Question 1

A firm would prefer equity relationships if it fears that its intellectual property may be expropriated by partners.

Accepted Answer

A) True 
 B)False

Question 2

The first concern in determining whether a relationship should be based on contract or equity is:

Accepted Answer

A)  The kind of resources and capabilities that are shared. 
B)  Direct monitoring and control. 
C)  Real options. 
D)  Institutional constraints. 
A)  The kind of resources and capabilities that are shared. 
B)  Direct monitoring and control. 
C)  Real options. 
D)  Institutional constraints.

Question 3

​In order to extract the most benefit from alliances,managers need to:

Accepted Answer

A)  ​Focus on the social and psychological phenomenon of the relationship rather than the economic aspects. 
B)  ​Emphasize competition. 
C)  ​Foster trust with partners. 
D)  ​Practice opportunism. 
A)  ​Focus on the social and psychological phenomenon of the relationship rather than the economic aspects. 
B)  ​Emphasize competition. 
C)  ​Foster trust with partners. 
D)  ​Practice opportunism.

Question 4

​In the context of strategic alliances,a constellation is:

Accepted Answer

A)  ​An industry agreement in which firms compete against one another. 
B)  ​A two-firm equity-based partnership. 
C)  ​A strategic network. 
D)  ​All of the above. 
A)  ​An industry agreement in which firms compete against one another. 
B)  ​A two-firm equity-based partnership. 
C)  ​A strategic network. 
D)  ​All of the above.

Question 5

​In alliance formation,the question of whether to cooperate or not cooperate is essentially answered by whether a firm goes the route of market transactions/acquisitions or forms an alliance.

Accepted Answer

A) True 
 B)False

Question 6

An increase in the experience of one partner may bring instability into the relationship as it reduces the need to rely on the other partner.

Accepted Answer

A) True 
 B)False

Question 7

The term "strategic networks" is derived from the term "social networks" highlighting the social aspects of interfirm relationships.

Accepted Answer

A) True 
 B)False

Question 8

Successful alliances and networks normally avoid socially complex relations among partners.

Accepted Answer

A) True 
 B)False

Question 9

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 10

​What is opportunism in the context of alliances,and what can be done to minimize its threat?

Accepted Answer

​Opportunism is defined as self-interest

Question 11

​Keiretsu networks often consist of upstream vertical alliances.

Accepted Answer

A) True 
 B)False

Question 12

​Opportunism is seldom an issue with members of an alliance.

Accepted Answer

A) True 
 B)False

Question 13

​The first step in the dissolution of an alliance is:

Accepted Answer

A)  ​Going it alone. 
B)  ​Uncoupling. 
C)  ​Initiation. 
D)  ​Going public. 
A)  ​Going it alone. 
B)  ​Uncoupling. 
C)  ​Initiation. 
D)  ​Going public.

Question 14

​To ward off potential opportunism,a firm may place its critical skills and technologies in a "black box' sort of arrangement to which the alliance partner has no access.

Accepted Answer

A) True 
 B)False

Question 15

​Strong ties between alliance partners are:

Accepted Answer

A)  ​Less costly to maintain than weak ties. 
B)  ​Better for exploring new opportunities. 
C)  ​The initial foundation of many strategic alliances. 
D)  ​Needed for greater flexibility. 
A)  ​Less costly to maintain than weak ties. 
B)  ​Better for exploring new opportunities. 
C)  ​The initial foundation of many strategic alliances. 
D)  ​Needed for greater flexibility.

Question 16

​A horizontal alliance consists of members that are competitors.

Accepted Answer

A) True 
 B)False

Question 17

​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 18

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

Accepted Answer

A) True 
 B)False

Question 19

The ad hoc approach to organization allows firms to systematically learn from the experience.

Accepted Answer

A) True 
 B)False

Question 20

​A joint venture is a strategic alliance that is closest to a merger/acquisition.

Accepted Answer

A) True 
 B)False

A firm would prefer equity relationships if it fears that its intellectual property may be expropriated by partners.

The first concern in determining whether a relationship should be based on contract or equity is:

In order to extract the most benefit from alliances,managers need to:

In the context of strategic alliances,a constellation is:

In alliance formation,the question of whether to cooperate or not cooperate is essentially answered by whether a firm goes the route of market transactions/acquisitions or forms an alliance.

An increase in the experience of one partner may bring instability into the relationship as it reduces the need to rely on the other partner.

The term "strategic networks" is derived from the term "social networks" highlighting the social aspects of interfirm relationships.

Successful alliances and networks normally avoid socially complex relations among partners.

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

What is opportunism in the context of alliances,and what can be done to minimize its threat?

Keiretsu networks often consist of upstream vertical alliances.

Opportunism is seldom an issue with members of an alliance.

The first step in the dissolution of an alliance is:

To ward off potential opportunism,a firm may place its critical skills and technologies in a "black box' sort of arrangement to which the alliance partner has no access.

Strong ties between alliance partners are:

A horizontal alliance consists of members that are competitors.

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

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

The ad hoc approach to organization allows firms to systematically learn from the experience.

A joint venture is a strategic alliance that is closest to a merger/acquisition.

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

A firm would prefer equity relationships if it fears that its intellectual property may be expropriated by partners.

The first concern in determining whether a relationship should be based on contract or equity is:

​In order to extract the most benefit from alliances,managers need to:

​In the context of strategic alliances,a constellation is:

​In alliance formation,the question of whether to cooperate or not cooperate is essentially answered by whether a firm goes the route of market transactions/acquisitions or forms an alliance.

An increase in the experience of one partner may bring instability into the relationship as it reduces the need to rely on the other partner.

The term "strategic networks" is derived from the term "social networks" highlighting the social aspects of interfirm relationships.

Successful alliances and networks normally avoid socially complex relations among partners.

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

​What is opportunism in the context of alliances,and what can be done to minimize its threat?

​Keiretsu networks often consist of upstream vertical alliances.

​Opportunism is seldom an issue with members of an alliance.

​The first step in the dissolution of an alliance is:

​To ward off potential opportunism,a firm may place its critical skills and technologies in a "black box' sort of arrangement to which the alliance partner has no access.

​Strong ties between alliance partners are:

​A horizontal alliance consists of members that are competitors.

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

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

The ad hoc approach to organization allows firms to systematically learn from the experience.

​A joint venture is a strategic alliance that is closest to a merger/acquisition.

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

In order to extract the most benefit from alliances,managers need to:

In the context of strategic alliances,a constellation is:

In alliance formation,the question of whether to cooperate or not cooperate is essentially answered by whether a firm goes the route of market transactions/acquisitions or forms an alliance.

What is opportunism in the context of alliances,and what can be done to minimize its threat?

Keiretsu networks often consist of upstream vertical alliances.

Opportunism is seldom an issue with members of an alliance.

The first step in the dissolution of an alliance is:

To ward off potential opportunism,a firm may place its critical skills and technologies in a "black box' sort of arrangement to which the alliance partner has no access.

Strong ties between alliance partners are:

A horizontal alliance consists of members that are competitors.

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

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

A joint venture is a strategic alliance that is closest to a merger/acquisition.