Exam 9: Cooperative Implications for Strategy

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One area in which joint ventures are effective is the transfer of tacit knowledge as illustrated in the Fujitsu Siemens joint venture (Chapter 9 Strategic Focus).

(True/False)

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Question 141

Franchising is most attractive in concentrated industries.

(True/False)

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Question 142

In some countries, the only legal way for foreign firms to invest in the country is through

(Multiple Choice)

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Question 143

Burgess Corp. manufactures a line of heavy construction equipment. The company has announced a contractual relationship with FS Electronics whereby FS will supply Burgess with advanced GPS navigation and guidance systems. These systems will be an option on all bulldozers, dump trucks, and road graders Burgess produces. What type of alliance is this?

(Multiple Choice)

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Question 144

In free market economies, ____ must decide how rivals can collaborate with their competitors without violating established regulations.

(Multiple Choice)

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Question 145

An alliance can be used to test whether the partners would benefit from a future merger.

(True/False)

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Question 146

Which of the following is NOT a risk for firms engaged in cooperative strategies?

(Multiple Choice)

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Question 147

Legitimately, a firm may pursue an international strategic alliance for all of the following reasons EXCEPT

(Multiple Choice)

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Question 148

Showing 141 - 148 of 148

One area in which joint ventures are effective is the transfer of tacit knowledge as illustrated in the Fujitsu Siemens joint venture (Chapter 9 Strategic Focus).

Franchising is most attractive in concentrated industries.

In some countries, the only legal way for foreign firms to invest in the country is through

In free market economies, ____ must decide how rivals can collaborate with their competitors without violating established regulations.

An alliance can be used to test whether the partners would benefit from a future merger.

Which of the following is NOT a risk for firms engaged in cooperative strategies?

Legitimately, a firm may pursue an international strategic alliance for all of the following reasons EXCEPT

Strategic Management and Competitiveness

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

The Internal Environment: Resources, Capabilities, Competencies, and Competitive Advantages

Business Level Strategy

Competitive Rivalry and Dynamics

Corporate Level Strategy

Strategic Acquisition and Restructuring

Global Strategy

Corporate Governance and Ethics

Structure and Controls with Organizations

Leadership Implications for Strategy

Entrepreneurial Implications for Strategy

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