Question 1

​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 2

According to the text,which of the following are intangible resources and capabilities?

Accepted Answer

A)  Trade secrets. 
B)  Organizational. 
C)  Formal structures. 
D)  All of the above. 
E)  None of the above. 
A)  Trade secrets. 
B)  Organizational. 
C)  Formal structures. 
D)  All of the above. 
E)  None of the above.

Question 3

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

Accepted Answer

A) True 
 B)False

Question 4

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

Accepted Answer

A) True 
 B)False

Question 5

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 6

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

Accepted Answer

A) True 
 B)False

Question 7

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 8

​Causal ambiguity is the hallmark of many industries with ambiguous industry structure and blurred boundaries.

Accepted Answer

A) True 
 B)False

Question 9

​Resource-based theorists readily admit that "the source of sustainable competitive advantage is likely to be found in different places at different points in time in different industries."

Accepted Answer

A) True 
 B)False

Question 10

​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 11

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 12

​Causal ambiguity refers to the difficulty of identifying the outcomes of causal determinants.

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

​Which view of strategy focuses on how individual firms differ from each other in one industry?

Accepted Answer

A)  ​Industry-based view. 
B)  ​Resource-based view. 
C)  ​Organizational-based view. 
D)  ​Institution-based view. 
A)  ​Industry-based view. 
B)  ​Resource-based view. 
C)  ​Organizational-based view. 
D)  ​Institution-based view.

Question 15

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

Accepted Answer

A) True 
 B)False

Question 16

​A firm with valuable,rare,and hard-to-imitate resources and capabilities will:

Accepted Answer

A)  ​Always have a sustained competitive advantage. 
B)  ​Have difficulty sustaining a competitive advantage if it is not well organized. 
C)  ​Outsource all activities except for core activities. 
D)  ​Be highly susceptible to commoditization. 
A)  ​Always have a sustained competitive advantage. 
B)  ​Have difficulty sustaining a competitive advantage if it is not well organized. 
C)  ​Outsource all activities except for core activities. 
D)  ​Be highly susceptible to commoditization.

Question 17

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 18

​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 19

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

Accepted Answer

A) True 
 B)False

Question 20

​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.

Firms that have a sustained competitive advantage will find that:

According to the text,which of the following are intangible resources and capabilities?

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

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

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

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

Tacit knowledge is probably the most _________ resource.

Causal ambiguity is the hallmark of many industries with ambiguous industry structure and blurred boundaries.

Resource-based theorists readily admit that "the source of sustainable competitive advantage is likely to be found in different places at different points in time in different industries."

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

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

Causal ambiguity refers to the difficulty of identifying the outcomes of causal determinants.

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

Which view of strategy focuses on how individual firms differ from each other in one industry?

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

A firm with valuable,rare,and hard-to-imitate resources and capabilities will:

Critics of offshoring make all of the following arguments except:

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

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

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

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

​Firms that have a sustained competitive advantage will find that:

According to the text,which of the following are intangible resources and capabilities?

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

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

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

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

Tacit knowledge is probably the most _________ resource.

​Causal ambiguity is the hallmark of many industries with ambiguous industry structure and blurred boundaries.

​Resource-based theorists readily admit that "the source of sustainable competitive advantage is likely to be found in different places at different points in time in different industries."

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

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

​Causal ambiguity refers to the difficulty of identifying the outcomes of causal determinants.

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

​Which view of strategy focuses on how individual firms differ from each other in one industry?

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

​A firm with valuable,rare,and hard-to-imitate resources and capabilities will:

Critics of offshoring make all of the following arguments except:

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

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

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

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

Firms that have a sustained competitive advantage will find that:

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

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

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

Causal ambiguity is the hallmark of many industries with ambiguous industry structure and blurred boundaries.

Resource-based theorists readily admit that "the source of sustainable competitive advantage is likely to be found in different places at different points in time in different industries."

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

Causal ambiguity refers to the difficulty of identifying the outcomes of causal determinants.

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

Which view of strategy focuses on how individual firms differ from each other in one industry?

A firm with valuable,rare,and hard-to-imitate resources and capabilities will:

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

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

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