Question 1

From the customer's point of view,a capability can be a core competence if it is:

Accepted Answer

A)  easily accessible to workers. 
B)  supported by the top management team. 
C)  valuable and nonsubstitutable. 
D)  a stable feature of the firm's environment. 
A)  easily accessible to workers. 
B)  supported by the top management team. 
C)  valuable and nonsubstitutable. 
D)  a stable feature of the firm's environment.

Question 2

The proper matching of what a firm can do with what it might do allows the:

Accepted Answer

A)  development of a top management team. 
B)  development of a successful low-cost strategy. 
C)  development of strategic intent,strategic mission,and the formulation of strategies. 
D)  formation of a strategic group. 
A)  development of a top management team. 
B)  development of a successful low-cost strategy. 
C)  development of strategic intent,strategic mission,and the formulation of strategies. 
D)  formation of a strategic group.

Question 3

McKinsey & Co.'s corporate culture is an example of a ____ capability.

Accepted Answer

A)  valuable 
B)  substitutable 
C)  costly to imitate 
D)  rare 
A)  valuable 
B)  substitutable 
C)  costly to imitate 
D)  rare

Question 4

The firm's reputation for quality is:

Accepted Answer

A)  an example of a tangible resource. 
B)  not an issue of principal concern for a firm. 
C)  an example of an intangible resource that can provide a competitive advantage. 
D)  a resource for the firm on which funds can easily be borrowed. 
A)  an example of a tangible resource. 
B)  not an issue of principal concern for a firm. 
C)  an example of an intangible resource that can provide a competitive advantage. 
D)  a resource for the firm on which funds can easily be borrowed.

Question 5

Capabilities that other firms cannot develop easily are classified as:

Accepted Answer

A)  costly to imitate. 
B)  rare. 
C)  valuable. 
D)  nonsubstitutable. 
A)  costly to imitate. 
B)  rare. 
C)  valuable. 
D)  nonsubstitutable.

Question 6

The condition of uncertainty in managerial decision-making occurs when:

Accepted Answer

A)  it is difficult to determine which core competency to nurture. 
B)  a wide range of internal issues must be examined. 
C)  there are changes in technologies,economic and political trends,and societal values. 
D)  managers are unable to determine the best course of action to take. 
A)  it is difficult to determine which core competency to nurture. 
B)  a wide range of internal issues must be examined. 
C)  there are changes in technologies,economic and political trends,and societal values. 
D)  managers are unable to determine the best course of action to take.

Question 7

____ is an example of a capability that is based in the functional area of distribution.

Accepted Answer

A)  Effective use of logistics management techniques 
B)  Effective control of inventories through point-of-purchase data collection 
C)  Effective organizational structure 
D)  Product and design quality 
A)  Effective use of logistics management techniques 
B)  Effective control of inventories through point-of-purchase data collection 
C)  Effective organizational structure 
D)  Product and design quality

Question 8

According to the textbook,UPS has built its success on the competitive fundamental strength of a unique:

Accepted Answer

A)  value proposition 
B)  organizational strategy 
C)  organizational culture. 
D)  strategic intent 
A)  value proposition 
B)  organizational strategy 
C)  organizational culture. 
D)  strategic intent

Question 9

Examples of support activities include all of the following EXCEPT:

Accepted Answer

A)  technology development. 
B)  infrastructure. 
C)  service after the sale. 
D)  procurement. 
A)  technology development. 
B)  infrastructure. 
C)  service after the sale. 
D)  procurement.

Question 10

Global business leaders increasingly believe ____ may be the root of all competitive advantages.

Accepted Answer

A)  knowledge 
B)  workforce skills 
C)  capital resources 
D)  business relationships 
A)  knowledge 
B)  workforce skills 
C)  capital resources 
D)  business relationships

Question 11

According to the discussion in the textbook,Polaroid:

Accepted Answer

A)  did not recognize the shift from analog to digital technologies early enough. 
B)  was not able to overcome the inertia of its analog imaging capabilities so it could develop capabilities in digital imaging. 
C)  conducted inadequate internal analysis. 
D)  in the end,successfully negotiated the change in the competitive environment. 
A)  did not recognize the shift from analog to digital technologies early enough. 
B)  was not able to overcome the inertia of its analog imaging capabilities so it could develop capabilities in digital imaging. 
C)  conducted inadequate internal analysis. 
D)  in the end,successfully negotiated the change in the competitive environment.

Question 12

Why is it important to prevent core competencies from becoming core rigidities?

Accepted Answer

All core competencies have the potential

Question 13

Capabilities are non-substitutable when:

Accepted Answer

A)  there are no direct substitutes in the five forces model. 
B)  the firm's products cannot be a substitute for others' products. 
C)  the switching costs in the industry are very high. 
D)  they do not have strategic equivalents. 
A)  there are no direct substitutes in the five forces model. 
B)  the firm's products cannot be a substitute for others' products. 
C)  the switching costs in the industry are very high. 
D)  they do not have strategic equivalents.

Question 14

Not all resources and capabilities are core competencies.

Accepted Answer

A) True 
 B)False

Question 15

What causes core capabilities to become core rigidities?

Accepted Answer

A)  Changes in the external and internal environment 
B)  Inertia and competition 
C)  Strategic myopia and managerial inflexibility 
D)  Lack of knowledge and poor use of assets 
A)  Changes in the external and internal environment 
B)  Inertia and competition 
C)  Strategic myopia and managerial inflexibility 
D)  Lack of knowledge and poor use of assets

Question 16

Capabilities of an organization emerge over time through complex interactions between and among tangible and intangible resources.

Accepted Answer

A) True 
 B)False

Question 17

McKinsey and Company recommends that firms identify ____ competencies around which their strategic actions can be framed.

Accepted Answer

A)  1 or 2 
B)  3 or 4 
C)  6 or 7 
D)  10 
A)  1 or 2 
B)  3 or 4 
C)  6 or 7 
D)  10

Question 18

Resources and capabilities are core competencies only when their use:

Accepted Answer

A)  leads to a competitive advantage for the firm. 
B)  permits diffusion of threats in the external environment. 
C)  provides opportunities to defeat competitors. 
D)  encourages quick responses to changes in the global economy. 
A)  leads to a competitive advantage for the firm. 
B)  permits diffusion of threats in the external environment. 
C)  provides opportunities to defeat competitors. 
D)  encourages quick responses to changes in the global economy.

Question 19

Southwest Airlines uses causal ambiguity to make its value-creating strategy difficult to imitate,and this is possible because of the firm's focus on:

Accepted Answer

A)  globalization. 
B)  culture,technology,and human capital. 
C)  its unique branding of products. 
D)  cutting-edge advertising campaigns. 
A)  globalization. 
B)  culture,technology,and human capital. 
C)  its unique branding of products. 
D)  cutting-edge advertising campaigns.

Question 20

Which statement is TRUE about outsourcing?

Accepted Answer

A)  In general,activities requiring low skilled labor should be outsourced to countries with low labor costs. 
B)  In general,activities that cannot be codified should be outsourced to companies skilled in administration. 
C)  In general,activities requiring strong organizational culture should be outsourced to consultants skilled in relationship-building. 
D)  In general,support activities should be outsourced. 
A)  In general,activities requiring low skilled labor should be outsourced to countries with low labor costs. 
B)  In general,activities that cannot be codified should be outsourced to companies skilled in administration. 
C)  In general,activities requiring strong organizational culture should be outsourced to consultants skilled in relationship-building. 
D)  In general,support activities should be outsourced.

From the customer's point of view,a capability can be a core competence if it is:

The proper matching of what a firm can do with what it might do allows the:

McKinsey & Co.'s corporate culture is an example of a ____ capability.

The firm's reputation for quality is:

Capabilities that other firms cannot develop easily are classified as:

The condition of uncertainty in managerial decision-making occurs when:

____ is an example of a capability that is based in the functional area of distribution.

According to the textbook,UPS has built its success on the competitive fundamental strength of a unique:

Examples of support activities include all of the following EXCEPT:

Global business leaders increasingly believe ____ may be the root of all competitive advantages.

According to the discussion in the textbook,Polaroid:

Why is it important to prevent core competencies from becoming core rigidities?

Capabilities are non-substitutable when:

Not all resources and capabilities are core competencies.

What causes core capabilities to become core rigidities?

Capabilities of an organization emerge over time through complex interactions between and among tangible and intangible resources.

McKinsey and Company recommends that firms identify ____ competencies around which their strategic actions can be framed.

Resources and capabilities are core competencies only when their use:

Southwest Airlines uses causal ambiguity to make its value-creating strategy difficult to imitate,and this is possible because of the firm's focus on:

Which statement is TRUE about outsourcing?

Introduction to Strategic Management

Strategic Leadership

The External Environment: Opportunities, threats, industry Competition, and Competitor Analysis

Business-Level Strategy

Competitive Rivalry and Competitive Dynamics

Cooperative Strategy

Corporate-Level Strategy

Acquisition and Restructuring Strategies

International Strategy

Corporate Governance

Strategic Entrepreneurship

Strategic Flexibility and Real Options Analysis

Filters

Exam 4: The Internal Organization: Resources, capabilities, and Core Competencies

From the customer's point of view,a capability can be a core competence if it is:

The proper matching of what a firm can do with what it might do allows the:

McKinsey & Co.'s corporate culture is an example of a ____ capability.

The firm's reputation for quality is:

Capabilities that other firms cannot develop easily are classified as:

The condition of uncertainty in managerial decision-making occurs when:

____ is an example of a capability that is based in the functional area of distribution.

According to the textbook,UPS has built its success on the competitive fundamental strength of a unique:

Examples of support activities include all of the following EXCEPT:

Global business leaders increasingly believe ____ may be the root of all competitive advantages.

According to the discussion in the textbook,Polaroid:

Why is it important to prevent core competencies from becoming core rigidities?

Capabilities are non-substitutable when:

Not all resources and capabilities are core competencies.

What causes core capabilities to become core rigidities?

Capabilities of an organization emerge over time through complex interactions between and among tangible and intangible resources.

McKinsey and Company recommends that firms identify ____ competencies around which their strategic actions can be framed.

Resources and capabilities are core competencies only when their use:

Southwest Airlines uses causal ambiguity to make its value-creating strategy difficult to imitate,and this is possible because of the firm's focus on:

Which statement is TRUE about outsourcing?

Introduction to Strategic Management

Strategic Leadership

The External Environment: Opportunities, threats, industry Competition, and Competitor Analysis

Business-Level Strategy

Competitive Rivalry and Competitive Dynamics

Cooperative Strategy

Corporate-Level Strategy

Acquisition and Restructuring Strategies

International Strategy

Corporate Governance

Strategic Entrepreneurship

Strategic Flexibility and Real Options Analysis

Filters