Question 1

A value chain for Nike would include shoe manufacturing as a primary activity and Nike branded stores as a support activity.

Accepted Answer

A) True 
 B)False

Question 2

Conducting a value chain analysis helps a firm see how it is good at all its primary and support activities.

Accepted Answer

A) True 
 B)False

Question 3

IBM is an example of how capabilities may cease to add value and instead become core rigidities.

Accepted Answer

A) True 
 B)False

Question 4

In SWOT analysis, the industry view focuses on SW: strengths and weaknesses.

Accepted Answer

A) True 
 B)False

Question 5

A resource-based view is good at explaining what happened in the past, but has difficulty predicting what will happen in the future.

Accepted Answer

A) True 
 B)False

Question 6

In assessing and choosing a firm's strategy, a manager will usually find that benchmarking is:

Accepted Answer

A) ​Likely to be the most successful strategy. 
B) ​Can be a valuable part of evaluating a firm's capabilities. 
C)  ​Unimportant to any well-thought-out strategy. 
D)  ​The surest way to dilute strengths and magnify weaknesses. 
A) ​Likely to be the most successful strategy. 
B) ​Can be a valuable part of evaluating a firm's capabilities. 
C)  ​Unimportant to any well-thought-out strategy. 
D)  ​The surest way to dilute strengths and magnify weaknesses.

Question 7

The relationship between valuable resources and capabilities and firm performance is:

Accepted Answer

A) ​Only a factor for large manufacturing organizations. 
B) ​Most often a competitive disadvantage. 
C)  ​The primary factor is deciding whether to exit an industry. 
D)  ​Basis for determining whether activities are value-adding or non-value-adding. 
A) ​Only a factor for large manufacturing organizations. 
B) ​Most often a competitive disadvantage. 
C)  ​The primary factor is deciding whether to exit an industry. 
D)  ​Basis for determining whether activities are value-adding or non-value-adding.

Question 8

The proposition that firm performance is most fundamentally determined by firm-specific resources and capabilities is at the heart of the industry-based view.

Accepted Answer

A) True 
 B)False

Question 9

Critics of offshoring make all of the following arguments except:

Accepted Answer

A) If even core functions such as engineering, R&D, manufacturing, and marketing can-and often should-be moved outside the country, what is left of the firm? 
B) In some cases, it undermines national security. 
C)  Offshoring increasingly results in job losses in high-end areas such as design, R&D, and IT/BPO. 
D)  Many large US firms claim that they are "global companies" but they seem to be bound by "American values." 
A) If even core functions such as engineering, R&D, manufacturing, and marketing can-and often should-be moved outside the country, what is left of the firm? 
B) In some cases, it undermines national security. 
C)  Offshoring increasingly results in job losses in high-end areas such as design, R&D, and IT/BPO. 
D)  Many large US firms claim that they are "global companies" but they seem to be bound by "American values."

Question 10

Intangible resources and capabilities are assets that are more easily quantified.

Accepted Answer

A) True 
 B)False

Question 11

Tacit knowledge is probably the most _________ resource.

Accepted Answer

A) Static 
B) Organizationally complex resource 
C)  Hard-to-imitate 
D)  Outsourced 
A) Static 
B) Organizationally complex resource 
C)  Hard-to-imitate 
D)  Outsourced

Question 12

A fundamental question in a value chain analysis is whether a firm's resources and capabilities add value.

Accepted Answer

A) True 
 B)False

Question 13

One of the ways in which a firm makes it more difficult for other firms to imitate its resources and capabilities is through:

Accepted Answer

A) Direct duplication. 
B) Non-value-adding activities. 
C)  Causal ambiguity. 
D)  None of the above 
A) Direct duplication. 
B) Non-value-adding activities. 
C)  Causal ambiguity. 
D)  None of the above

Question 14

Offshoring and outsourcing interchangeable concepts.

Accepted Answer

A) True 
 B)False

Question 15

Firms that have a sustained competitive advantage will find that:

Accepted Answer

A) ​Anticipation of future needs is still necessary. 
B) ​The particular advantage will last indefinitely. 
C)  ​Sustained competitive advantage is realistic in today's global competition. 
D)  ​They have eliminated all non-value-adding activities. 
A) ​Anticipation of future needs is still necessary. 
B) ​The particular advantage will last indefinitely. 
C)  ​Sustained competitive advantage is realistic in today's global competition. 
D)  ​They have eliminated all non-value-adding activities.

Question 16

If Company A and Company B both have valuable assets that are identical, the text indicates that in order for A to gain a competitive advantage over B, A must:

Accepted Answer

A) Use its assets differently. 
B) Find some basis for suing B. 
C)  Get out of its existing business. 
D)  Increase its quantity of those assets. 
A) Use its assets differently. 
B) Find some basis for suing B. 
C)  Get out of its existing business. 
D)  Increase its quantity of those assets.

Question 17

Many multinationals consist of many people scattered in many different countries. As a result, their invisible relationships do not add value.

Accepted Answer

A) True 
 B)False

Question 18

Which of the following is considered a benefit of outsourcing activities?

Accepted Answer

A) ​Leverages activities of multiple clients for greater economies of scale. 
B) ​Shares activities with relatively generic attributes across industries. 
C)  ​Allows a firm to focus on its core activities. 
D)  ​All of the above. 
A) ​Leverages activities of multiple clients for greater economies of scale. 
B) ​Shares activities with relatively generic attributes across industries. 
C)  ​Allows a firm to focus on its core activities. 
D)  ​All of the above.

Question 19

Firm A designs an innovative product. Firm B manufacturers the product based on the designs provided by Firm A. Firm C markets the product in global markets. In this case, Firm B is considered to be the:

Accepted Answer

A) ​Original equipment manufacturer (OEM). 
B) ​Original design manufacturer (ODM). 
C)  ​Original brand manufacturer (OBM). 
D)  ​None of the above. 
A) ​Original equipment manufacturer (OEM). 
B) ​Original design manufacturer (ODM). 
C)  ​Original brand manufacturer (OBM). 
D)  ​None of the above.

Question 20

Which of the following is not involved in hypercompetition?

Accepted Answer

A) A shortened window during which a firm may command competitive advantage. 
B) Static yet deliberate maneuvering. 
C)  Unleashing a series of small, unpredictable, but powerful actions. 
D)  Attempts to erode rivals' competitive advantage. 
A) A shortened window during which a firm may command competitive advantage. 
B) Static yet deliberate maneuvering. 
C)  Unleashing a series of small, unpredictable, but powerful actions. 
D)  Attempts to erode rivals' competitive advantage.

A value chain for Nike would include shoe manufacturing as a primary activity and Nike branded stores as a support activity.

Conducting a value chain analysis helps a firm see how it is good at all its primary and support activities.

IBM is an example of how capabilities may cease to add value and instead become core rigidities.

In SWOT analysis, the industry view focuses on SW: strengths and weaknesses.

A resource-based view is good at explaining what happened in the past, but has difficulty predicting what will happen in the future.

In assessing and choosing a firm's strategy, a manager will usually find that benchmarking is:

The relationship between valuable resources and capabilities and firm performance is:

The proposition that firm performance is most fundamentally determined by firm-specific resources and capabilities is at the heart of the industry-based view.

Critics of offshoring make all of the following arguments except:

Intangible resources and capabilities are assets that are more easily quantified.

Tacit knowledge is probably the most _________ resource.

A fundamental question in a value chain analysis is whether a firm's resources and capabilities add value.

One of the ways in which a firm makes it more difficult for other firms to imitate its resources and capabilities is through:

Offshoring and outsourcing interchangeable concepts.

Firms that have a sustained competitive advantage will find that:

If Company A and Company B both have valuable assets that are identical, the text indicates that in order for A to gain a competitive advantage over B, A must:

Many multinationals consist of many people scattered in many different countries. As a result, their invisible relationships do not add value.

Which of the following is considered a benefit of outsourcing activities?

Firm A designs an innovative product. Firm B manufacturers the product based on the designs provided by Firm A. Firm C markets the product in global markets. In this case, Firm B is considered to be the:

Which of the following is not involved in hypercompetition?

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 value chain for Nike would include shoe manufacturing as a primary activity and Nike branded stores as a support activity.

Conducting a value chain analysis helps a firm see how it is good at all its primary and support activities.

IBM is an example of how capabilities may cease to add value and instead become core rigidities.

In SWOT analysis, the industry view focuses on SW: strengths and weaknesses.

A resource-based view is good at explaining what happened in the past, but has difficulty predicting what will happen in the future.

In assessing and choosing a firm's strategy, a manager will usually find that benchmarking is:

The relationship between valuable resources and capabilities and firm performance is:

The proposition that firm performance is most fundamentally determined by firm-specific resources and capabilities is at the heart of the industry-based view.

Critics of offshoring make all of the following arguments except:

Intangible resources and capabilities are assets that are more easily quantified.

Tacit knowledge is probably the most _________ resource.

A fundamental question in a value chain analysis is whether a firm's resources and capabilities add value.

One of the ways in which a firm makes it more difficult for other firms to imitate its resources and capabilities is through:

Offshoring and outsourcing interchangeable concepts.

Firms that have a sustained competitive advantage will find that:

If Company A and Company B both have valuable assets that are identical, the text indicates that in order for A to gain a competitive advantage over B, A must:

Many multinationals consist of many people scattered in many different countries. As a result, their invisible relationships do not add value.

Which of the following is considered a benefit of outsourcing activities?

Firm A designs an innovative product. Firm B manufacturers the product based on the designs provided by Firm A. Firm C markets the product in global markets. In this case, Firm B is considered to be the:

Which of the following is not involved in hypercompetition?

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