Question 1

Managers who are involved in value chain analysis:

Accepted Answer

A) ​Benchmark the firm's overall capabilities. 
B) ​Assess their firm's resources and capabilities at a micro, activity-based level 
C)  ​Look for ways to commoditize a firm's product lines. 
D)  ​None of the above. 
A) ​Benchmark the firm's overall capabilities. 
B) ​Assess their firm's resources and capabilities at a micro, activity-based level 
C)  ​Look for ways to commoditize a firm's product lines. 
D)  ​None of the above. B

Question 2

TheChapter indicates that Burberry is an example of causal ambiguity.

Accepted Answer

A) True 
 B)False  True

Question 3

Brick-and-mortar assets are considered tangible, whereas financial assets are considered intangible.

Accepted Answer

A) True 
 B)False  False

Question 4

Imitation is not likely to be a successful strategy over the long term.

Accepted Answer

A) True 
 B)False

Question 5

Taking advantage of strengths embodied in resources/capabilities and overcoming weaknesses deals with which fundamental question?

Accepted Answer

A) Why do firms differ? 
B) What determines the scope of the firm? 
C)  How do firms behave? 
D)  What determines the international success and failure of firms? 
A) Why do firms differ? 
B) What determines the scope of the firm? 
C)  How do firms behave? 
D)  What determines the international success and failure of firms?

Question 6

What do you think about the use of offshoring by MNEs? Is it a threat to jobs in the United States? Has it benefited MNEs and other countries more than the United States?

Accepted Answer

At one time, it was felt that offshoring

Question 7

Based on the dynamic capabilities view, how would you say that industries in slow-moving industries differ from those in fast-moving, high-velocity industries?

Accepted Answer

​The hallmark for resources in relativel

Question 8

In the VRIO framework, the questions of value and rarity are:

Accepted Answer

A) ​Determinants of the level of competitive advantage. 
B) ​Mostly unrelated issues. 
C)  ​Less important than whether a firm's activity can be imitated. 
D)  ​Essentially the same question. 
A) ​Determinants of the level of competitive advantage. 
B) ​Mostly unrelated issues. 
C)  ​Less important than whether a firm's activity can be imitated. 
D)  ​Essentially the same question.

Question 9

The VRIO framework is based on a(n):

Accepted Answer

A) ​Captive-sourcing view. 
B) ​Industry-based view. 
C)  ​Resource-based view. 
D)  ​Institutional-based view. 
A) ​Captive-sourcing view. 
B) ​Industry-based view. 
C)  ​Resource-based view. 
D)  ​Institutional-based view.

Question 10

Describe captive sourcing and provide an example of how a company might use it.

Accepted Answer

​Captive sourcing"- setting up subsidiar

Question 11

The resource-based view sees capabilities as a firm's tangible and intangible assets that it uses to choose and implement its strategies.

Accepted Answer

A) True 
 B)False

Question 12

One of the most valuable and organizationally complex resources that is difficult for other firms to imitate is tacit knowledge within a given firm.

Accepted Answer

A) True 
 B)False

Question 13

Which of the following is an excellent example of a firm's tacit knowledge?

Accepted Answer

A) ​The static nature of the firm's resources. 
B) ​Familiarity with the preferences of the firm's customers. 
C)  ​Hard-to-imitate aspect of the firm's premier product. 
D)  ​The firm's reputation within the industry. 
A) ​The static nature of the firm's resources. 
B) ​Familiarity with the preferences of the firm's customers. 
C)  ​Hard-to-imitate aspect of the firm's premier product. 
D)  ​The firm's reputation within the industry.

Question 14

Outsourcing is possible for both manufacturing and servicing activities.

Accepted Answer

A) True 
 B)False

Question 15

Traditional resource-based view:

Accepted Answer

A) Overemphasizes leveraging existing resources/capabilities. 
B) Overemphasizes developing new resources/capabilities. 
C)  Does not include an assessment of a firm's capabilities. 
D)  Is primarily focused on a firm's tangible resources and capabilities. 
A) Overemphasizes leveraging existing resources/capabilities. 
B) Overemphasizes developing new resources/capabilities. 
C)  Does not include an assessment of a firm's capabilities. 
D)  Is primarily focused on a firm's tangible resources and capabilities.

Question 16

International outsourcing involves:

Accepted Answer

A) Offshoring. 
B) Onshoring. 
C)  Reshoring. 
D)  Captive sourcing. 
A) Offshoring. 
B) Onshoring. 
C)  Reshoring. 
D)  Captive sourcing.

Question 17

Examining whether a firm has resources and capabilities to perform a particular activity in a manner superior to competitors is known as _________ in SWOT analysis.

Accepted Answer

A) Parity 
B) Competition 
C)  Benchmarking 
D)  Standardization 
A) Parity 
B) Competition 
C)  Benchmarking 
D)  Standardization

Question 18

A common mistake made when evaluating a firm's capabilities is failing to assess them relative to the capabilities of the firm's rivals.
​

Accepted Answer

A) True 
 B)False

Question 19

For any given activity, one of the four choices for managers in terms of modes and locations includes onshoring.

Accepted Answer

A) True 
 B)False

Question 20

Recent aspects of outsourcing include all of the following EXCEPT:

Accepted Answer

A) "Business process outsourcing" (BPO). 
B) High-end services to countries such as India. 
C)  Digitization and commoditization of service work. 
D)  Definite long-term benefits. 
A) "Business process outsourcing" (BPO). 
B) High-end services to countries such as India. 
C)  Digitization and commoditization of service work. 
D)  Definite long-term benefits.

Managers who are involved in value chain analysis:

TheChapter indicates that Burberry is an example of causal ambiguity.

Brick-and-mortar assets are considered tangible, whereas financial assets are considered intangible.

Imitation is not likely to be a successful strategy over the long term.

Taking advantage of strengths embodied in resources/capabilities and overcoming weaknesses deals with which fundamental question?

What do you think about the use of offshoring by MNEs? Is it a threat to jobs in the United States? Has it benefited MNEs and other countries more than the United States?

Based on the dynamic capabilities view, how would you say that industries in slow-moving industries differ from those in fast-moving, high-velocity industries?

In the VRIO framework, the questions of value and rarity are:

The VRIO framework is based on a(n):

Describe captive sourcing and provide an example of how a company might use it.

The resource-based view sees capabilities as a firm's tangible and intangible assets that it uses to choose and implement its strategies.

One of the most valuable and organizationally complex resources that is difficult for other firms to imitate is tacit knowledge within a given firm.

Which of the following is an excellent example of a firm's tacit knowledge?

Outsourcing is possible for both manufacturing and servicing activities.

Traditional resource-based view:

International outsourcing involves:

Examining whether a firm has resources and capabilities to perform a particular activity in a manner superior to competitors is known as _________ in SWOT analysis.

A common mistake made when evaluating a firm's capabilities is failing to assess them relative to the capabilities of the firm's rivals.

For any given activity, one of the four choices for managers in terms of modes and locations includes onshoring.

Recent aspects of outsourcing include all of the following EXCEPT:

Strategizing Around the Globe

Managing Industry Competition

Emphasizing Institutions, Cultures, and Ethics

Growing and Internationalizingthe Entrepreneurial Firm

Entering Foreign Markets

Making Strategic Alliancee and Networks Work

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 3: Leveraging Resources and Capabilities

Managers who are involved in value chain analysis:

TheChapter indicates that Burberry is an example of causal ambiguity.

Brick-and-mortar assets are considered tangible, whereas financial assets are considered intangible.

Imitation is not likely to be a successful strategy over the long term.

Taking advantage of strengths embodied in resources/capabilities and overcoming weaknesses deals with which fundamental question?

What do you think about the use of offshoring by MNEs? Is it a threat to jobs in the United States? Has it benefited MNEs and other countries more than the United States?

Based on the dynamic capabilities view, how would you say that industries in slow-moving industries differ from those in fast-moving, high-velocity industries?

In the VRIO framework, the questions of value and rarity are:

The VRIO framework is based on a(n):

Describe captive sourcing and provide an example of how a company might use it.

The resource-based view sees capabilities as a firm's tangible and intangible assets that it uses to choose and implement its strategies.

One of the most valuable and organizationally complex resources that is difficult for other firms to imitate is tacit knowledge within a given firm.

Which of the following is an excellent example of a firm's tacit knowledge?

Outsourcing is possible for both manufacturing and servicing activities.

Traditional resource-based view:

International outsourcing involves:

Examining whether a firm has resources and capabilities to perform a particular activity in a manner superior to competitors is known as _________ in SWOT analysis.

A common mistake made when evaluating a firm's capabilities is failing to assess them relative to the capabilities of the firm's rivals. ​

For any given activity, one of the four choices for managers in terms of modes and locations includes onshoring.

Recent aspects of outsourcing include all of the following EXCEPT:

Strategizing Around the Globe

Managing Industry Competition

Emphasizing Institutions, Cultures, and Ethics

Growing and Internationalizingthe Entrepreneurial Firm

Entering Foreign Markets

Making Strategic Alliancee and Networks Work

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

A common mistake made when evaluating a firm's capabilities is failing to assess them relative to the capabilities of the firm's rivals.