Question 1

Which of the following is not an assumption of traditional perspectives on industry analysis?

Accepted Answer

A)  Changes in the dimensions of industries are relatively unimportant 
B)  The size and shape of the competitive space are relatively stable over time 
C)  Industries do not remain in equilibrium 
D)  The focus of competition remains fixed on traditional patterns of interaction between participating firms 
A)  Changes in the dimensions of industries are relatively unimportant 
B)  The size and shape of the competitive space are relatively stable over time 
C)  Industries do not remain in equilibrium 
D)  The focus of competition remains fixed on traditional patterns of interaction between participating firms C

Question 2

Competition among incumbent firms will likely _____________ as they begin serving a smaller segment of the industry when withdrawing from market segments invaded by new entrants.

Accepted Answer

A)  decrease 
B)  increase 
C)  remain the same 
A)  decrease 
B)  increase 
C)  remain the same B

Question 3

Which of the following insights into an industry does a dynamic model of industry structuring provide?

Accepted Answer

A)  How the industry has changed 
B)  How the industry is likely to change 
C)  What areas of opportunity exist 
D)  How the industry is structured 
E)  All of these 
A)  How the industry has changed 
B)  How the industry is likely to change 
C)  What areas of opportunity exist 
D)  How the industry is structured 
E)  All of these E

Question 4

Southwest Airlines expanded the airline industry along the __________ and ____________ dimensions.

Accepted Answer

A)  Technology, Product/Services 
B)  Customer, Technology 
C)  Customer, Product/Services 
D)  Technology, Processes 
E)  None of these 
A)  Technology, Product/Services 
B)  Customer, Technology 
C)  Customer, Product/Services 
D)  Technology, Processes 
E)  None of these

Question 5

Changes in one or more of the dimensions of an industry can create new areas of opportunity that are readily accessible only to incumbent firms.

Accepted Answer

A) True 
 B)False

Question 6

Firms in high-tech industries have come to expect that microprocessor capability will double every 18 months based on __________ Law.

Accepted Answer

A)  Krankheit's 
B)  Abell's 
C)  Jobs' 
D)  Moore's 
E)  Hamel's 
A)  Krankheit's 
B)  Abell's 
C)  Jobs' 
D)  Moore's 
E)  Hamel's

Question 7

Defining the nature of a competitive threat is a problem for the managers of incumbent firms in an industry.

Accepted Answer

A) True 
 B)False

Question 8

Traditional perspectives on industry analysis assume that changes in the dimensions of industries are very significant to the survival of incumbent firms.

Accepted Answer

A) True 
 B)False

Question 9

Why would labeling customer groups based on chronological age might not be particularly useful for analyzing the customer dimension of the automobile industry?

Accepted Answer

Labeling customer groups based on chrono

Question 10

What are the positive and negative aspects of industry norms?

Accepted Answer

Industry norms can have both positive an

Question 11

Why is organizational learning more important than the imitation or copying of other firms?

Accepted Answer

Organizational learning is more importan

Question 12

Patterns in the evolution of most industries can be explained by all of the following EXCEPT:

Accepted Answer

A)  Changing industry dimensions 
B)  The limitations, biases, and inertia inherent in managerial thinking 
C)  The actions of incumbent managers seeking to disrupt the status quo in organizational environments. 
D)  None of these 
E)  All of these 
A)  Changing industry dimensions 
B)  The limitations, biases, and inertia inherent in managerial thinking 
C)  The actions of incumbent managers seeking to disrupt the status quo in organizational environments. 
D)  None of these 
E)  All of these

Question 13

What factors delay the responses of incumbent firms in countering the initiatives of the new entrants?

Accepted Answer

Several factors can delay the responses

Question 14

Mental models can help managers develop ways of thinking about ______________.

Accepted Answer

A)  how their industries are evolving 
B)  how new firms are likely to enter their industries 
C)  how their firms should respond to change 
D)  A and B only 
E)  All of these 
A)  how their industries are evolving 
B)  how new firms are likely to enter their industries 
C)  how their firms should respond to change 
D)  A and B only 
E)  All of these

Question 15

Incumbent firms can gain long-term benefits with a strategic withdrawal from market segments invaded by new entrants.

Accepted Answer

A) True 
 B)False

Question 16

Managers of complex organizations often develop and implement sophisticated strategies that are based on assumptions or understandings of the environment that may no longer be appropriate.

Accepted Answer

A) True 
 B)False

Question 17

Managers often fail to respond effectively or to anticipate changes in their industries for which of the following reasons?

Accepted Answer

A)  biases 
B)  limitations 
C)  inertia 
D)  A and B only 
E)  All of these 
A)  biases 
B)  limitations 
C)  inertia 
D)  A and B only 
E)  All of these

Question 18

New entrants can introduce products and services that expand the competitive space of an industry along both the product/service and the customer dimensions.

Accepted Answer

A) True 
 B)False

Question 19

Why are managers of incumbent firms rarely able to match new entrants' products, services, or technological capabilities?

Accepted Answer

Managers of incumbent firms are rarely a

Question 20

Why is it important for firms to beware of their own success?

Accepted Answer

It is important for firms to beware of t

Which of the following is not an assumption of traditional perspectives on industry analysis?

Competition among incumbent firms will likely _____________ as they begin serving a smaller segment of the industry when withdrawing from market segments invaded by new entrants.

Which of the following insights into an industry does a dynamic model of industry structuring provide?

Southwest Airlines expanded the airline industry along the and __ dimensions.

Changes in one or more of the dimensions of an industry can create new areas of opportunity that are readily accessible only to incumbent firms.

Firms in high-tech industries have come to expect that microprocessor capability will double every 18 months based on __________ Law.

Defining the nature of a competitive threat is a problem for the managers of incumbent firms in an industry.

Traditional perspectives on industry analysis assume that changes in the dimensions of industries are very significant to the survival of incumbent firms.

Why would labeling customer groups based on chronological age might not be particularly useful for analyzing the customer dimension of the automobile industry?

What are the positive and negative aspects of industry norms?

Why is organizational learning more important than the imitation or copying of other firms?

Patterns in the evolution of most industries can be explained by all of the following EXCEPT:

What factors delay the responses of incumbent firms in countering the initiatives of the new entrants?

Mental models can help managers develop ways of thinking about ______________.

Incumbent firms can gain long-term benefits with a strategic withdrawal from market segments invaded by new entrants.

Managers of complex organizations often develop and implement sophisticated strategies that are based on assumptions or understandings of the environment that may no longer be appropriate.

Managers often fail to respond effectively or to anticipate changes in their industries for which of the following reasons?

New entrants can introduce products and services that expand the competitive space of an industry along both the product/service and the customer dimensions.

Why are managers of incumbent firms rarely able to match new entrants' products, services, or technological capabilities?

Why is it important for firms to beware of their own success?

Managerial Decision Making and Strategic Management

Competitive Advantage

Managers and the Strategic Decision Making in Business Firms

Rameworks for the Analysis of Industry Environments

Business Definition and Positioning

Business Strategy and Competitive Advantage

Business Strategy and Competitive Advantage in Emerging Industries and for Online Businesses

The Challenges of Mature Industry Environments and Competition in Manufacturing and Service Sectors

Corporate Strategy and Diversification

Organizational Structure and the Implementation of Strategy

The Management of Strategic Change

Filters

Exam 5: A Dynamic Model of Industry Structuring

Which of the following is not an assumption of traditional perspectives on industry analysis?

Competition among incumbent firms will likely _____________ as they begin serving a smaller segment of the industry when withdrawing from market segments invaded by new entrants.

Which of the following insights into an industry does a dynamic model of industry structuring provide?

Southwest Airlines expanded the airline industry along the __________ and ____________ dimensions.

Changes in one or more of the dimensions of an industry can create new areas of opportunity that are readily accessible only to incumbent firms.

Firms in high-tech industries have come to expect that microprocessor capability will double every 18 months based on __________ Law.

Defining the nature of a competitive threat is a problem for the managers of incumbent firms in an industry.

Traditional perspectives on industry analysis assume that changes in the dimensions of industries are very significant to the survival of incumbent firms.

Why would labeling customer groups based on chronological age might not be particularly useful for analyzing the customer dimension of the automobile industry?

What are the positive and negative aspects of industry norms?

Why is organizational learning more important than the imitation or copying of other firms?

Patterns in the evolution of most industries can be explained by all of the following EXCEPT:

What factors delay the responses of incumbent firms in countering the initiatives of the new entrants?

Mental models can help managers develop ways of thinking about ______________.

Incumbent firms can gain long-term benefits with a strategic withdrawal from market segments invaded by new entrants.

Managers of complex organizations often develop and implement sophisticated strategies that are based on assumptions or understandings of the environment that may no longer be appropriate.

Managers often fail to respond effectively or to anticipate changes in their industries for which of the following reasons?

New entrants can introduce products and services that expand the competitive space of an industry along both the product/service and the customer dimensions.

Why are managers of incumbent firms rarely able to match new entrants' products, services, or technological capabilities?

Why is it important for firms to beware of their own success?

Managerial Decision Making and Strategic Management

Competitive Advantage

Managers and the Strategic Decision Making in Business Firms

Rameworks for the Analysis of Industry Environments

Business Definition and Positioning

Business Strategy and Competitive Advantage

Business Strategy and Competitive Advantage in Emerging Industries and for Online Businesses

The Challenges of Mature Industry Environments and Competition in Manufacturing and Service Sectors

Corporate Strategy and Diversification

Organizational Structure and the Implementation of Strategy

The Management of Strategic Change

Filters

Southwest Airlines expanded the airline industry along the and __ dimensions.