Question 1

Joseph and Wilson (2018) suggest that attentional design is:

Accepted Answer

A)  using tools and procedures to deliberately channel the attention of decision-makers 
B)  Multi-channel internal communications 
C)  The format of internal communications 
D)  Feedback loops designed to improve the strategy 
A)  using tools and procedures to deliberately channel the attention of decision-makers 
B)  Multi-channel internal communications 
C)  The format of internal communications 
D)  Feedback loops designed to improve the strategy A

Question 2

60%-90% of all strategies fail

Accepted Answer

A) True 
 B)False  True

Question 3

The five categories of practices outlined in the process in the process practice framework are:

Accepted Answer

A)  Define 
B)  Enhance 
C)  Debate 
D)  Deliberate 
E)  Shape
F) Activate 
A)  Define 
B)  Enhance 
C)  Debate 
D)  Deliberate 
E)  Shape
F) Activate A,B,C , E,F

Question 4

According to Jarzabkowski and Kaplan (2015), strategy tools:

Accepted Answer

A)  provide a common language for strategic conversations between managers across boundaries 
B)  Are essential for strategy success 
C)  Are understood by senior members of the organization 
D)  Can obscure meaning in organization-wide conversations 
A)  provide a common language for strategic conversations between managers across boundaries 
B)  Are essential for strategy success 
C)  Are understood by senior members of the organization 
D)  Can obscure meaning in organization-wide conversations

Question 5

By doing a little, you can learn a lot that helps decision-making during strategizing

Accepted Answer

A) True 
 B)False

Question 6

According to Jarzabkowski and Spee (2009) practices are:

Accepted Answer

A)  complex bundles involving social, material and embodied ways of doing 
B)  Linear processes generating strategy outcomes 
C)  Dynamic approaches in which strategy emerges 
D)  Top down implementation 
A)  complex bundles involving social, material and embodied ways of doing 
B)  Linear processes generating strategy outcomes 
C)  Dynamic approaches in which strategy emerges 
D)  Top down implementation

Question 7

King (2008) defines planned emergence as:

Accepted Answer

A)  Where preparation meets opportunism 
B)  A key strategy milestone 
C)  The strategy end point 
D)  The point at which the organization gains significant market share 
A)  Where preparation meets opportunism 
B)  A key strategy milestone 
C)  The strategy end point 
D)  The point at which the organization gains significant market share

Question 8

How many points of explanation does the dynamic 'process-practice' framework of strategy aim to deliver?

Accepted Answer

A)  5 
B)  6 
C)  12 
D)  3 
A)  5 
B)  6 
C)  12 
D)  3

Question 9

According to Sull et al. (2015), several key issues prevailing across organizational strategy work that limit the possibilities of strategic success and impact include:

Accepted Answer

A)  An emphasis on installing top-down 'alignment' of strategy rather than lateral coordination and agreement 
B)  Investing time in one-way communication rather than building shared meaning and understanding of strategy 
C)  Sharing strategy implementation across departments 
D)  Having an emergent rather than an established definition of organizational strategy 
A)  An emphasis on installing top-down 'alignment' of strategy rather than lateral coordination and agreement 
B)  Investing time in one-way communication rather than building shared meaning and understanding of strategy 
C)  Sharing strategy implementation across departments 
D)  Having an emergent rather than an established definition of organizational strategy

Question 10

Jarzabkowski 2003:24 claims that strategy practice is:

Accepted Answer

A)  on-going stream of activity that constitutes organizational life 
B)  Excellence in resource allocation 
C)  The central purpose of the organization 
D)  A coordinated effort led by the CEO 
A)  on-going stream of activity that constitutes organizational life 
B)  Excellence in resource allocation 
C)  The central purpose of the organization 
D)  A coordinated effort led by the CEO

Joseph and Wilson (2018) suggest that attentional design is:

60%-90% of all strategies fail

The five categories of practices outlined in the process in the process practice framework are:

According to Jarzabkowski and Kaplan (2015), strategy tools:

By doing a little, you can learn a lot that helps decision-making during strategizing

According to Jarzabkowski and Spee (2009) practices are:

King (2008) defines planned emergence as:

How many points of explanation does the dynamic 'process-practice' framework of strategy aim to deliver?

According to Sull et al. (2015), several key issues prevailing across organizational strategy work that limit the possibilities of strategic success and impact include:

Jarzabkowski 2003:24 claims that strategy practice is:

Interpreting Strategy

Strategic Decision Making in Organizations

Strategic Organization: Purpose, Values, and Culture

External Environment: Macro, Industry, and Competitive Settings

Internal Environment: Resources, Capabilities, and Activities

Corporate Strategy and Structure

Strategies for Achieving Competitive Advantage

Functional Strategy and Performance

Strategies for Growth

Innovation, Disruption, and Digitalization

Competing in a Globalized World

Sustainability and Strategy

Leading Strategic Change

Designing Effective Strategy Activities

Strategy-In-Practice: Learning, Reflecting, Thinking

Filters

Exam 2: A Process-Practice Model of Strategy

Joseph and Wilson (2018) suggest that attentional design is:

60%-90% of all strategies fail

The five categories of practices outlined in the process in the process practice framework are:

According to Jarzabkowski and Kaplan (2015), strategy tools:

By doing a little, you can learn a lot that helps decision-making during strategizing

According to Jarzabkowski and Spee (2009) practices are:

King (2008) defines planned emergence as:

How many points of explanation does the dynamic 'process-practice' framework of strategy aim to deliver?

According to Sull et al. (2015), several key issues prevailing across organizational strategy work that limit the possibilities of strategic success and impact include:

Jarzabkowski 2003:24 claims that strategy practice is:

Interpreting Strategy

Strategic Decision Making in Organizations

Strategic Organization: Purpose, Values, and Culture

External Environment: Macro, Industry, and Competitive Settings

Internal Environment: Resources, Capabilities, and Activities

Corporate Strategy and Structure

Strategies for Achieving Competitive Advantage

Functional Strategy and Performance

Strategies for Growth

Innovation, Disruption, and Digitalization

Competing in a Globalized World

Sustainability and Strategy

Leading Strategic Change

Designing Effective Strategy Activities

Strategy-In-Practice: Learning, Reflecting, Thinking

Filters