Question 1

Write a short note on the data-gathering step of planning.

Accepted Answer

During the strategic planning stage, the

Question 2

The steps in the planning process include all of the following EXCEPT:

Accepted Answer

A)  data gathering. 
B)  mission generation. 
C)  objective setting. 
D)  evaluation and control. 
A)  data gathering. 
B)  mission generation. 
C)  objective setting. 
D)  evaluation and control.

Question 3

If the firms in a merger or acquisition rely on similar skills to conduct the critical activities of the firms, then it is conglomerate diversification.

Accepted Answer

A) True 
 B)False

Question 4

It is more common for firms to forward integrate in turbulent product markets than in mature ones.

Accepted Answer

A) True 
 B)False

Question 5

Which of the following is NOT an example of a key success factor in an airline firm?

Accepted Answer

A)  An information system that allows the airline to better match demand and flight frequency. 
B)  The ability to work well with their employees and unions to generate maximum efficiency. 
C)  The capability of designing the best uniform for its employees. 
D)  The organizational routines to turn planes around faster. 
A)  An information system that allows the airline to better match demand and flight frequency. 
B)  The ability to work well with their employees and unions to generate maximum efficiency. 
C)  The capability of designing the best uniform for its employees. 
D)  The organizational routines to turn planes around faster.

Question 6

All of the following are reasons for a firm's competitive advantage EXCEPT:

Accepted Answer

A)  the activity is something that customers value. 
B)  it is something that affects the supplier's purchasing decisions. 
C)  it is something that other firms cannot easily duplicate. 
D)  the firm is able to build value for the shareholders of the firm. 
A)  the activity is something that customers value. 
B)  it is something that affects the supplier's purchasing decisions. 
C)  it is something that other firms cannot easily duplicate. 
D)  the firm is able to build value for the shareholders of the firm.

Question 7

Strategic planning is an effort by which an organization defines the nature of the products and/or services it provides.

Accepted Answer

A) True 
 B)False

Question 8

The special capabilities that are the most critical to a firm's success are called:

Accepted Answer

A)  key success factors. 
B)  core competencies. 
C)  missions and visions. 
D)  hidden assets. 
A)  key success factors. 
B)  core competencies. 
C)  missions and visions. 
D)  hidden assets.

Question 9

A firm's resources and capabilities are used to build the firm's core competencies which, in turn, are the building blocks for the firm's strategy and its:

Accepted Answer

A)  core advantage. 
B)  absolute advantage. 
C)  competitive advantage. 
D)  comparative advantage. 
A)  core advantage. 
B)  absolute advantage. 
C)  competitive advantage. 
D)  comparative advantage.

Question 10

The total package of products that complement each other is typically referred to as a:

Accepted Answer

A)  product mix. 
B)  product class. 
C)  product placement. 
D)  product platform. 
A)  product mix. 
B)  product class. 
C)  product placement. 
D)  product platform.

Question 11

Which of the following is characterized by several organizations joining together to share expertise and funding for developing, gathering, and distributing new knowledge?

Accepted Answer

A)  Subcontracts 
B)  Joint ventures 
C)  Consortia 
D)  Licensing arrangements 
A)  Subcontracts 
B)  Joint ventures 
C)  Consortia 
D)  Licensing arrangements

Question 12

List the strategic goals that a firm can accomplish through M&As. Explain at least one of them.

Accepted Answer

Despite the mediocre results of most mer

Question 13

Define mergers and acquisitions. How do they differ?

Accepted Answer

The principal means by which a firm chan

Question 14

Horizontal M&As involve acquired and acquiring firms that are at the same stage of the production process in the same industry.

Accepted Answer

A) True 
 B)False

Question 15

Business-level strategies are the strategies of the different departments, such as accounting, engineering, and marketing, that act in support of the given functional strategy.

Accepted Answer

A) True 
 B)False

Question 16

One of the major challenges facing a strategic alliance is measuring real costs and profits from the alliance.

Accepted Answer

A) True 
 B)False

Question 17

Capabilities are the foundation on which a firm builds its strategy.

Accepted Answer

A) True 
 B)False

Question 18

Which theory states that the recognition that those who own firms and manage them are now separated, and thus the agents may act in their own best interest rather than that of the firm?

Accepted Answer

A)  Agency theory 
B)  Contract theory 
C)  M&A theory 
D)  Attribution theory 
A)  Agency theory 
B)  Contract theory 
C)  M&A theory 
D)  Attribution theory

Question 19

Core competencies are present in high technology and manufacturing firms, but not in service firms.

Accepted Answer

A) True 
 B)False

Question 20

The most valuable asset of a firm is values.

Accepted Answer

A) True 
 B)False

Write a short note on the data-gathering step of planning.

The steps in the planning process include all of the following EXCEPT:

If the firms in a merger or acquisition rely on similar skills to conduct the critical activities of the firms, then it is conglomerate diversification.

It is more common for firms to forward integrate in turbulent product markets than in mature ones.

Which of the following is NOT an example of a key success factor in an airline firm?

All of the following are reasons for a firm's competitive advantage EXCEPT:

Strategic planning is an effort by which an organization defines the nature of the products and/or services it provides.

The special capabilities that are the most critical to a firm's success are called:

A firm's resources and capabilities are used to build the firm's core competencies which, in turn, are the building blocks for the firm's strategy and its:

The total package of products that complement each other is typically referred to as a:

Which of the following is characterized by several organizations joining together to share expertise and funding for developing, gathering, and distributing new knowledge?

List the strategic goals that a firm can accomplish through M&As. Explain at least one of them.

Define mergers and acquisitions. How do they differ?

Horizontal M&As involve acquired and acquiring firms that are at the same stage of the production process in the same industry.

Business-level strategies are the strategies of the different departments, such as accounting, engineering, and marketing, that act in support of the given functional strategy.

One of the major challenges facing a strategic alliance is measuring real costs and profits from the alliance.

Capabilities are the foundation on which a firm builds its strategy.

Which theory states that the recognition that those who own firms and manage them are now separated, and thus the agents may act in their own best interest rather than that of the firm?

Core competencies are present in high technology and manufacturing firms, but not in service firms.

The most valuable asset of a firm is values.

Introduction to International Management

Culture and International Management

The Economic, Legal, and Political Environment

International Market Entry

Business- and Functional-Level Strategy

Motivation

Leadership

Decision Making

Influence and Negotiation

Evaluation and Control

Human Resources Management

The Structure of the International Firm

The Future of International Management

Filters

Exam 4: Strategy Fundamentals and Corporate Strategy

Write a short note on the data-gathering step of planning.

The steps in the planning process include all of the following EXCEPT:

If the firms in a merger or acquisition rely on similar skills to conduct the critical activities of the firms, then it is conglomerate diversification.

It is more common for firms to forward integrate in turbulent product markets than in mature ones.

Which of the following is NOT an example of a key success factor in an airline firm?

All of the following are reasons for a firm's competitive advantage EXCEPT:

Strategic planning is an effort by which an organization defines the nature of the products and/or services it provides.

The special capabilities that are the most critical to a firm's success are called:

A firm's resources and capabilities are used to build the firm's core competencies which, in turn, are the building blocks for the firm's strategy and its:

The total package of products that complement each other is typically referred to as a:

Which of the following is characterized by several organizations joining together to share expertise and funding for developing, gathering, and distributing new knowledge?

List the strategic goals that a firm can accomplish through M&As. Explain at least one of them.

Define mergers and acquisitions. How do they differ?

Horizontal M&As involve acquired and acquiring firms that are at the same stage of the production process in the same industry.

Business-level strategies are the strategies of the different departments, such as accounting, engineering, and marketing, that act in support of the given functional strategy.

One of the major challenges facing a strategic alliance is measuring real costs and profits from the alliance.

Capabilities are the foundation on which a firm builds its strategy.

Which theory states that the recognition that those who own firms and manage them are now separated, and thus the agents may act in their own best interest rather than that of the firm?

Core competencies are present in high technology and manufacturing firms, but not in service firms.

The most valuable asset of a firm is values.

Introduction to International Management

Culture and International Management

The Economic, Legal, and Political Environment

International Market Entry

Business- and Functional-Level Strategy

Motivation

Leadership

Decision Making

Influence and Negotiation

Evaluation and Control

Human Resources Management

The Structure of the International Firm

The Future of International Management

Filters