Question 1

Competitive advantage requires an organization to develop a distinctiveness that competitors do not have and cannot easily imitate.

Accepted Answer

A) True 
 B)False  True

Question 2

The two categories into which capabilities may be classified are:

Accepted Answer

A) The ability to make dynamic improvements to the organization's activities through learning, renewal, and change over time. 
B) The ability to develop strategic insights and recognize and arrange resources and competencies to develop novel strategies before or better than competitors. 
C) Both a and b. 
D) Neither a nor b. 
A) The ability to make dynamic improvements to the organization's activities through learning, renewal, and change over time. 
B) The ability to develop strategic insights and recognize and arrange resources and competencies to develop novel strategies before or better than competitors. 
C) Both a and b. 
D) Neither a nor b. C

Question 3

Which of the following is the proper interpretation of a strategic thinking map of competitive advantages with the judgments of Value (High); Rareness (No); Imitability (Difficult); and Sustainable (Yes)?

Accepted Answer

A) No competitive advantage. Most competitors have the strength and those that do not can develop it easily and sustain it. Because the strength is widely possessed and can be sustained, it is likely that it already has become a minimum condition for long-term success. 
B) Long-term competitive advantage. This strength is rare in the service area, difficult to imitate by competitors, and can be sustained by the organization. If the value is very high, it may be worth "betting the organization" on this strength. 
C) Short-term competitive advantage. Because the strength is valuable and rare, competitors will do what is necessary to develop this easy-to-imitate strength. The organization should exploit this short-term advantage but should not base long- term strategies on this type of strength. Over time, this strength may become a minimum condition for long-term success. 
D) No competitive advantage. Many competitors possess the strength but it is difficult to develop, so care should be taken to maintain this strength. Because the strength is widely possessed and can be sustained, it is likely that it already has become a minimum condition for long-term success. 
A) No competitive advantage. Most competitors have the strength and those that do not can develop it easily and sustain it. Because the strength is widely possessed and can be sustained, it is likely that it already has become a minimum condition for long-term success. 
B) Long-term competitive advantage. This strength is rare in the service area, difficult to imitate by competitors, and can be sustained by the organization. If the value is very high, it may be worth "betting the organization" on this strength. 
C) Short-term competitive advantage. Because the strength is valuable and rare, competitors will do what is necessary to develop this easy-to-imitate strength. The organization should exploit this short-term advantage but should not base long- term strategies on this type of strength. Over time, this strength may become a minimum condition for long-term success. 
D) No competitive advantage. Many competitors possess the strength but it is difficult to develop, so care should be taken to maintain this strength. Because the strength is widely possessed and can be sustained, it is likely that it already has become a minimum condition for long-term success. D

Question 4

An organizational strength that is of high value, rare, difficult to imitate, and difficult to sustain offers short-term competitive advantage but not a strength that can be sustained over the long run.

Accepted Answer

A) True 
 B)False

Question 5

The identification of distinctiveness through a focus on the internal environment is intended to answer the strategic question "What should the organization do?"

Accepted Answer

A) True 
 B)False

Question 6

Stretch is accomplished through:

Accepted Answer

A) Effectively assessing organizational strengths and weaknesses. 
B) Resource leveraging or systematically achieving the most possible from the available resources. 
C) Focusing only on high-value, rare strengths. 
D) Eliminating all competitively relevant weaknesses. 
A) Effectively assessing organizational strengths and weaknesses. 
B) Resource leveraging or systematically achieving the most possible from the available resources. 
C) Focusing only on high-value, rare strengths. 
D) Eliminating all competitively relevant weaknesses.

Question 7

An organization's value chain is the various ways that it creates value for present and prospective customers.

Accepted Answer

A) True 
 B)False

Question 8

Organizational weaknesses represent competitive disadvantages when they:

Accepted Answer

A) Are present in the organization. 
B) Are more prevalent than the weaknesses in a competitor. 
C) Are arranged into a matrix and sorted by relevance. 
D) Are of high value to stakeholders, not possessed by competitors, not easily eliminated, and such that competitors can sustain their strengths. 
A) Are present in the organization. 
B) Are more prevalent than the weaknesses in a competitor. 
C) Are arranged into a matrix and sorted by relevance. 
D) Are of high value to stakeholders, not possessed by competitors, not easily eliminated, and such that competitors can sustain their strengths.

Question 9

To be competitively relevant an organizational weakness must be of high value to stakeholders, not possessed by competitors, not easily eliminated, and such that competitors can sustain their strengths.

Accepted Answer

A) True 
 B)False

Question 10

Competency is an infrastructure-based component of sustainable competitive advantage.

Accepted Answer

A) True 
 B)False

Question 11

An organizational strength does not need to have value in order to be competitively relevant.

Accepted Answer

A) True 
 B)False

Question 12

Explain the value of stretch to an organization.

Accepted Answer

Stretch enables smaller health care orga

Question 13

An organizational strength that is of low value, rare, easy to imitate, and difficult to sustain offers short-term competitive advantage.

Accepted Answer

A) True 
 B)False

Question 14

The continuous evaluation of an organization's strengths and weaknesses is NOT a critical part of strategic momentum.

Accepted Answer

A) True 
 B)False

Question 15

Resources are the stocks of non-human factors that are available for use in producing goods and services.

Accepted Answer

A) True 
 B)False

Question 16

Organizational strengths represent competitive advantages when they:

Accepted Answer

A) Are present in the organization. 
B) Are more intense than the same strength in a competitor. 
C) Are marshaled in a way that allows them to become genuine strategic assets. 
D) Are arranged into a matrix of resources and the manner in which they are allocated. 
A) Are present in the organization. 
B) Are more intense than the same strength in a competitor. 
C) Are marshaled in a way that allows them to become genuine strategic assets. 
D) Are arranged into a matrix of resources and the manner in which they are allocated.

Question 17

The three elements of service delivery (pre-service, point-of-service, and after-service) incorporate the production or creation of the service (product) of health care and include primarily operational processes and marketing activities.

Accepted Answer

A) True 
 B)False

Question 18

What are the strategic implications of a competitively relevant weakness of ongoing legal claims that could prove a threat to financial viability?

Accepted Answer

A) It would have no strategic relevance because legal claims are a matter of insurance coverage. 
B) It demonstrates an absence of competence among the organization's executives. 
C) Settlements against the company could result in serious financial consequences. 
D) An appropriate strategic response is to move operations generating the legal claims to an offshore location. 
A) It would have no strategic relevance because legal claims are a matter of insurance coverage. 
B) It demonstrates an absence of competence among the organization's executives. 
C) Settlements against the company could result in serious financial consequences. 
D) An appropriate strategic response is to move operations generating the legal claims to an offshore location.

Question 19

Which of the following is the proper interpretation of competitive disadvantages for an organizational weakness that exhibits high value, is not rare, is easy to correct, and such that competitors can sustain their advantage?

Accepted Answer

A) Short-term competitive disadvantage. 
B) No competitive disadvantage. 
C) Long-term competitive disadvantage. 
D) Neither a competitive advantage nor disadvantage. 
A) Short-term competitive disadvantage. 
B) No competitive disadvantage. 
C) Long-term competitive disadvantage. 
D) Neither a competitive advantage nor disadvantage.

Question 20

Evaluating the strengths and weaknesses of the functional elements of a health care organization is as effective as evaluating the organization's value chain.

Accepted Answer

A) True 
 B)False

Competitive advantage requires an organization to develop a distinctiveness that competitors do not have and cannot easily imitate.

The two categories into which capabilities may be classified are:

Which of the following is the proper interpretation of a strategic thinking map of competitive advantages with the judgments of Value (High); Rareness (No); Imitability (Difficult); and Sustainable (Yes)?

An organizational strength that is of high value, rare, difficult to imitate, and difficult to sustain offers short-term competitive advantage but not a strength that can be sustained over the long run.

The identification of distinctiveness through a focus on the internal environment is intended to answer the strategic question "What should the organization do?"

Stretch is accomplished through:

An organization's value chain is the various ways that it creates value for present and prospective customers.

Organizational weaknesses represent competitive disadvantages when they:

To be competitively relevant an organizational weakness must be of high value to stakeholders, not possessed by competitors, not easily eliminated, and such that competitors can sustain their strengths.

Competency is an infrastructure-based component of sustainable competitive advantage.

An organizational strength does not need to have value in order to be competitively relevant.

Explain the value of stretch to an organization.

An organizational strength that is of low value, rare, easy to imitate, and difficult to sustain offers short-term competitive advantage.

The continuous evaluation of an organization's strengths and weaknesses is NOT a critical part of strategic momentum.

Resources are the stocks of non-human factors that are available for use in producing goods and services.

Organizational strengths represent competitive advantages when they:

The three elements of service delivery (pre-service, point-of-service, and after-service) incorporate the production or creation of the service (product) of health care and include primarily operational processes and marketing activities.

What are the strategic implications of a competitively relevant weakness of ongoing legal claims that could prove a threat to financial viability?

Which of the following is the proper interpretation of competitive disadvantages for an organizational weakness that exhibits high value, is not rare, is easy to correct, and such that competitors can sustain their advantage?

Evaluating the strengths and weaknesses of the functional elements of a health care organization is as effective as evaluating the organization's value chain.

The Nature of Strategic Management

Understanding and Analyzing the General Environment and the Health Care Environment

Service Area Competitor Analysis

Directional Strategies

Developing Strategic Alternatives

Evaluation of Alternatives and Strategic Choice

Value-Adding Service Delivery Strategies

Value-Adding Support Strategies

Communicating the Strategy and Developing Action Plans

Filters

Exam 4: Internal Environmental Analysis and Competitive Advantage

Competitive advantage requires an organization to develop a distinctiveness that competitors do not have and cannot easily imitate.

The two categories into which capabilities may be classified are:

Which of the following is the proper interpretation of a strategic thinking map of competitive advantages with the judgments of Value (High); Rareness (No); Imitability (Difficult); and Sustainable (Yes)?

An organizational strength that is of high value, rare, difficult to imitate, and difficult to sustain offers short-term competitive advantage but not a strength that can be sustained over the long run.

The identification of distinctiveness through a focus on the internal environment is intended to answer the strategic question "What should the organization do?"

Stretch is accomplished through:

An organization's value chain is the various ways that it creates value for present and prospective customers.

Organizational weaknesses represent competitive disadvantages when they:

To be competitively relevant an organizational weakness must be of high value to stakeholders, not possessed by competitors, not easily eliminated, and such that competitors can sustain their strengths.

Competency is an infrastructure-based component of sustainable competitive advantage.

An organizational strength does not need to have value in order to be competitively relevant.

Explain the value of stretch to an organization.

An organizational strength that is of low value, rare, easy to imitate, and difficult to sustain offers short-term competitive advantage.

The continuous evaluation of an organization's strengths and weaknesses is NOT a critical part of strategic momentum.

Resources are the stocks of non-human factors that are available for use in producing goods and services.

Organizational strengths represent competitive advantages when they:

The three elements of service delivery (pre-service, point-of-service, and after-service) incorporate the production or creation of the service (product) of health care and include primarily operational processes and marketing activities.

What are the strategic implications of a competitively relevant weakness of ongoing legal claims that could prove a threat to financial viability?

Which of the following is the proper interpretation of competitive disadvantages for an organizational weakness that exhibits high value, is not rare, is easy to correct, and such that competitors can sustain their advantage?

Evaluating the strengths and weaknesses of the functional elements of a health care organization is as effective as evaluating the organization's value chain.

The Nature of Strategic Management

Understanding and Analyzing the General Environment and the Health Care Environment

Service Area Competitor Analysis

Directional Strategies

Developing Strategic Alternatives

Evaluation of Alternatives and Strategic Choice

Value-Adding Service Delivery Strategies

Value-Adding Support Strategies

Communicating the Strategy and Developing Action Plans

Filters