A) a product's proprietary characteristics and attributes for which customers are willing to pay. B) a product's performance characteristics and attributes for which customers are willing to pay. C) a product's proprietary characteristics and attributes for which customers consider paying. D) a product's performance characteristics and attributes for which customers consider paying. A) a product's proprietary characteristics and attributes for which customers are willing to pay. B) a product's performance characteristics and attributes for which customers are willing to pay. C) a product's proprietary characteristics and attributes for which customers consider paying. D) a product's performance characteristics and attributes for which customers consider paying.

Exam 3: The Internal Organization: Resources, Capabilities, Core Competencies, and Competitive Advantages

By emphasizing core competencies when formulating strategies,companies learn to compete primarily on the basis of

(Multiple Choice)

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(38)

Question 101

may exist among managers making decisions as well as among those affected by the decisions.

(Multiple Choice)

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(35)

Question 102

Capabilities of an organization emerge spontaneously through the interaction of tangible and intangible resources.

(True/False)

5.0/5

(33)

Question 103

are the source of a firm's,which are the source of the firm's

(Multiple Choice)

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Question 104

Any core competency has the potential to lose its value-creating ability.

(True/False)

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Question 105

Describe the importance of internal analysis to the strategic success of the firm. Should not-for-profit organizations perform internal analysis? Why or Why not?

(Essay)

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Question 106

Judgment is the capacity for making a successful decision when

(Multiple Choice)

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Question 107

Creating customer value is the source of the firm's potential to earn above-average returns.

(True/False)

4.9/5

(39)

Question 108

Many firms outsource the payroll function of paying employees to firms such as ADP. Payroll is a(n)

(Multiple Choice)

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(39)

Question 109

Understanding how to leverage the firm's unique bundle of resources and capabilities is a key outcome decision makers seek when analyzing the internal organization.

(True/False)

4.8/5

(34)

Question 110

______can be viewed as the capacity to take action.

(Multiple Choice)

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Question 111

Value consists of

(Multiple Choice)

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Question 112

Technology is a critical resource for helping organizations learn how to continually innovate.

(True/False)

4.7/5

(41)

Question 113

"Motivating,empowering,and retaining employees" is an example of a capability that resides within the human resources functional area.

(True/False)

4.9/5

(35)

Question 114

In the airline industry,frequent-flyer programs,ticket kiosks,and e-ticketing are all examples of capabilities that are But no longer

(Multiple Choice)

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Question 115

GE's brand name is a tangible source of competitive advantage for the company.

(True/False)

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Question 116

Interpersonal relationships,trust,friendships,and a firm's reputation are all examples of complex social phenomena that make capabilities easy to imitate.

(True/False)

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Question 117

Although an organization's good reputation is a valuable resource that takes years of superior marketplace competence to achieve,it is not a good basis for building a competitive advantage because it can be destroyed almost instantly by bad publicity.

(True/False)

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Question 118

Tangible resources include

(Multiple Choice)

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Question 119

A food bank in Florida was struggling to serve its customers. It asked Walmart for help. Walmart sent a team of managers who reorganized storage and transportation. The food bank was able to increase the number of clients served by tenfold. Walmart shared its expertise in

(Multiple Choice)

4.8/5

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Question 120

Showing 101 - 120 of 149

By emphasizing core competencies when formulating strategies,companies learn to compete primarily on the basis of

may exist among managers making decisions as well as among those affected by the decisions.

Capabilities of an organization emerge spontaneously through the interaction of tangible and intangible resources.

are the source of a firm's,which are the source of the firm's

Any core competency has the potential to lose its value-creating ability.

Describe the importance of internal analysis to the strategic success of the firm. Should not-for-profit organizations perform internal analysis? Why or Why not?

Judgment is the capacity for making a successful decision when

Creating customer value is the source of the firm's potential to earn above-average returns.

Many firms outsource the payroll function of paying employees to firms such as ADP. Payroll is a(n)

Understanding how to leverage the firm's unique bundle of resources and capabilities is a key outcome decision makers seek when analyzing the internal organization.

______can be viewed as the capacity to take action.

Value consists of

Technology is a critical resource for helping organizations learn how to continually innovate.

"Motivating,empowering,and retaining employees" is an example of a capability that resides within the human resources functional area.

In the airline industry,frequent-flyer programs,ticket kiosks,and e-ticketing are all examples of capabilities that are But no longer

GE's brand name is a tangible source of competitive advantage for the company.

Interpersonal relationships,trust,friendships,and a firm's reputation are all examples of complex social phenomena that make capabilities easy to imitate.

Although an organization's good reputation is a valuable resource that takes years of superior marketplace competence to achieve,it is not a good basis for building a competitive advantage because it can be destroyed almost instantly by bad publicity.

Tangible resources include

A food bank in Florida was struggling to serve its customers. It asked Walmart for help. Walmart sent a team of managers who reorganized storage and transportation. The food bank was able to increase the number of clients served by tenfold. Walmart shared its expertise in

Strategic Management and Strategic Competitivenes

The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis.

Business-Level Strategy

Competitive Rivalry and Competitive Dynamics.

Corporate-Level Strategy.

Merger and Acquisition Strategies.

International Strategy

Cooperative Strategy.

Corporate Governance.

Organizational Structure and Controls

Strategic Leadership

Strategic Entrepreneurship

Filters

Exam 3: The Internal Organization: Resources, Capabilities, Core Competencies, and Competitive Advantages

By emphasizing core competencies when formulating strategies,companies learn to compete primarily on the basis of

may exist among managers making decisions as well as among those affected by the decisions.

Capabilities of an organization emerge spontaneously through the interaction of tangible and intangible resources.

______are the source of a firm's______,which are the source of the firm's

Any core competency has the potential to lose its value-creating ability.

Describe the importance of internal analysis to the strategic success of the firm. Should not-for-profit organizations perform internal analysis? Why or Why not?

Judgment is the capacity for making a successful decision when

Creating customer value is the source of the firm's potential to earn above-average returns.

Many firms outsource the payroll function of paying employees to firms such as ADP. Payroll is a(n)

Understanding how to leverage the firm's unique bundle of resources and capabilities is a key outcome decision makers seek when analyzing the internal organization.

______can be viewed as the capacity to take action.

Value consists of

Technology is a critical resource for helping organizations learn how to continually innovate.

"Motivating,empowering,and retaining employees" is an example of a capability that resides within the human resources functional area.

In the airline industry,frequent-flyer programs,ticket kiosks,and e-ticketing are all examples of capabilities that are But no longer

GE's brand name is a tangible source of competitive advantage for the company.

Interpersonal relationships,trust,friendships,and a firm's reputation are all examples of complex social phenomena that make capabilities easy to imitate.

Although an organization's good reputation is a valuable resource that takes years of superior marketplace competence to achieve,it is not a good basis for building a competitive advantage because it can be destroyed almost instantly by bad publicity.

Tangible resources include

A food bank in Florida was struggling to serve its customers. It asked Walmart for help. Walmart sent a team of managers who reorganized storage and transportation. The food bank was able to increase the number of clients served by tenfold. Walmart shared its expertise in

Strategic Management and Strategic Competitivenes

The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis.

Business-Level Strategy

Competitive Rivalry and Competitive Dynamics.

Corporate-Level Strategy.

Merger and Acquisition Strategies.

International Strategy

Cooperative Strategy.

Corporate Governance.

Organizational Structure and Controls

Strategic Leadership

Strategic Entrepreneurship

Filters

are the source of a firm's,which are the source of the firm's