Exam 5: Interorganizational Relationships

With coercive forces, the reason for adaptation is:

An event for coercive force is:

A niche is a domain of unique environmental resources and needs.

List the characteristics of the traditional theory of organizational relationships.

Identify a firm in each stage of the process of ecological change: variation, selection, and retention. Explain why you classified each firm as you did.

In population ecology theory, large dependent companies have power over small suppliers.

Frenemies refers to the trend toward companies being both friends and enemies, collaborators and competitors.

The adversarial orientation to interorganizational relationships involved which of the following characteristics?

How have managers' viewpoints and focuses changed in this new world?

Describe the framework of interorganizational relationships, using the following two questions to help guide your answer: If organizational relationships are competitive, under what perspectives are the organization types similar versus dissimilar? If organizational relationships are cooperative, under what perspectives are the organization types similar versus dissimilar?

Which of the following is true about the struggle for existence, a principle underlying the population ecology model?

What kind of education and training do you think would help prepare you for the reality of being a manager who has to manage a set of interorganizational relationships beyond managing internal affairs of your own company?

Describe the different strategies when organizations are struggling for existence.

Which of the following from the institutional view is true about the two essential dimensions of organization?

The ____ is composed of norms and values from stakeholders.

____ are pressures to change to achieve standards of professionalism and to adopt techniques that are considered by the professional community to be up to date and effective.

The outcome of mechanisms of mimetic, coercive, or normative forces is that organizations become more heterogeneous to reflect the natural diversity among managers and environments.

Variation, formation, and selection are the stages in the process of change in the environment.

North American companies have long traditions of corporate clans or industrial groups that collaborate and assist each other while both Japanese and Korean companies have traditionally worked alone.

Many companies are changing from a partnership orientation mindset to a traditional adversarial.