Question 1

A major problem of using SWOT analyses in distinguishing strengths from weaknesses and opportunities from threats.

Accepted Answer

A) True 
 B)False

Question 2

In the large, complex firm, two main levels of strategy can be distinguished: corporate strategy and business (or competitive) strategy.

Accepted Answer

A) True 
 B)False

Question 3

The principal similarity between business and military strategy is that:

Accepted Answer

A) They share the same objective: to annihilate rivals 
B) They share common concepts and principles 
C) The nature of leadership is much the same whether in a military or business context 
D) They are both concerned with tactical maneuvers to establish positions of advantage. 
A) They share the same objective: to annihilate rivals 
B) They share common concepts and principles 
C) The nature of leadership is much the same whether in a military or business context 
D) They are both concerned with tactical maneuvers to establish positions of advantage.

Question 4

Applying the tools of strategy analysis to not-for-profit organizations is simplified by the fact that they do not need to be concerned with maximizing profit.

Accepted Answer

A) True 
 B)False

Question 5

The more turbulent a firm's external environment, the more must its strategy:

Accepted Answer

A) Be formulated top-down rather than bottom-up 
B) Be about direction rather than specific plans 
C) Emphasize innovation 
D) Rely upon inputs from external consultants 
A) Be formulated top-down rather than bottom-up 
B) Be about direction rather than specific plans 
C) Emphasize innovation 
D) Rely upon inputs from external consultants

Question 6

Strategic fit refers to:

Accepted Answer

A) The need for a firm's strategy to be consistent with its vision, mission, and culture 
B) The consistency of a firm's strategy with its external and internal environments 
C) The need for a firm's strategy to be unique 
D) The need for a firm's strategy to fit the needs of all its stakeholders, not just shareholders 
A) The need for a firm's strategy to be consistent with its vision, mission, and culture 
B) The consistency of a firm's strategy with its external and internal environments 
C) The need for a firm's strategy to be unique 
D) The need for a firm's strategy to fit the needs of all its stakeholders, not just shareholders

Question 7

If a firm can devise a brilliant strategy, it will be successful irrespective of how effectively it is implemented.

Accepted Answer

A) True 
 B)False

Question 8

In the late 1970s and early 1980s, Michael Porter pioneered:

Accepted Answer

A) The application of industrial organization economics to strategic management 
B) Empirical research into the relationship between market share and firm profitability 
C) The resource-based view of the firm 
D) The application of game theory to competitive analysis 
A) The application of industrial organization economics to strategic management 
B) Empirical research into the relationship between market share and firm profitability 
C) The resource-based view of the firm 
D) The application of game theory to competitive analysis

A major problem of using SWOT analyses in distinguishing strengths from weaknesses and opportunities from threats.

In the large, complex firm, two main levels of strategy can be distinguished: corporate strategy and business (or competitive) strategy.

The principal similarity between business and military strategy is that:

Applying the tools of strategy analysis to not-for-profit organizations is simplified by the fact that they do not need to be concerned with maximizing profit.

The more turbulent a firm's external environment, the more must its strategy:

Strategic fit refers to:

If a firm can devise a brilliant strategy, it will be successful irrespective of how effectively it is implemented.

In the late 1970s and early 1980s, Michael Porter pioneered:

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 Sources and Dimensions of Competitive Advantage

Industry Evolution and Strategic Change

Technology-Based Industries and the Management of Innovation

Vertical Integration and the Scope of the Firm

Global Strategy and the Multinational Corporation

Diversification Strategy

Implementing Corporate Strategy: Managing the Multibusiness Firm

External Growth Strategies: Mergers, Acquisitions, and Alliances

Current Trends in Strategic Management

Filters

Exam 1: The Concept of Strategy

A major problem of using SWOT analyses in distinguishing strengths from weaknesses and opportunities from threats.

In the large, complex firm, two main levels of strategy can be distinguished: corporate strategy and business (or competitive) strategy.

The principal similarity between business and military strategy is that:

Applying the tools of strategy analysis to not-for-profit organizations is simplified by the fact that they do not need to be concerned with maximizing profit.

The more turbulent a firm's external environment, the more must its strategy:

Strategic fit refers to:

If a firm can devise a brilliant strategy, it will be successful irrespective of how effectively it is implemented.

In the late 1970s and early 1980s, Michael Porter pioneered:

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 Sources and Dimensions of Competitive Advantage

Industry Evolution and Strategic Change

Technology-Based Industries and the Management of Innovation

Vertical Integration and the Scope of the Firm

Global Strategy and the Multinational Corporation

Diversification Strategy

Implementing Corporate Strategy: Managing the Multibusiness Firm

External Growth Strategies: Mergers, Acquisitions, and Alliances

Current Trends in Strategic Management

Filters