Question 1

Identify the three categories of tangible resources, and provide an example for each category.

Accepted Answer

The first category is financial resources and capabilities, meaning the depth of a firm s financial pockets. The capabilities include abilities to generate internal funds and raise external capital. Example: Saturna s ability to tap into the pool of funds from Islamic investors. The second is physical resources and capabilities, such as plants, offices, and equipment, their geographic locations, and access to raw materials and distribution channels. Amazon and the growth of the largest physical brick-and-mortar book warehouses in key geographic locations is an excellent example. Technological resources and capabilities, the third category, include skills and assets that generate leading edge products and services supported by patents, trademarks, copyrights, and trade secrets. Example: over 60% of Canon s products have been introduced since 2005.

Question 2

Financial, physical, and technological resources and capabilities are all tangible assets.

Accepted Answer

A) True 
 B)False  True

Question 3

A global business perspective that deals with internal strengths and weaknesses is also called:

Accepted Answer

A)  Global-business external view 
B)  Resource-based view 
C)  Institution-based view 
D)  Global-business internal view 
A)  Global-business external view 
B)  Resource-based view 
C)  Institution-based view 
D)  Global-business internal view B

Question 4

Turning over an organizational activity to an international firm is also called:

Accepted Answer

A)  Captive sourcing 
B)  Inshoring 
C)  Offshoring 
D)  Outsourcing 
A)  Captive sourcing 
B)  Inshoring 
C)  Offshoring 
D)  Outsourcing

Question 5

Onshoring is the opposite to offshoring, meaning outsourcing to a domestic company.

Accepted Answer

A) True 
 B)False

Question 6

The view in global business which deals with external opportunity threats is also called:

Accepted Answer

A)  Global-business external view 
B)  Resource-based view 
C)  Institution-based view 
D)  Global-business internal view 
A)  Global-business external view 
B)  Resource-based view 
C)  Institution-based view 
D)  Global-business internal view

Question 7

Overall, valuable, rare, but imitable resources and capabilities may give firms some temporary competitive advantage.

Accepted Answer

A) True 
 B)False

Question 8

The resource-based view focuses on the value, return on investment, imitability, and operations.

Accepted Answer

A) True 
 B)False

Question 9

Turning over an organizational activity to a domestic firm is also called:

Accepted Answer

A)  Captive sourcing 
B)  Inshoring 
C)  Offshoring 
D)  Outsourcing 
A)  Captive sourcing 
B)  Inshoring 
C)  Offshoring 
D)  Outsourcing

Question 10

Identify the three categories of intangible assets, and provide an example for each category.

Accepted Answer

Human resources and capabilities: This r

Question 11

Do a firm s resources and capabilities add value? Explain with an example.

Accepted Answer

Answers will vary. The value chain sugge

Question 12

Intangible resources and capabilities are hard to observe and difficult to quantify.

Accepted Answer

A) True 
 B)False

Question 13

Setting up subsidiaries abroad so the work can be performed in-house but in the foreign location is also called captive sourcing.

Accepted Answer

A) True 
 B)False

Question 14

Which of the following is the implication for action based on the information in this chapter?

Accepted Answer

A)  Managers need to build firm strengths based on the VRIO framework 
B)  Relentless imitation or benchmarking, while important, is not likely to be a successful strategy 
C)  Managers need to build up resources and capabilities for future competition 
D)  All of these answers 
A)  Managers need to build firm strengths based on the VRIO framework 
B)  Relentless imitation or benchmarking, while important, is not likely to be a successful strategy 
C)  Managers need to build up resources and capabilities for future competition 
D)  All of these answers

Question 15

The insight that competitors do not share certain resources and capabilities specific to one s firm is also known as the resource-based view.

Accepted Answer

A) True 
 B)False

Question 16

A firm s resources and capabilities are tangible assets a firm uses to choose and implement its strategies.

Accepted Answer

A) True 
 B)False

Question 17

Observable and easily quantified assets are:

Accepted Answer

A)  Resources and capabilities 
B)  Core competencies 
C)  Tangible assets 
D)  Intangible assets 
A)  Resources and capabilities 
B)  Core competencies 
C)  Tangible assets 
D)  Intangible assets

Question 18

The difficulty of identifying the causal determinants of successful firm performance is best described in two words: causal ambiguity.

Accepted Answer

A) True 
 B)False

Question 19

Assets hard to observe and difficult to quantify are:

Accepted Answer

A)  Resources and capabilities 
B)  Core competences 
C)  Tangible assets 
D)  Intangible assets 
A)  Resources and capabilities 
B)  Core competences 
C)  Tangible assets 
D)  Intangible assets

Question 20

The socially intricate and interdependent ways that firms are typically organized may be called:

Accepted Answer

A)  Social typicality 
B)  Social complexity 
C)  Organized typicality 
D)  Complex organization 
A)  Social typicality 
B)  Social complexity 
C)  Organized typicality 
D)  Complex organization

Identify the three categories of tangible resources, and provide an example for each category.

Financial, physical, and technological resources and capabilities are all tangible assets.

A global business perspective that deals with internal strengths and weaknesses is also called:

Turning over an organizational activity to an international firm is also called:

Onshoring is the opposite to offshoring, meaning outsourcing to a domestic company.

The view in global business which deals with external opportunity threats is also called:

Overall, valuable, rare, but imitable resources and capabilities may give firms some temporary competitive advantage.

The resource-based view focuses on the value, return on investment, imitability, and operations.

Turning over an organizational activity to a domestic firm is also called:

Identify the three categories of intangible assets, and provide an example for each category.

Do a firm s resources and capabilities add value? Explain with an example.

Intangible resources and capabilities are hard to observe and difficult to quantify.

Setting up subsidiaries abroad so the work can be performed in-house but in the foreign location is also called captive sourcing.

Which of the following is the implication for action based on the information in this chapter?

The insight that competitors do not share certain resources and capabilities specific to one s firm is also known as the resource-based view.

A firm s resources and capabilities are tangible assets a firm uses to choose and implement its strategies.

Observable and easily quantified assets are:

The difficulty of identifying the causal determinants of successful firm performance is best described in two words: causal ambiguity.

Assets hard to observe and difficult to quantify are:

The socially intricate and interdependent ways that firms are typically organized may be called:

Globalizing Business

Understanding Formal Institutions: Politics, Laws, and Economics

Emphasizing Informal Institutions: Cultures, Ethics, and Norms

Trading Internationally

Investing Abroad Directly

Dealing With Foreign Exchange

Capitalizing on Global and Regional Integration

Growing and Internationalizing the Entrepreneurial Firm

Entering Foreign Markets

Managing Global Competitive Dynamics

Making Alliances and Acquisitions Work

Strategizing, Structuring, and Learning Around the World

Competing on Marketing and Supply Chain Management

Filters

Exam 4: Leveraging Resources and Capabilities

Identify the three categories of tangible resources, and provide an example for each category.

Financial, physical, and technological resources and capabilities are all tangible assets.

A global business perspective that deals with internal strengths and weaknesses is also called:

Turning over an organizational activity to an international firm is also called:

Onshoring is the opposite to offshoring, meaning outsourcing to a domestic company.

The view in global business which deals with external opportunity threats is also called:

Overall, valuable, rare, but imitable resources and capabilities may give firms some temporary competitive advantage.

The resource-based view focuses on the value, return on investment, imitability, and operations.

Turning over an organizational activity to a domestic firm is also called:

Identify the three categories of intangible assets, and provide an example for each category.

Do a firm s resources and capabilities add value? Explain with an example.

Intangible resources and capabilities are hard to observe and difficult to quantify.

Setting up subsidiaries abroad so the work can be performed in-house but in the foreign location is also called captive sourcing.

Which of the following is the implication for action based on the information in this chapter?

The insight that competitors do not share certain resources and capabilities specific to one s firm is also known as the resource-based view.

A firm s resources and capabilities are tangible assets a firm uses to choose and implement its strategies.

Observable and easily quantified assets are:

The difficulty of identifying the causal determinants of successful firm performance is best described in two words: causal ambiguity.

Assets hard to observe and difficult to quantify are:

The socially intricate and interdependent ways that firms are typically organized may be called:

Globalizing Business

Understanding Formal Institutions: Politics, Laws, and Economics

Emphasizing Informal Institutions: Cultures, Ethics, and Norms

Trading Internationally

Investing Abroad Directly

Dealing With Foreign Exchange

Capitalizing on Global and Regional Integration

Growing and Internationalizing the Entrepreneurial Firm

Entering Foreign Markets

Managing Global Competitive Dynamics

Making Alliances and Acquisitions Work

Strategizing, Structuring, and Learning Around the World

Competing on Marketing and Supply Chain Management

Filters