Question 1

Which of the following has been put forward as a critique of the RBV?

Accepted Answer

A)  a problematic view of knowledge 
B)  lacking a theory of a firm 
C)  a tautological argument 
D)  all of these 
A)  a problematic view of knowledge 
B)  lacking a theory of a firm 
C)  a tautological argument 
D)  all of these

Question 2

Which of the following factors does knowledge management focus on?

Accepted Answer

A)  credentials of knowledge 
B)  capacity for aggregation 
C)  status of knowledge 
D)  tradition behind knowledge 
A)  credentials of knowledge 
B)  capacity for aggregation 
C)  status of knowledge 
D)  tradition behind knowledge

Question 3

Penrose's work was significant for which of the following:

Accepted Answer

A)  resource-based view 
B)  generic competitive strategies 
C)  porter's value chain 
D)  dynamic capabilities 
A)  resource-based view 
B)  generic competitive strategies 
C)  porter's value chain 
D)  dynamic capabilities

Question 4

Which of the following are potential problems associated with intranets?

Accepted Answer

A)  not clearly linked to operational and strategic goals 
B)  imposing central solutions 
C)  being over-centralized 
D)  all of these 
A)  not clearly linked to operational and strategic goals 
B)  imposing central solutions 
C)  being over-centralized 
D)  all of these

Question 5

Value ______.

Accepted Answer

A)  resides in a particular product or service 
B)  is an attribute of a thing. 
C)  is the amount of profit made on a transaction. 
D)  is perceived worthiness. 
A)  resides in a particular product or service 
B)  is an attribute of a thing. 
C)  is the amount of profit made on a transaction. 
D)  is perceived worthiness.

Question 6

Which of the following are potential problems associated with intranets from an employee's perspective?

Accepted Answer

A)  regarded as largely irrelevant 
B)  overwhelmed with large quantities of data 
C)  viewed with suspicion 
D)  all of these 
A)  regarded as largely irrelevant 
B)  overwhelmed with large quantities of data 
C)  viewed with suspicion 
D)  all of these

Question 7

Which of these are determinants of value?

Accepted Answer

A)  innovations 
B)  human resources and their services 
C)  unit cost economies/returns to scale 
D)  all of these 
A)  innovations 
B)  human resources and their services 
C)  unit cost economies/returns to scale 
D)  all of these

Question 8

Examples of capabilities could be the following:

Accepted Answer

A)  a good track record in research and development 
B)  a reputation for using only high-quality inputs 
C)  a reputation for good customer service 
D)  all of these 
A)  a good track record in research and development 
B)  a reputation for using only high-quality inputs 
C)  a reputation for good customer service 
D)  all of these

Question 9

Which one of the following is NOT a criterion that a core competence must fulfil?

Accepted Answer

A)  The competency must be developed by the senior management of the organization. 
B)  The competency must provide potential access to a wide variety of markets. 
C)  The competency must make a significant contribution to an organization achieving its goals. 
D)  The competency must be difficult to imitate. 
A)  The competency must be developed by the senior management of the organization. 
B)  The competency must provide potential access to a wide variety of markets. 
C)  The competency must make a significant contribution to an organization achieving its goals. 
D)  The competency must be difficult to imitate.

Question 10

Which of the following defines 'value added'?

Accepted Answer

A)  the difference between the (comprehensively accounted) value of a firm's output and the (comprehensively accounted) cost of the firm's inputs 
B)  the difference between exchange value and surplus value 
C)  that value which is captured at the point of sale. 
D)  all of these 
A)  the difference between the (comprehensively accounted) value of a firm's output and the (comprehensively accounted) cost of the firm's inputs 
B)  the difference between exchange value and surplus value 
C)  that value which is captured at the point of sale. 
D)  all of these

Question 11

Which of the following is NOT a characteristic of tacit knowledge?

Accepted Answer

A)  difficult to express 
B)  experientially based 
C)  possessed by the person 
D)  possessed by the organization/department/team 
A)  difficult to express 
B)  experientially based 
C)  possessed by the person 
D)  possessed by the organization/department/team

Question 12

An example of organizational assets is:

Accepted Answer

A)  special manufacturing know-how 
B)  cheap suppliers 
C)  money in the pocket 
D)  the school that senior managers attended 
A)  special manufacturing know-how 
B)  cheap suppliers 
C)  money in the pocket 
D)  the school that senior managers attended

Question 13

Capital is one of the basic types of resource identified by the RBV. Which of the following from this list is also a basic type of resource?

Accepted Answer

A)  physical 
B)  labour 
C)  financial assets 
D)  debt 
A)  physical 
B)  labour 
C)  financial assets 
D)  debt

Question 14

Whereas Porter concentrates attention externally on markets, advocates of the RBV focus attention:

Accepted Answer

A)  externally on macro-external forces 
B)  externally on strategic groups 
C)  internally on organizational capabilities 
D)  internally on organizational structure 
A)  externally on macro-external forces 
B)  externally on strategic groups 
C)  internally on organizational capabilities 
D)  internally on organizational structure

Question 15

Story-telling methodologies are a means of building a comprehensive understanding of which of the following?

Accepted Answer

A)  the way that dynamic capabilities are developed 
B)  the knowledge base of an organization 
C)  how an organization achieves competitive advantage 
D)  when organizations enjoy economic rents 
A)  the way that dynamic capabilities are developed 
B)  the knowledge base of an organization 
C)  how an organization achieves competitive advantage 
D)  when organizations enjoy economic rents

Question 16

Mastery of dynamic capabilities is seen as a multistage process, composed of:

Accepted Answer

A)  exploring, seizing, reconfiguring and differentiating 
B)  sensing, developing, reformulating and disseminating 
C)  sensing, seizing, reconfiguring and transforming 
D)  exploring, exploiting, transcending and developing 
A)  exploring, seizing, reconfiguring and differentiating 
B)  sensing, developing, reformulating and disseminating 
C)  sensing, seizing, reconfiguring and transforming 
D)  exploring, exploiting, transcending and developing

Question 17

Co-specialization requires which of the following?

Accepted Answer

A)  management of assets and their development in relation to each other in alliances and collaborations 
B)  relating strategy to past traditions 
C)  organizations with a long history in the market 
D)  organizations operating in dynamic environments 
A)  management of assets and their development in relation to each other in alliances and collaborations 
B)  relating strategy to past traditions 
C)  organizations with a long history in the market 
D)  organizations operating in dynamic environments

Question 18

According to Barney, a firm orientated to a product market strategy is unlikely to generate economic rent for which reason:

Accepted Answer

A)  If there are clear substitutes, then the buyers may choose one of them. 
B)  Other firms in the market cannot buy the same resources and eliminate any rent-making possibilities. 
C)  The market for such resources will value the assets to account for the future earnings potential, making the assets very expensive and eliminating the possibility of earning economic rent. 
D)  Competition is less important than resources and capabilities. 
A)  If there are clear substitutes, then the buyers may choose one of them. 
B)  Other firms in the market cannot buy the same resources and eliminate any rent-making possibilities. 
C)  The market for such resources will value the assets to account for the future earnings potential, making the assets very expensive and eliminating the possibility of earning economic rent. 
D)  Competition is less important than resources and capabilities.

Question 19

If each of the VRIN conditions is satisfied, then there is the possibility of a resource providing:

Accepted Answer

A)  competitive advantage 
B)  sustainable competitive advantage 
C)  new market opportunities 
D)  more efficient and effective internal procedures 
A)  competitive advantage 
B)  sustainable competitive advantage 
C)  new market opportunities 
D)  more efficient and effective internal procedures

Which of the following has been put forward as a critique of the RBV?

Which of the following factors does knowledge management focus on?

Penrose's work was significant for which of the following:

Which of the following are potential problems associated with intranets?

Value ______.

Which of the following are potential problems associated with intranets from an employee's perspective?

Which of these are determinants of value?

Examples of capabilities could be the following:

Which one of the following is NOT a criterion that a core competence must fulfil?

Which of the following defines 'value added'?

Which of the following is NOT a characteristic of tacit knowledge?

An example of organizational assets is:

Capital is one of the basic types of resource identified by the RBV. Which of the following from this list is also a basic type of resource?

Whereas Porter concentrates attention externally on markets, advocates of the RBV focus attention:

Story-telling methodologies are a means of building a comprehensive understanding of which of the following?

Mastery of dynamic capabilities is seen as a multistage process, composed of:

Co-specialization requires which of the following?

According to Barney, a firm orientated to a product market strategy is unlikely to generate economic rent for which reason:

If each of the VRIN conditions is satisfied, then there is the possibility of a resource providing:

Strategy: Theory Practice an Introduction

Strategy, Competitive Forces and Positioning

Strategy and Innovation

Strategy Make or Buy

Strategy and Alliances

Strategy Going Global

Strategy and Corporate Governance

Strategy Processes

Strategy Practice

Strategy and Organizational Politics

Strategy and Strategic Change

Strategy Reconsidered

Filters

Exam 3: Strategy, Resources and Capabilities

Which of the following has been put forward as a critique of the RBV?

Which of the following factors does knowledge management focus on?

Penrose's work was significant for which of the following:

Which of the following are potential problems associated with intranets?

Value ______.

Which of the following are potential problems associated with intranets from an employee's perspective?

Which of these are determinants of value?

Examples of capabilities could be the following:

Which one of the following is NOT a criterion that a core competence must fulfil?

Which of the following defines 'value added'?

Which of the following is NOT a characteristic of tacit knowledge?

An example of organizational assets is:

Capital is one of the basic types of resource identified by the RBV. Which of the following from this list is also a basic type of resource?

Whereas Porter concentrates attention externally on markets, advocates of the RBV focus attention:

Story-telling methodologies are a means of building a comprehensive understanding of which of the following?

Mastery of dynamic capabilities is seen as a multistage process, composed of:

Co-specialization requires which of the following?

According to Barney, a firm orientated to a product market strategy is unlikely to generate economic rent for which reason:

If each of the VRIN conditions is satisfied, then there is the possibility of a resource providing:

Strategy: Theory Practice an Introduction

Strategy, Competitive Forces and Positioning

Strategy and Innovation

Strategy Make or Buy

Strategy and Alliances

Strategy Going Global

Strategy and Corporate Governance

Strategy Processes

Strategy Practice

Strategy and Organizational Politics

Strategy and Strategic Change

Strategy Reconsidered

Filters