Question 1

A dynamic capability is

Accepted Answer

A) An ability that a firm develops slowly, over time 
B) An ability to reconfigure and develop new capabilities quite quickly 
C) An ability only developed by very charismatic leaders 
D) An ability to do something quickly 
A) An ability that a firm develops slowly, over time 
B) An ability to reconfigure and develop new capabilities quite quickly 
C) An ability only developed by very charismatic leaders 
D) An ability to do something quickly

Question 2

Developing and creating capabilities is an easy task

Accepted Answer

A) True 
 B)False

Question 3

Nonaka's "knowledge spiral" is created when:

Accepted Answer

A) Knowledge is converted between tacit and explicit forms 
B) Knowledge is converted between individual and organizational levels 
C) Answers a and b 
D) Knowledge is converted from large R&D firms to entire industries 
A) Knowledge is converted between tacit and explicit forms 
B) Knowledge is converted between individual and organizational levels 
C) Answers a and b 
D) Knowledge is converted from large R&D firms to entire industries

Question 4

Managing strategic alliances:

Accepted Answer

A) Is itself a capability 
B) Is prohibited by most Stock Exchanges 
C) Gives only a temporary gain 
D) Will attract the attention of competition authorities 
A) Is itself a capability 
B) Is prohibited by most Stock Exchanges 
C) Gives only a temporary gain 
D) Will attract the attention of competition authorities

Question 5

We do not know much about the link between resources and capabilities

Accepted Answer

A) True 
 B)False

Question 6

Tools such as job design, motivation, training, and appraisal illustrate the knowledge that firms and scholars have accumulated about:

Accepted Answer

A) Human resources 
B) Organizational structure 
C) Hiring processes 
D) Organizational culture 
A) Human resources 
B) Organizational structure 
C) Hiring processes 
D) Organizational culture

Question 7

Knowledge management encompasses:

Accepted Answer

A) An attempt to integrate all the information existing in a country 
B) Only technological processes for managing information 
C) Only beliefs and norms related to technology and knowledge 
D) All ways of generating value from knowledge 
A) An attempt to integrate all the information existing in a country 
B) Only technological processes for managing information 
C) Only beliefs and norms related to technology and knowledge 
D) All ways of generating value from knowledge

Question 8

The example of Soichiro Honda and the Isle of Man motorcycle race shows that a leader's sincere and strong commitment can raise a firm's aspirations and so motivate employees to improve the firm's capabilities

Accepted Answer

A) True 
 B)False

Question 9

Whether a firm with highly developed capabilities, successfully adapts to innovation or exploitation of new opportunities depends on:

Accepted Answer

A)  How strong the firm's market share is and its bargaining power 
B)  How strong these capabilities are 
C)  Whether the change enhances its capabilities or destroys them 
D)  Whether all members of the firm are aware of its capabilities 
A)  How strong the firm's market share is and its bargaining power 
B)  How strong these capabilities are 
C)  Whether the change enhances its capabilities or destroys them 
D)  Whether all members of the firm are aware of its capabilities

Question 10

The US army has a "lessons learned" process that distils the results of maneuvers into guidelines. This exemplifies:

Accepted Answer

A) Knowledge integration 
B) Comparison of best internal results 
C) Knowledge benchmarking 
D) Knowledge identification 
A) Knowledge integration 
B) Comparison of best internal results 
C) Knowledge benchmarking 
D) Knowledge identification

Question 11

Knowledge management theory assumes that :

Accepted Answer

A) Knowledge is the most important resource of the organization, and the foundation of organizational learning 
B) Knowledge cannot be shared equally by all firms, in order to preserve organizational assets as "core capabilities" 
C) Many firms already know how to manage their own knowledge 
D) The ultimate knowledge of the universe will never be achieved by human beings 
A) Knowledge is the most important resource of the organization, and the foundation of organizational learning 
B) Knowledge cannot be shared equally by all firms, in order to preserve organizational assets as "core capabilities" 
C) Many firms already know how to manage their own knowledge 
D) The ultimate knowledge of the universe will never be achieved by human beings

Question 12

Path dependency is a grand way of saying that a firm's capabilities today are the result of its history

Accepted Answer

A) True 
 B)False

Question 13

The foundation of knowledge management can be stated as:

Accepted Answer

A) Knowledge available to human beings is growing exponentially 
B) All resources can be viewed as a form of knowledge 
C) All members of the organization share knowledge 
D) Knowledge is present in every human activity 
A) Knowledge available to human beings is growing exponentially 
B) All resources can be viewed as a form of knowledge 
C) All members of the organization share knowledge 
D) Knowledge is present in every human activity

Question 14

Knowledge generation and knowledge application are important concepts. Why?

Accepted Answer

Because knowledge proves to be a critica

Question 15

What are the consequences of the distinction between knowing about and know-how?

Accepted Answer

Knowledge management recognized the exis

Question 16

What drives capability development most is:

Accepted Answer

A) Rewards and bonuses 
B) Reputation and self-esteem 
C) Individual employees' motivations 
D) The drive and direction of the organization 
A) Rewards and bonuses 
B) Reputation and self-esteem 
C) Individual employees' motivations 
D) The drive and direction of the organization

Question 17

One of the greatest challenges for a firm, is knowledge integration. This is:

Accepted Answer

A) The melding of various resources to optimize the physical production system of a firm 
B) Integrating widely-held expertise to supply goods or services effectively 
C) Managing employees' multiple skills and capabilities to their highest levels possible 
D) The only measure of success 
A) The melding of various resources to optimize the physical production system of a firm 
B) Integrating widely-held expertise to supply goods or services effectively 
C) Managing employees' multiple skills and capabilities to their highest levels possible 
D) The only measure of success

Question 18

"Communities of practice" are informal networks designed to transfer experiential knowledge

Accepted Answer

A) True 
 B)False

Question 19

Tacit knowledge:

Accepted Answer

A) Can be directly articulated or codified 
B) Can only be acquired through practice and observed through its application 
C) Requires a fast, uncertain, and costly transfer 
D) All of the above 
A) Can be directly articulated or codified 
B) Can only be acquired through practice and observed through its application 
C) Requires a fast, uncertain, and costly transfer 
D) All of the above

Question 20

A firm may acquire capabilities through:

Accepted Answer

A) Importation of technologies 
B) Internal or external sources 
C) Technology transfer 
D) Transfer of key executives across its divisions 
A) Importation of technologies 
B) Internal or external sources 
C) Technology transfer 
D) Transfer of key executives across its divisions

A dynamic capability is

Developing and creating capabilities is an easy task

Nonaka's "knowledge spiral" is created when:

Managing strategic alliances:

We do not know much about the link between resources and capabilities

Tools such as job design, motivation, training, and appraisal illustrate the knowledge that firms and scholars have accumulated about:

Knowledge management encompasses:

The example of Soichiro Honda and the Isle of Man motorcycle race shows that a leader's sincere and strong commitment can raise a firm's aspirations and so motivate employees to improve the firm's capabilities

Whether a firm with highly developed capabilities, successfully adapts to innovation or exploitation of new opportunities depends on:

The US army has a "lessons learned" process that distils the results of maneuvers into guidelines. This exemplifies:

Knowledge management theory assumes that :

Path dependency is a grand way of saying that a firm's capabilities today are the result of its history

The foundation of knowledge management can be stated as:

Knowledge generation and knowledge application are important concepts. Why?

What are the consequences of the distinction between knowing about and know-how?

What drives capability development most is:

One of the greatest challenges for a firm, is knowledge integration. This is:

"Communities of practice" are informal networks designed to transfer experiential knowledge

Tacit knowledge:

A firm may acquire capabilities through:

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

A dynamic capability is

Developing and creating capabilities is an easy task

Nonaka's "knowledge spiral" is created when:

Managing strategic alliances:

We do not know much about the link between resources and capabilities

Tools such as job design, motivation, training, and appraisal illustrate the knowledge that firms and scholars have accumulated about:

Knowledge management encompasses:

The example of Soichiro Honda and the Isle of Man motorcycle race shows that a leader's sincere and strong commitment can raise a firm's aspirations and so motivate employees to improve the firm's capabilities

Whether a firm with highly developed capabilities, successfully adapts to innovation or exploitation of new opportunities depends on:

The US army has a "lessons learned" process that distils the results of maneuvers into guidelines. This exemplifies:

Knowledge management theory assumes that :

Path dependency is a grand way of saying that a firm's capabilities today are the result of its history

The foundation of knowledge management can be stated as:

Knowledge generation and knowledge application are important concepts. Why?

What are the consequences of the distinction between knowing about and know-how?

What drives capability development most is:

One of the greatest challenges for a firm, is knowledge integration. This is:

"Communities of practice" are informal networks designed to transfer experiential knowledge

Tacit knowledge:

A firm may acquire capabilities through:

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