Question 1

A small U.S. company located in the West has outsourced its payroll activities to a company in a Midwestern state. This action is known as:

Accepted Answer

A) ​Offshoring. 
B) ​Onshoring. 
C)  ​Reshoring. 
D)  ​Reshoring 
A) ​Offshoring. 
B) ​Onshoring. 
C)  ​Reshoring. 
D)  ​Reshoring

Question 2

Having valuable, but common resources/capabilities leads to:

Accepted Answer

A) Competitive parity. 
B) Competitive advantage. 
C)  Lack of competition. 
D)  Competitive disadvantage. 
A) Competitive parity. 
B) Competitive advantage. 
C)  Lack of competition. 
D)  Competitive disadvantage.

Question 3

The logic of the resource-based view is relatively static.

Accepted Answer

A) True 
 B)False

Question 4

When making strategic plans, a manager needs to integrate resources and capabilities that are valuable, rare, and difficult to imitate with those that do not have these attributes.​

Accepted Answer

A) True 
 B)False

Question 5

Strategy execution in a high-velocity industry would be characterized as linear rather than iterative in nature.

Accepted Answer

A) True 
 B)False

Question 6

The terms outsourcing and offshoring are:

Accepted Answer

A) ​Identical in meaning. 
B) ​Two completely separate concepts. 
C)  ​Closely related but not identical in meaning. 
D)  ​Descriptive of activities to be avoided. 
A) ​Identical in meaning. 
B) ​Two completely separate concepts. 
C)  ​Closely related but not identical in meaning. 
D)  ​Descriptive of activities to be avoided.

Question 7

Intangible assets include the technological resources a company has that no other company can claim.

Accepted Answer

A) True 
 B)False

Question 8

When a company's product is easily imitate:

Accepted Answer

A) ​Valuable and rare resources are not really a source of competitive advantage. 
B) ​The company needs more tangible resources. 
C)  ​The company benefits from causal ambiguity. 
D)  ​None of the above. 
A) ​Valuable and rare resources are not really a source of competitive advantage. 
B) ​The company needs more tangible resources. 
C)  ​The company benefits from causal ambiguity. 
D)  ​None of the above.

Question 9

Critics of outsourcing agree that firms who outsource aspects of their activities are ineffective at:

Accepted Answer

A) Exploiting cheap labor. 
B) Treating people as "tradable commodities." 
C)  Upholding corporate social responsibility. 
D)  Protecting customer privacy. 
A) Exploiting cheap labor. 
B) Treating people as "tradable commodities." 
C)  Upholding corporate social responsibility. 
D)  Protecting customer privacy.

Question 10

Which of the following statements about resources is true?

Accepted Answer

A) ​The dynamics capabilities view makes no distinction between resources and capabilities. 
B) ​Scholars agree that the terms resources and capabilities are interchangeable. 
C)  ​A firm uses its tangible assets to choose and implement its strategies. 
D)  ​Intangible resources include a firm's technological capabilities. 
A) ​The dynamics capabilities view makes no distinction between resources and capabilities. 
B) ​Scholars agree that the terms resources and capabilities are interchangeable. 
C)  ​A firm uses its tangible assets to choose and implement its strategies. 
D)  ​Intangible resources include a firm's technological capabilities.

Question 11

A firm's__________ are its tangible and intangible assets a firm uses to choose and implement its strategies.

Accepted Answer

A) Resources 
B) Dynamic capabilities 
C)  Core competencies 
D)  Net worth 
A) Resources 
B) Dynamic capabilities 
C)  Core competencies 
D)  Net worth

Question 12

The performance of a firm is not altered negatively or positively by non-value-adding assets.

Accepted Answer

A) True 
 B)False

Question 13

Tightly bundled resources/capabilities may be a disadvantage in high velocity environments.

Accepted Answer

A) True 
 B)False

Question 14

Valuable, rare, but imitable resources/capabilities may provide temporary competitive advantage.

Accepted Answer

A) True 
 B)False

Question 15

Which of the following is a leading debate about the resource-based view of strategy?

Accepted Answer

A) ​The identification of a clearly defined industry. 
B) ​The necessity of choosing a cost leadership or differentiation strategy. 
C)  ​The benefits of strategic groups within an industry. 
D)  ​The need to move toward dynamic, rather than static, capabilities. 
A) ​The identification of a clearly defined industry. 
B) ​The necessity of choosing a cost leadership or differentiation strategy. 
C)  ​The benefits of strategic groups within an industry. 
D)  ​The need to move toward dynamic, rather than static, capabilities.

Question 16

The VRIO framework does not include capabilities and resources that are:

Accepted Answer

A) Valuable. 
B) Rare. 
C)  Imitable. 
D)  Organizationally embedded. 
A) Valuable. 
B) Rare. 
C)  Imitable. 
D)  Organizationally embedded.

Question 17

In the opening case, which of the following attributes describe IBM is part of the strategy Burberry uses?

Accepted Answer

A) Outsourcing. 
B) Imitation of luxury market competitors. 
C)  Focus on high value and rarity. 
D)  Proliferation of unrelated products. 
A) Outsourcing. 
B) Imitation of luxury market competitors. 
C)  Focus on high value and rarity. 
D)  Proliferation of unrelated products.

Question 18

Companies in developing countries are the most frequent users of offshoring opportunities.

Accepted Answer

A) True 
 B)False

Question 19

Most goods and services are produced through a chain of vertical activities which add value.

Accepted Answer

A) True 
 B)False

Question 20

How a firm performs different value-adding activities relative to rivals determines the scope of a firm.

Accepted Answer

A) True 
 B)False

A small U.S. company located in the West has outsourced its payroll activities to a company in a Midwestern state. This action is known as:

Having valuable, but common resources/capabilities leads to:

The logic of the resource-based view is relatively static.

When making strategic plans, a manager needs to integrate resources and capabilities that are valuable, rare, and difficult to imitate with those that do not have these attributes.

Strategy execution in a high-velocity industry would be characterized as linear rather than iterative in nature.

The terms outsourcing and offshoring are:

Intangible assets include the technological resources a company has that no other company can claim.

When a company's product is easily imitate:

Critics of outsourcing agree that firms who outsource aspects of their activities are ineffective at:

Which of the following statements about resources is true?

A firm's__________ are its tangible and intangible assets a firm uses to choose and implement its strategies.

The performance of a firm is not altered negatively or positively by non-value-adding assets.

Tightly bundled resources/capabilities may be a disadvantage in high velocity environments.

Valuable, rare, but imitable resources/capabilities may provide temporary competitive advantage.

Which of the following is a leading debate about the resource-based view of strategy?

The VRIO framework does not include capabilities and resources that are:

In the opening case, which of the following attributes describe IBM is part of the strategy Burberry uses?

Companies in developing countries are the most frequent users of offshoring opportunities.

Most goods and services are produced through a chain of vertical activities which add value.

How a firm performs different value-adding activities relative to rivals determines the scope of a firm.

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

A small U.S. company located in the West has outsourced its payroll activities to a company in a Midwestern state. This action is known as:

Having valuable, but common resources/capabilities leads to:

The logic of the resource-based view is relatively static.

When making strategic plans, a manager needs to integrate resources and capabilities that are valuable, rare, and difficult to imitate with those that do not have these attributes.​

Strategy execution in a high-velocity industry would be characterized as linear rather than iterative in nature.

The terms outsourcing and offshoring are:

Intangible assets include the technological resources a company has that no other company can claim.

When a company's product is easily imitate:

Critics of outsourcing agree that firms who outsource aspects of their activities are ineffective at:

Which of the following statements about resources is true?

A firm's__________ are its tangible and intangible assets a firm uses to choose and implement its strategies.

The performance of a firm is not altered negatively or positively by non-value-adding assets.

Tightly bundled resources/capabilities may be a disadvantage in high velocity environments.

Valuable, rare, but imitable resources/capabilities may provide temporary competitive advantage.

Which of the following is a leading debate about the resource-based view of strategy?

The VRIO framework does not include capabilities and resources that are:

In the opening case, which of the following attributes describe IBM is part of the strategy Burberry uses?

Companies in developing countries are the most frequent users of offshoring opportunities.

Most goods and services are produced through a chain of vertical activities which add value.

How a firm performs different value-adding activities relative to rivals determines the scope of a firm.

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

When making strategic plans, a manager needs to integrate resources and capabilities that are valuable, rare, and difficult to imitate with those that do not have these attributes.