Question 1

Examples of reputational assets are:

Accepted Answer

A) Corporate culture, organizational culture, and trademarks 
B) Reputation of a firm's top managers within the industry, and corporate culture 
C) Brand names, trademarks, and customers' confidence in the firm 
D) Brand names, and a firm's employee turnover rate 
A) Corporate culture, organizational culture, and trademarks 
B) Reputation of a firm's top managers within the industry, and corporate culture 
C) Brand names, trademarks, and customers' confidence in the firm 
D) Brand names, and a firm's employee turnover rate C

Question 2

Ultimately, industry attractiveness derives from the ownership of resources.

Accepted Answer

A) This statement is true 
B) This statement is wrong 
C) This statement can be true under certain circumstances 
D) This statement does not make sense 
A) This statement is true 
B) This statement is wrong 
C) This statement can be true under certain circumstances 
D) This statement does not make sense A

Question 3

In 2003, the stakeholders of Gucci and Pinault Printemps Redoute learned that:

Accepted Answer

A) Gucci would lose critical assets 
B) Gucci and PPR were not compatible (after the acquisition of Gucci) 
C) Perfume and fragrance markets were in distress 
D) Gucci's careful planning and financial disciplines had led to excellent financial results for the firm 
A) Gucci would lose critical assets 
B) Gucci and PPR were not compatible (after the acquisition of Gucci) 
C) Perfume and fragrance markets were in distress 
D) Gucci's careful planning and financial disciplines had led to excellent financial results for the firm A

Question 4

In general, higher level capabilities that require cross-functional integration are the more strategically important and valuable

Accepted Answer

A) True 
 B)False

Question 5

Organizational culture:

Accepted Answer

A) Consists of values and the social interactions linked to the distribution of responsibility within the organizational structure 
B) Is about senior managers' beliefs and vision 
C) Consists of values, norms, traditions, assumptions and behaviors 
D) Beliefs and employees' psychological attributes 
A) Consists of values and the social interactions linked to the distribution of responsibility within the organizational structure 
B) Is about senior managers' beliefs and vision 
C) Consists of values, norms, traditions, assumptions and behaviors 
D) Beliefs and employees' psychological attributes

Question 6

Kodak is a prime example of a company restricted to chemicals and film, because it had no possibility of gaining expertise in digital technology, despite trying hard to do so.

Accepted Answer

A) True 
 B)False

Question 7

What are the strengths and weaknesses of the practical guide to put resources and capability analysis to work?

Accepted Answer

This practical guide comprises three ste

Question 8

In the 1990s, ideas about the role and importance of a firm's resources and capabilities coalesced into a perspective named the "Resource-based view"

Accepted Answer

A) True 
 B)False

Question 9

"Time compression diseconomies" means:

Accepted Answer

A) Being unable to achieve sufficient volume in a short time-scale. 
B) The extra costs incurred by a second or subsequent mover attempting to quickly catch up the critical mass of a first-mover's key resources. 
C) The costs of employing extra staff and paying overtime which make a project uneconomic. 
D) Not achieving an economic production level due to lost time e.g. because of a strike. 
A) Being unable to achieve sufficient volume in a short time-scale. 
B) The extra costs incurred by a second or subsequent mover attempting to quickly catch up the critical mass of a first-mover's key resources. 
C) The costs of employing extra staff and paying overtime which make a project uneconomic. 
D) Not achieving an economic production level due to lost time e.g. because of a strike.

Question 10

For a resource or capability to be a source of competitive advantage, two conditions must be present: scarcity and relevance

Accepted Answer

A) True 
 B)False

Question 11

The profits arising from market power are called monopoly rents, whereas those arising from superior resources are Ricardian rents

Accepted Answer

A) True 
 B)False

Question 12

From a capability standpoint, 2001 was a disastrous year for Mariah Carey's because:

Accepted Answer

A) She dressed in an inappropriate manner for concerts 
B) She stayed away from her strengths 
C) She had a nervous breakdown 
D) She used other artists intensively 
A) She dressed in an inappropriate manner for concerts 
B) She stayed away from her strengths 
C) She had a nervous breakdown 
D) She used other artists intensively

Question 13

It is important to make the distinction between resources and capabilities that are merely "needed to play" (qualifying criteria) versus those "needed to win" (winning criteria)

Accepted Answer

A) True 
 B)False

Question 14

In 1990, academics Prahalad and Hamel were among the first to point out that:

Accepted Answer

A) The basis for strategy, is a firm's corporate culture 
B) The source of prediction for the future of the firm and the evolution of its external environment, as well as the source of new products lies in its capabilities. 
C) The source of new products, the roots of competitiveness, and a source of cohesion for a firm's identity are its human resources 
D) Capabilities could be the roots of competitiveness and profits, more than industry structure. 
A) The basis for strategy, is a firm's corporate culture 
B) The source of prediction for the future of the firm and the evolution of its external environment, as well as the source of new products lies in its capabilities. 
C) The source of new products, the roots of competitiveness, and a source of cohesion for a firm's identity are its human resources 
D) Capabilities could be the roots of competitiveness and profits, more than industry structure.

Question 15

A key feature of efficient and reliable processes is that a firm has been able to perform them routinely. However, routinizing a process is not sufficient to make it a distinctive competence.

Accepted Answer

A) True 
 B)False

Question 16

Capabilities are what a firm can do - in particular, what it can do better than competitors

Accepted Answer

A) True 
 B)False

Question 17

Despite the theories and tools for analysing strategic position, many major firms fail:

Accepted Answer

A) Because the senior managers are too wedded to a former "recipe for success" which always worked in the past. 
B) Because they believe in their own unassailable position 
C) Because they fail to recognise that technology and/or customer needs have moved on 
D) Any of the above reasons - which is not an exhaustive set. 
A) Because the senior managers are too wedded to a former "recipe for success" which always worked in the past. 
B) Because they believe in their own unassailable position 
C) Because they fail to recognise that technology and/or customer needs have moved on 
D) Any of the above reasons - which is not an exhaustive set.

Question 18

What does managerial action at Walt Disney in the mid-1980s illustrate?

Accepted Answer

The strategic orientations and actions t

Question 19

If employees are a firm's most valuable assets, how can organizations keep them?

Accepted Answer

Members of an organization are critical

Question 20

What's the difference between a resource and a capability?

Accepted Answer

A) A resource is a productive asset of the firm whereas a capability refers to what the firm can do 
B) A resource is an immobile asset whereas a capability is a dynamic concept. 
C) A resource is a weak source of competitive advantage whereas a capability is a strong one 
D) It is very difficult to elucidate. 
A) A resource is a productive asset of the firm whereas a capability refers to what the firm can do 
B) A resource is an immobile asset whereas a capability is a dynamic concept. 
C) A resource is a weak source of competitive advantage whereas a capability is a strong one 
D) It is very difficult to elucidate.

Examples of reputational assets are:

Ultimately, industry attractiveness derives from the ownership of resources.

In 2003, the stakeholders of Gucci and Pinault Printemps Redoute learned that:

In general, higher level capabilities that require cross-functional integration are the more strategically important and valuable

Organizational culture:

Kodak is a prime example of a company restricted to chemicals and film, because it had no possibility of gaining expertise in digital technology, despite trying hard to do so.

What are the strengths and weaknesses of the practical guide to put resources and capability analysis to work?

In the 1990s, ideas about the role and importance of a firm's resources and capabilities coalesced into a perspective named the "Resource-based view"

"Time compression diseconomies" means:

For a resource or capability to be a source of competitive advantage, two conditions must be present: scarcity and relevance

The profits arising from market power are called monopoly rents, whereas those arising from superior resources are Ricardian rents

From a capability standpoint, 2001 was a disastrous year for Mariah Carey's because:

It is important to make the distinction between resources and capabilities that are merely "needed to play" (qualifying criteria) versus those "needed to win" (winning criteria)

In 1990, academics Prahalad and Hamel were among the first to point out that:

A key feature of efficient and reliable processes is that a firm has been able to perform them routinely. However, routinizing a process is not sufficient to make it a distinctive competence.

Capabilities are what a firm can do - in particular, what it can do better than competitors

Despite the theories and tools for analysing strategic position, many major firms fail:

What does managerial action at Walt Disney in the mid-1980s illustrate?

If employees are a firm's most valuable assets, how can organizations keep them?

What's the difference between a resource and a capability?

The Concept of Strategy

Goals, Values and Performance

Industry Analysis: the Fundamentals

Further Topics in Industry and Competitive Analysis

Developing 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 5: Analyzing Resources and Capabilities

Examples of reputational assets are:

Ultimately, industry attractiveness derives from the ownership of resources.

In 2003, the stakeholders of Gucci and Pinault Printemps Redoute learned that:

In general, higher level capabilities that require cross-functional integration are the more strategically important and valuable

Organizational culture:

Kodak is a prime example of a company restricted to chemicals and film, because it had no possibility of gaining expertise in digital technology, despite trying hard to do so.

What are the strengths and weaknesses of the practical guide to put resources and capability analysis to work?

In the 1990s, ideas about the role and importance of a firm's resources and capabilities coalesced into a perspective named the "Resource-based view"

"Time compression diseconomies" means:

For a resource or capability to be a source of competitive advantage, two conditions must be present: scarcity and relevance

The profits arising from market power are called monopoly rents, whereas those arising from superior resources are Ricardian rents

From a capability standpoint, 2001 was a disastrous year for Mariah Carey's because:

It is important to make the distinction between resources and capabilities that are merely "needed to play" (qualifying criteria) versus those "needed to win" (winning criteria)

In 1990, academics Prahalad and Hamel were among the first to point out that:

A key feature of efficient and reliable processes is that a firm has been able to perform them routinely. However, routinizing a process is not sufficient to make it a distinctive competence.

Capabilities are what a firm can do - in particular, what it can do better than competitors

Despite the theories and tools for analysing strategic position, many major firms fail:

What does managerial action at Walt Disney in the mid-1980s illustrate?

If employees are a firm's most valuable assets, how can organizations keep them?

What's the difference between a resource and a capability?

The Concept of Strategy

Goals, Values and Performance

Industry Analysis: the Fundamentals

Further Topics in Industry and Competitive Analysis

Developing 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