Question 1

Two factors determine the success of routines. They are:

Accepted Answer

A) Team efficiency and effectiveness 
B) Organizational structure and learning 
C) Organizational learning and culture 
D) Operations managers' skills and motivational processes 
A) Team efficiency and effectiveness 
B) Organizational structure and learning 
C) Organizational learning and culture 
D) Operations managers' skills and motivational processes C

Question 2

The knowledge-based view of the firm is a theoretical model of the firm as:

Accepted Answer

A) An assembly of knowledge assets which create value by deploying their knowledge 
B) An assembly of human assets which create value by deploying their knowledge 
C) An assembly of knowledge assets where value is created by information systems 
D) An extension of the I/O model based on the deployment of knowledge assets 
A) An assembly of knowledge assets which create value by deploying their knowledge 
B) An assembly of human assets which create value by deploying their knowledge 
C) An assembly of knowledge assets where value is created by information systems 
D) An extension of the I/O model based on the deployment of knowledge assets A

Question 3

Managing an alliance relationship cannot be itself an organizational capability, because it is built over time and through organizational learning

Accepted Answer

A) True 
 B)False  False

Question 4

Managers rarely play a crucial role in developing capabilities

Accepted Answer

A) True 
 B)False

Question 5

'Focusing' a business unit on specific priorities means :

Accepted Answer

A) Driving ruthlessly towards the corporate vision 
B) Developing complex capabilities sequentially, a few in each time period 
C) Excluding non-core activities 
D) Acquiring key extra resources 
A) Driving ruthlessly towards the corporate vision 
B) Developing complex capabilities sequentially, a few in each time period 
C) Excluding non-core activities 
D) Acquiring key extra resources

Question 6

Capabilities are:

Accepted Answer

A) The technology a firm is able to effectively deploy 
B) The financial muscle a firm is able to deploy 
C) Managers' tacit knowledge 
D) More than the sum of the resources upon which each capability is based 
A) The technology a firm is able to effectively deploy 
B) The financial muscle a firm is able to deploy 
C) Managers' tacit knowledge 
D) More than the sum of the resources upon which each capability is based

Question 7

Strategic intent:

Accepted Answer

A) Impacts performance through its influence on capability development 
B) Often emerges from a business leader and his/her passion and commitment 
C) Emerges from benchmarking a firm's rivals 
D) Answers a and b 
A) Impacts performance through its influence on capability development 
B) Often emerges from a business leader and his/her passion and commitment 
C) Emerges from benchmarking a firm's rivals 
D) Answers a and b

Question 8

Explicit knowledge:

Accepted Answer

A) Can be communicated at a negligible marginal cost between individuals 
B) Can be communicated at a negligible marginal cost across space and time 
C) Has the characteristic of a public good 
D) All of the above 
A) Can be communicated at a negligible marginal cost between individuals 
B) Can be communicated at a negligible marginal cost across space and time 
C) Has the characteristic of a public good 
D) All of the above

Question 9

What are some of the contextual or influencing variables associated with capability development?

Accepted Answer

The starting point is to notice that cap

Question 10

Resource leveraging means:

Accepted Answer

A) Adding key resources to enrich poor capabilities 
B) Increasing the amount of resources within a focal capability 
C) Generating economies of scope across different capabilities 
D) Accumulating resources, and focusing people's efforts on priorities 
A) Adding key resources to enrich poor capabilities 
B) Increasing the amount of resources within a focal capability 
C) Generating economies of scope across different capabilities 
D) Accumulating resources, and focusing people's efforts on priorities

Question 11

When venture capitalists ask about the "scalability" of a project, they are questioning:

Accepted Answer

A) Its attractiveness beyond rational facts 
B) Its attractiveness in terms of cost and leveraging potential 
C) Its potential to mine untapped markets with weak competition 
D) The potential replication of knowledge from a craft-based enterprise to a larger operation 
A) Its attractiveness beyond rational facts 
B) Its attractiveness in terms of cost and leveraging potential 
C) Its potential to mine untapped markets with weak competition 
D) The potential replication of knowledge from a craft-based enterprise to a larger operation

Question 12

What is the paradox of "capability rigidity"?

Accepted Answer

This paradox subsumes the existence of a

Question 13

Having a good "relational capability" means?

Accepted Answer

A) Building trust, sharing routines, and establishing coordination mechanisms 
B) Being able to discover your partner's deepest commercial secrets 
C) Being able to deploy expertise in all aspects of HR 
D) Building trust and sharing information 
A) Building trust, sharing routines, and establishing coordination mechanisms 
B) Being able to discover your partner's deepest commercial secrets 
C) Being able to deploy expertise in all aspects of HR 
D) Building trust and sharing information

Question 14

In European football soccer, success is exactly related to:

Accepted Answer

A) The financial resources of a team 
B) A team's capability for excellence 
C) A team trainer's quality and experience 
D) A team's luck and strength relative to other teams 
A) The financial resources of a team 
B) A team's capability for excellence 
C) A team trainer's quality and experience 
D) A team's luck and strength relative to other teams

Question 15

The most fundamental distinction in knowledge management is between

Accepted Answer

A) What you know and what you think you know 
B) Tacit knowledge and explicit knowledge 
C) Tacit knowledge and implicit knowledge 
D) Taciturn and explicit information systems 
A) What you know and what you think you know 
B) Tacit knowledge and explicit knowledge 
C) Tacit knowledge and implicit knowledge 
D) Taciturn and explicit information systems

Question 16

Resource leveraging requires a firm to focus its core resources on specific priorities and divest non-core resources

Accepted Answer

A) True 
 B)False

Question 17

Knowledge management:

Accepted Answer

A) Covers a lot of different practices 
B) Covers many hidden traps 
C) Is not well understood and diffused 
D) Is not very useful 
A) Covers a lot of different practices 
B) Covers many hidden traps 
C) Is not well understood and diffused 
D) Is not very useful

Question 18

Why is capability management a difficult endeavor?

Accepted Answer

Capability management covers many differ

Question 19

Procter & Gamble's acquisition of Gillette was motivated by:

Accepted Answer

A) Gillette's new product development capability 
B) Gillette's bleak financial situation 
C) Gillette's top managers capabilities 
D) Gillette's reputation 
A) Gillette's new product development capability 
B) Gillette's bleak financial situation 
C) Gillette's top managers capabilities 
D) Gillette's reputation

Question 20

The difference between knowing how and knowing about is?

Accepted Answer

A) Knowing about is implicit or tacit knowledge 
B) Know-how is implicit or tacit knowledge and includes performance skills 
C) Know-how is explicit knowledge about facts, instructions and theories 
D) Know-how and knowing about are just semantic differences 
A) Knowing about is implicit or tacit knowledge 
B) Know-how is implicit or tacit knowledge and includes performance skills 
C) Know-how is explicit knowledge about facts, instructions and theories 
D) Know-how and knowing about are just semantic differences

Two factors determine the success of routines. They are:

The knowledge-based view of the firm is a theoretical model of the firm as:

Managing an alliance relationship cannot be itself an organizational capability, because it is built over time and through organizational learning

Managers rarely play a crucial role in developing capabilities

'Focusing' a business unit on specific priorities means :

Capabilities are:

Strategic intent:

Explicit knowledge:

What are some of the contextual or influencing variables associated with capability development?

Resource leveraging means:

When venture capitalists ask about the "scalability" of a project, they are questioning:

What is the paradox of "capability rigidity"?

Having a good "relational capability" means?

In European football soccer, success is exactly related to:

The most fundamental distinction in knowledge management is between

Resource leveraging requires a firm to focus its core resources on specific priorities and divest non-core resources

Knowledge management:

Why is capability management a difficult endeavor?

Procter & Gamble's acquisition of Gillette was motivated by:

The difference between knowing how and knowing about is?

The Concept of Strategy

Goals, Values and Performance

Industry Analysis: the Fundamentals

Further Topics in Industry and Competitive Analysis

Analyzing Resources and Capabilities

Organization Structure and Management Systems: the Fundamentals of Strategy Implementation

The Nature and Sources of Competitive Advantage

Cost Advantage

Differentiation Advantage

Industry Evolution and Strategic Change

Technology-Based Industries and the Management of Innovation

Competitive Advantage in Mature Industries

Vertical Integration and the Scope of the Firm

Global Strategies and the Multinational Corporation

Diversification Strategy

Implementing Corporate Strategy: Management of the Multibusiness Firm

Current Trends in Strategic Management

Filters

Exam 6: Developing Resources and Capabilities

Two factors determine the success of routines. They are:

The knowledge-based view of the firm is a theoretical model of the firm as:

Managing an alliance relationship cannot be itself an organizational capability, because it is built over time and through organizational learning

Managers rarely play a crucial role in developing capabilities

'Focusing' a business unit on specific priorities means :

Capabilities are:

Strategic intent:

Explicit knowledge:

What are some of the contextual or influencing variables associated with capability development?

Resource leveraging means:

When venture capitalists ask about the "scalability" of a project, they are questioning:

What is the paradox of "capability rigidity"?

Having a good "relational capability" means?

In European football soccer, success is exactly related to:

The most fundamental distinction in knowledge management is between

Resource leveraging requires a firm to focus its core resources on specific priorities and divest non-core resources

Knowledge management:

Why is capability management a difficult endeavor?

Procter & Gamble's acquisition of Gillette was motivated by:

The difference between knowing how and knowing about is?

The Concept of Strategy

Goals, Values and Performance

Industry Analysis: the Fundamentals

Further Topics in Industry and Competitive Analysis

Analyzing Resources and Capabilities

Organization Structure and Management Systems: the Fundamentals of Strategy Implementation

The Nature and Sources of Competitive Advantage

Cost Advantage

Differentiation Advantage

Industry Evolution and Strategic Change

Technology-Based Industries and the Management of Innovation

Competitive Advantage in Mature Industries

Vertical Integration and the Scope of the Firm

Global Strategies and the Multinational Corporation

Diversification Strategy

Implementing Corporate Strategy: Management of the Multibusiness Firm

Current Trends in Strategic Management

Filters