Question 1

​A SWOT analysis of the value chain engages managers in ascertaining a firm's strengths and weaknesses on an activity-by-activity basis.

Accepted Answer

A) True 
 B)False  True

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. A

Question 3

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. B

Question 4

​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.

Question 5

​If the VRIO framework is meant to help managers make decisions how best to use the firm's strengths and weaknesses when developing strategy,what are the three implications the text stresses that managers must keep in mind?

Accepted Answer

First,there is nothing very novel in the

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

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 9

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

Accepted Answer

A) True 
 B)False

Question 10

​ Methods that measure organizational learning,knowledge management,and managerial talents:

Accepted Answer

A)  ​Look at unobservable firm-specific characteristics. 
B)  ​Result in observable consequences of unobservable resources. 
C)  ​Are subject to methodological criticisms. 
D)  ​All of the above. 
A)  ​Look at unobservable firm-specific characteristics. 
B)  ​Result in observable consequences of unobservable resources. 
C)  ​Are subject to methodological criticisms. 
D)  ​All of the above.

Question 11

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

Accepted Answer

A) True 
 B)False

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

​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 14

​To choose and implement its strategies,Whole Foods uses:

Accepted Answer

A)  ​Tangible and intangible assets. 
B)  ​Capabilities. 
C)  ​Human resources and reputation. 
D)  ​All of the above. 
A)  ​Tangible and intangible assets. 
B)  ​Capabilities. 
C)  ​Human resources and reputation. 
D)  ​All of the above.

Question 15

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 16

​In SWOT analysis,the resource view focuses on OT: opportunities and threats.

Accepted Answer

A) True 
 B)False

Question 17

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 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

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.

Question 20

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

A SWOT analysis of the value chain engages managers in ascertaining a firm's strengths and weaknesses on an activity-by-activity basis.

Having valuable,but common resources/capabilities leads to:

Which of the following is not involved in hypercompetition?

Managers who are involved in value chain analysis:

If the VRIO framework is meant to help managers make decisions how best to use the firm's strengths and weaknesses when developing strategy,what are the three implications the text stresses that managers must keep in mind?

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?

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.

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

Methods that measure organizational learning,knowledge management,and managerial talents:

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

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

When a company's product is easily imitate:

To choose and implement its strategies,Whole Foods uses:

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

In SWOT analysis,the resource view focuses on OT: opportunities and threats.

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

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

Recent aspects of outsourcing include all of the following EXCEPT:

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:

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 SWOT analysis of the value chain engages managers in ascertaining a firm's strengths and weaknesses on an activity-by-activity basis.

Having valuable,but common resources/capabilities leads to:

Which of the following is not involved in hypercompetition?

​Managers who are involved in value chain analysis:

​If the VRIO framework is meant to help managers make decisions how best to use the firm's strengths and weaknesses when developing strategy,what are the three implications the text stresses that managers must keep in mind?

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?

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.​

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

​ Methods that measure organizational learning,knowledge management,and managerial talents:

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

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

​When a company's product is easily imitate:

​To choose and implement its strategies,Whole Foods uses:

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

​In SWOT analysis,the resource view focuses on OT: opportunities and threats.

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

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

Recent aspects of outsourcing include all of the following EXCEPT:

​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:

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 SWOT analysis of the value chain engages managers in ascertaining a firm's strengths and weaknesses on an activity-by-activity basis.

Managers who are involved in value chain analysis:

If the VRIO framework is meant to help managers make decisions how best to use the firm's strengths and weaknesses when developing strategy,what are the three implications the text stresses that managers must keep in mind?

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?

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.

Methods that measure organizational learning,knowledge management,and managerial talents:

When a company's product is easily imitate:

To choose and implement its strategies,Whole Foods uses:

In SWOT analysis,the resource view focuses on OT: opportunities and threats.

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

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: