. 
D)  ​Lower profitability but higher market share.

Question 11

A firm that does not exercise a real option faces punitive consequences.

Accepted Answer

A) True 
 B)False

Question 12

The strategic choice concerning whether to form cooperative interfirm relationships or to rely on pure market transactions or M&As to grow the firm is part of:

Accepted Answer

A) Stage One. 
B) Stage Two. 
C)  Stage Three. 
D)  Stage Four. 
A) Stage One. 
B) Stage Two. 
C)  Stage Three. 
D)  Stage Four.

Question 13

After the initial set of opportunities are exploited and exhausted by the partners to a joint venture, they tend to seek out relationships with weak ties among a diverse set of players.

Accepted Answer

A) True 
 B)False

Question 14

Why is the concept of "learning by doing" so important to forming alliances?

Accepted Answer

​The most effective way to learn complex

Question 15

Because each firm is likely to have multiple interfirm relationships, it is important to not manage the relationships as a corporate portfolio.

Accepted Answer

A) True 
 B)False

Question 16

What are the implications a strategist needs to keep in mind when considering strategic alliances?

Accepted Answer

​First, improving relational (collaborat

Question 17

As a type of relationship tie, exploitation refers to such things as:

Accepted Answer

A) Selfishness. 
B) Lack of choice. 
C)  Inefficiency. 
D)  Execution. 
A) Selfishness. 
B) Lack of choice. 
C)  Inefficiency. 
D)  Execution.

Question 18

The more tacit the resources and capabilities are, the less likely firms will prefer equity involvement in establishing relationships.

Accepted Answer

A) True 
 B)False

Question 19

International alliances tend to have:

Accepted Answer

A) ​More problems than domestic ones. 
B) ​Greater longevity. 
C)  ​Experiences that affect performance in a linear way. 
D)  ​Easier-to-measure relational capabilities. 
A) ​More problems than domestic ones. 
B) ​Greater longevity. 
C)  ​Experiences that affect performance in a linear way. 
D)  ​Easier-to-measure relational capabilities.

Question 20

Which is not an advantage of strategic alliances and networks?

Accepted Answer

A) Reduce costs, risks and uncertainties. 
B) Costs of negotiation and coordination. 
C)  Gain access to complementary assets and capabilities. 
D)  Possibilities to use alliances and networks as real options. 
A) Reduce costs, risks and uncertainties. 
B) Costs of negotiation and coordination. 
C)  Gain access to complementary assets and capabilities. 
D)  Possibilities to use alliances and networks as real options.

The performance of an alliance can probably be best measured

Contract- or non-equity-based approaches allow firms to have more direct control over joint activities.

In measuring the performance of strategic alliances and networks, subjective measures include:

Strong ties are more beneficial to environments conductive for exploitation whereas weak ties are more suitable for exploration.

Which represents an alliance with suppliers?

Among the ways to improve the odds of a successful alliance, which of the following would be considered a "don't"?

For non-equity-based alliances, the importance of direct organizational monitoring and control is:

A lower level of ____contribution may indicate a firm's relative lack of commitment:

Describe some objective measures and some subjective measures for measuring the level of an alliance's performance.

For parent firms, a higher level of collaboration and shared technology is often associated with:

A firm that does not exercise a real option faces punitive consequences.

The strategic choice concerning whether to form cooperative interfirm relationships or to rely on pure market transactions or M&As to grow the firm is part of:

After the initial set of opportunities are exploited and exhausted by the partners to a joint venture, they tend to seek out relationships with weak ties among a diverse set of players.

Why is the concept of "learning by doing" so important to forming alliances?

Because each firm is likely to have multiple interfirm relationships, it is important to not manage the relationships as a corporate portfolio.

What are the implications a strategist needs to keep in mind when considering strategic alliances?

As a type of relationship tie, exploitation refers to such things as:

The more tacit the resources and capabilities are, the less likely firms will prefer equity involvement in establishing relationships.

International alliances tend to have:

Which is not an advantage of strategic alliances and networks?

Strategizing Around the Globe

Managing Industry Competition

Leveraging Resources and Capabilities

Emphasizing Institutions, Cultures, and Ethics

Growing and Internationalizingthe Entrepreneurial Firm

Entering Foreign Markets

Managing Global Competitive Dynamics

Diversifying, Acquiring, and Restructuring

Strategizing, Structuring, and Learningaround the World

Governing the Corporation Around the World

Strategizing With Corporate Social Responsibility

Filters

Exam 7: Making Strategic Alliancee and Networks Work

The performance of an alliance can probably be best measured

Contract- or non-equity-based approaches allow firms to have more direct control over joint activities. ​

In measuring the performance of strategic alliances and networks, subjective measures include:

Strong ties are more beneficial to environments conductive for exploitation whereas weak ties are more suitable for exploration.

Which represents an alliance with suppliers?

Among the ways to improve the odds of a successful alliance, which of the following would be considered a "don't"?

For non-equity-based alliances, the importance of direct organizational monitoring and control is:

A lower level of ____contribution may indicate a firm's relative lack of commitment:

Describe some objective measures and some subjective measures for measuring the level of an alliance's performance.

For parent firms, a higher level of collaboration and shared technology is often associated with:

A firm that does not exercise a real option faces punitive consequences.

The strategic choice concerning whether to form cooperative interfirm relationships or to rely on pure market transactions or M&As to grow the firm is part of:

After the initial set of opportunities are exploited and exhausted by the partners to a joint venture, they tend to seek out relationships with weak ties among a diverse set of players.

Why is the concept of "learning by doing" so important to forming alliances?

Because each firm is likely to have multiple interfirm relationships, it is important to not manage the relationships as a corporate portfolio.

What are the implications a strategist needs to keep in mind when considering strategic alliances?

As a type of relationship tie, exploitation refers to such things as:

The more tacit the resources and capabilities are, the less likely firms will prefer equity involvement in establishing relationships.

International alliances tend to have:

Which is not an advantage of strategic alliances and networks?

Strategizing Around the Globe

Managing Industry Competition

Leveraging Resources and Capabilities

Emphasizing Institutions, Cultures, and Ethics

Growing and Internationalizingthe Entrepreneurial Firm

Entering Foreign Markets

Managing Global Competitive Dynamics

Diversifying, Acquiring, and Restructuring

Strategizing, Structuring, and Learningaround the World

Governing the Corporation Around the World

Strategizing With Corporate Social Responsibility

Filters

Contract- or non-equity-based approaches allow firms to have more direct control over joint activities.