A) A measure of the delay of competitive response to an IT-dependent strategic initiative B) The time and cost it takes to identify whether IT investments can be used to generate added value C) One of the four barriers to erosion of IT-dependent competitive advantage D) All of the above E) Only A and B A) A measure of the delay of competitive response to an IT-dependent strategic initiative B) The time and cost it takes to identify whether IT investments can be used to generate added value C) One of the four barriers to erosion of IT-dependent competitive advantage D) All of the above E) Only A and B

Exam 9: Appropriating It-Enabled Value Over Time

The characteristics of the technology, the firm, its competitors, or the value system in which the firm is embedded, that combine to make replication of the IT-dependent strategic initiative difficult and costly is called the ________________.

Free

(Short Answer)

4.9/5

(34)

Question 1

Correct Answer:

Verified

Response lag

Why is it important to be able to reduce uncertainty about the potential success of IT-dependent strategic initiatives?

Free

(Essay)

4.8/5

(41)

Question 2

Correct Answer:

Verified

It is important to understand when to avoid investing in expensive projects that will not enable the firm to appropriate the value it has created.

How do IT-resources help to create a sustainable competitive advantage?

Free

(Essay)

4.8/5

(32)

Question 3

Correct Answer:

Verified

IT-dependent strategic initiatives rely on access to the assets and capabilities necessary to produce and use the technology at the core. As an initiative becomes more reliant on pre-existing IT resources and capabilities, it becomes increasingly difficult to copy.

Is IT an indistinct commodity?

(Multiple Choice)

4.8/5

(36)

Question 4

How do management skills create obstacles for competitors?

(Essay)

4.9/5

(39)

Question 5

Reproducing IT is equivalent to reproducing an IT-dependent strategic initiative.

(True/False)

4.9/5

(43)

Question 6

To create and maintain a sustainable competitive advantage, what must you, as a manager do? What is an example of a firm creating and maintaining this advantage?

(Essay)

4.8/5

(37)

Question 7

The two major aspects of sustainable competitive advantages are time and money.

(True/False)

4.7/5

(43)

Question 8

When the IT initiative is unlikely to yield a sustainable competitive advantage, but it will improve overall profitability of the industry, it must be developed as part of a consortium.

(True/False)

4.9/5

(36)

Question 9

When you have been successful in generating competitive advantage with an IT-dependent strategic initiative what must you, as a manager, do in order to try and maintain such advantage?

(Multiple Choice)

4.9/5

(27)

Question 10

Which are the five sub-dimensions of the IT project barrier?

(Multiple Choice)

4.7/5

(31)

Question 11

The sustainability of a competitive advantage grounded in an IT-dependent strategic initiative is measured by:

(Multiple Choice)

5.0/5

(33)

Question 12

Which of the following are response-lag drivers associated with the complementary resources barrier?

(Multiple Choice)

5.0/5

(33)

Question 13

Response lag is

(Multiple Choice)

4.7/5

(32)

Question 14

The complexity of the technology is a function of the bundle of skills and knowledge necessary to effectively design, develop, implement, and use it.

(True/False)

4.8/5

(31)

Question 15

When the IT initiative will not likely create strong barriers to erosion and retaliation by competitors will degrade average industry profits, it must be shelved.

(True/False)

4.8/5

(37)

Question 16

The risks associated with an IT-enabled initiative are:

(Multiple Choice)

4.8/5

(34)

Question 17

In the Land's End case study, the complementary resources barrier for competitors were their established distribution chains.

(True/False)

4.8/5

(33)

Question 18

The complexity of the technology is:

(Multiple Choice)

4.8/5

(25)

Question 19

Search costs, learning costs, and loyalty costs are examples of preemption barriers.

(True/False)

4.8/5

(42)

Question 20

Showing 1 - 20 of 35

The characteristics of the technology, the firm, its competitors, or the value system in which the firm is embedded, that combine to make replication of the IT-dependent strategic initiative difficult and costly is called the ________________.

Why is it important to be able to reduce uncertainty about the potential success of IT-dependent strategic initiatives?

How do IT-resources help to create a sustainable competitive advantage?

Is IT an indistinct commodity?

How do management skills create obstacles for competitors?

Reproducing IT is equivalent to reproducing an IT-dependent strategic initiative.

To create and maintain a sustainable competitive advantage, what must you, as a manager do? What is an example of a firm creating and maintaining this advantage?

The two major aspects of sustainable competitive advantages are time and money.

When the IT initiative is unlikely to yield a sustainable competitive advantage, but it will improve overall profitability of the industry, it must be developed as part of a consortium.

When you have been successful in generating competitive advantage with an IT-dependent strategic initiative what must you, as a manager, do in order to try and maintain such advantage?

Which are the five sub-dimensions of the IT project barrier?

The sustainability of a competitive advantage grounded in an IT-dependent strategic initiative is measured by:

Which of the following are response-lag drivers associated with the complementary resources barrier?

Response lag is

The complexity of the technology is a function of the bundle of skills and knowledge necessary to effectively design, develop, implement, and use it.

When the IT initiative will not likely create strong barriers to erosion and retaliation by competitors will degrade average industry profits, it must be shelved.

The risks associated with an IT-enabled initiative are:

In the Land's End case study, the complementary resources barrier for competitors were their established distribution chains.

The complexity of the technology is:

Search costs, learning costs, and loyalty costs are examples of preemption barriers.

Information Systems and the Role of General and Functional Managers

Information Systems Defined

Organizational Information Systems and Their Impact

The Changing Competitive Environment

Electronic Commerce: New Ways of Doing Business

Strategic Information Systems Planning

Value Creation and Strategic Information Systems

Value Creation With Information Systems

Funding Information Systems

Creating Information Systems

Information System Trends

Security, Privacy, and Ethics

Filters