Question 1

It is more risky to seek to obtain new capabilities for your firm by:

Accepted Answer

A) Buying another firm, or its capabilities 
B) Acquiring access to another firm's capabilities 
C) Buying out the minority interests of a 90%-owned subsidiary 
D) Developing capabilities in-house 
A) Buying another firm, or its capabilities 
B) Acquiring access to another firm's capabilities 
C) Buying out the minority interests of a 90%-owned subsidiary 
D) Developing capabilities in-house

Question 2

The integration of resources into capabilities requires:

Accepted Answer

A) A rigorous IT process 
B) An Information system 
C) A systematic set of processes and practices 
D) A cultural process 
A) A rigorous IT process 
B) An Information system 
C) A systematic set of processes and practices 
D) A cultural process

Question 3

For an organic entity, such as a firm,, path-dependency means that:

Accepted Answer

A) That this firm's capabilities today are the result of its history 
B) This firm's way forward depends on decisions to be made at future crossroads 
C) This firm's history is dependent upon it developing a clear path forward 
D) There is only one path for this firm to evolve over time 
A) That this firm's capabilities today are the result of its history 
B) This firm's way forward depends on decisions to be made at future crossroads 
C) This firm's history is dependent upon it developing a clear path forward 
D) There is only one path for this firm to evolve over time

Question 4

The integration of resources into capabilities requires:

Accepted Answer

A) Some rare resources, such as genuinely good leadership 
B) Standard processes 
C) Organization and management systems 
D) Financial and human resources 
A) Some rare resources, such as genuinely good leadership 
B) Standard processes 
C) Organization and management systems 
D) Financial and human resources

Question 5

The examples of IBM developing its PC and Lockheed's skunk work practice illustrate:

Accepted Answer

A) Examples of incubating capabilities in separate organizational units 
B) Examples of technological innovations 
C) Examples of tensions between the corporate headquarters and a specific organizational unit 
D) Only a practice shared by many other firms 
A) Examples of incubating capabilities in separate organizational units 
B) Examples of technological innovations 
C) Examples of tensions between the corporate headquarters and a specific organizational unit 
D) Only a practice shared by many other firms

Question 6

Is strategic alliance a good way to develop capabilities?

Accepted Answer

Strategic alliances can be an efficient

Question 7

We possess a large arsenal of tools for:

Accepted Answer

A) Identifying capabilities 
B) Developing capabilities 
C) Developing resources 
D) Designing a managerial process to manage resources and capabilities 
A) Identifying capabilities 
B) Developing capabilities 
C) Developing resources 
D) Designing a managerial process to manage resources and capabilities

Question 8

Knowing about is:

Accepted Answer

A) Rooted in hard facts, theories, and sets of instructions 
B) Based upon everyday information 
C) Innate and intuitive 
D) A nice expression without real significance, coined by the pioneers of knowledge management 
A) Rooted in hard facts, theories, and sets of instructions 
B) Based upon everyday information 
C) Innate and intuitive 
D) A nice expression without real significance, coined by the pioneers of knowledge management

Question 9

Can core competences become core rigidities?

Accepted Answer

This scenario can occur.
Leonard explain

Question 10

The idea of flexibility in routines means that:

Accepted Answer

A) Routines function through automatic stimulus-response mechanisms 
B) Capabilities are rigid but resources have many uses 
C) Even simple routines can effectively be flexed 
D) Even simple routines must allow for variation and the capacity to display human creativity 
A) Routines function through automatic stimulus-response mechanisms 
B) Capabilities are rigid but resources have many uses 
C) Even simple routines can effectively be flexed 
D) Even simple routines must allow for variation and the capacity to display human creativity

It is more risky to seek to obtain new capabilities for your firm by:

The integration of resources into capabilities requires:

For an organic entity, such as a firm,, path-dependency means that:

The integration of resources into capabilities requires:

The examples of IBM developing its PC and Lockheed's skunk work practice illustrate:

Is strategic alliance a good way to develop capabilities?

We possess a large arsenal of tools for:

Knowing about is:

Can core competences become core rigidities?

The idea of flexibility in routines means that:

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

It is more risky to seek to obtain new capabilities for your firm by:

The integration of resources into capabilities requires:

For an organic entity, such as a firm,, path-dependency means that:

The integration of resources into capabilities requires:

The examples of IBM developing its PC and Lockheed's skunk work practice illustrate:

Is strategic alliance a good way to develop capabilities?

We possess a large arsenal of tools for:

Knowing about is:

Can core competences become core rigidities?

The idea of flexibility in routines means that:

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