Question 1

The key to building a competitive advantage with either a low-cost or differentiation strategy is:

Accepted Answer

A)  the external environment accepts the firm's choice of strategy 
B)  the strategy chosen is the standard for the industry 
C)  that the various strategic capabilities of the firm are consistent with the strategy 
D)  that process innovation be applied throughout the firm to increase efficiency 
E)  cutting-edge products become the norm 
A)  the external environment accepts the firm's choice of strategy 
B)  the strategy chosen is the standard for the industry 
C)  that the various strategic capabilities of the firm are consistent with the strategy 
D)  that process innovation be applied throughout the firm to increase efficiency 
E)  cutting-edge products become the norm

Question 2

The funds for venture capital typically come from ____.

Accepted Answer

A)  banks 
B)  insurance firms and pension funds 
C)  mutual funds 
D)  small investors making investments 
E)  stock brokerage firms 
A)  banks 
B)  insurance firms and pension funds 
C)  mutual funds 
D)  small investors making investments 
E)  stock brokerage firms

Question 3

Which types of firms would be expected to have the fewest slack resources?

Accepted Answer

A)  mature firms 
B)  large firms 
C)  startup firms 
D)  mezzanine firms 
E)  buyout firms 
A)  mature firms 
B)  large firms 
C)  startup firms 
D)  mezzanine firms 
E)  buyout firms

Question 4

The measure of value creation of a firm is its profitability.

Accepted Answer

A) True 
 B)False

Question 5

The operating measures of value destruction include ____.

Accepted Answer

A)  investment, new markets 
B)  product and geographical extensions 
C)  market share, efficiency 
D)  lost share, dramatic action 
E)  imitation, reassign/acquire resources 
A)  investment, new markets 
B)  product and geographical extensions 
C)  market share, efficiency 
D)  lost share, dramatic action 
E)  imitation, reassign/acquire resources

Question 6

Discuss the stages of the value creation process.

Accepted Answer

. develop capabilities/investments that

Question 7

Industry standards for technology are usually established through:

Accepted Answer

A)  professional groups or industry-related decisions 
B)  the marketplace and competitive activities 
C)  management decisions about external activities 
D)  the inventors of the product 
E)  professional/official industry groups or the marketplace 
A)  professional groups or industry-related decisions 
B)  the marketplace and competitive activities 
C)  management decisions about external activities 
D)  the inventors of the product 
E)  professional/official industry groups or the marketplace

Question 8

The key to building a competitive advantage with either a low cost or differentiation strategy is that various strategic capabilities of the firm are consistent with the strategy.

Accepted Answer

A) True 
 B)False

Question 9

Each of the following is a step in the value creation process except ____.

Accepted Answer

A)  develop capabilities/investments that increase innovation 
B)  recognize and deploy innovation by increasing product activity or the number of products introduced 
C)  exploit innovation through sales growth 
D)  expand the market size through creative marketing 
E)  continue to improvement through investment in support capabilities and/or improvements in efficiency and productivity 
A)  develop capabilities/investments that increase innovation 
B)  recognize and deploy innovation by increasing product activity or the number of products introduced 
C)  exploit innovation through sales growth 
D)  expand the market size through creative marketing 
E)  continue to improvement through investment in support capabilities and/or improvements in efficiency and productivity

Question 10

The creation of value at the firm level is ____.

Accepted Answer

A)  development of innovation capacity and exploitation of that capacity to introduce new products and services 
B)  development of innovation capacity and exploitation of that capacity to make above par profits 
C)  development of innovation capacity and exploitation of that capacity to overcome hypercompetition in that domain 
D)  development of innovation capacity and the selling of that capacity to others so that the firm develops a competitive advantage 
E)  development of the industry structure and the exploitation of the resulting industry position so that above par profitability results 
A)  development of innovation capacity and exploitation of that capacity to introduce new products and services 
B)  development of innovation capacity and exploitation of that capacity to make above par profits 
C)  development of innovation capacity and exploitation of that capacity to overcome hypercompetition in that domain 
D)  development of innovation capacity and the selling of that capacity to others so that the firm develops a competitive advantage 
E)  development of the industry structure and the exploitation of the resulting industry position so that above par profitability results

Question 11

The competitive pressures in a standard cycle environment are typically focused on ____.

Accepted Answer

A)  competitive imitation 
B)  radical innovation 
C)  efficiency 
D)  hypercompetition 
E)  disruptive technology 
A)  competitive imitation 
B)  radical innovation 
C)  efficiency 
D)  hypercompetition 
E)  disruptive technology

Question 12

The result of a competitive advantage is intended to be profits.

Accepted Answer

A) True 
 B)False

Question 13

The return on venture capital is typically ____.

Accepted Answer

A)  lower than public equities 
B)  the same as public equities 
C)  slightly higher than public equities 
D)  much higher than public equities 
E)  not comparable to public equities 
A)  lower than public equities 
B)  the same as public equities 
C)  slightly higher than public equities 
D)  much higher than public equities 
E)  not comparable to public equities

Question 14

Products that are put on deep discount at an electronics retailer often reflect some failure in human skills and capabilities since there is no demand for the product.

Accepted Answer

A) True 
 B)False

Question 15

The characteristics of hypercompetition include all of the following except:

Accepted Answer

A)  flexible, aggressive, innovative competitors moving into existing markets 
B)  constant disequilibrium and change 
C)  increased uncertainty, dynamism, and heterogeneity of players 
D)  hostility in the competitive marketplace 
E)  slow cycle changes in technology 
A)  flexible, aggressive, innovative competitors moving into existing markets 
B)  constant disequilibrium and change 
C)  increased uncertainty, dynamism, and heterogeneity of players 
D)  hostility in the competitive marketplace 
E)  slow cycle changes in technology

Question 16

A firm like General Electric with a very large number of different businesses in a corporation would be expected to have a(n) ____ organizational structure.

Accepted Answer

A)  simple 
B)  functional 
C)  divisional 
D)  matrix 
E)  SBU 
A)  simple 
B)  functional 
C)  divisional 
D)  matrix 
E)  SBU

Question 17

What four resources are needed for corporate venturing?

Accepted Answer

.entrepreneurial resources -knowledge an

Question 18

A major form of tangible resources is the culture of the firm.

Accepted Answer

A) True 
 B)False

Question 19

The most common sources of competitive advantage would be ____.

Accepted Answer

A)  intangible resources 
B)  tangible resources 
C)  either intangible or tangible 
D)  the equipment that advances the ability to produce quality 
E)  the CEO 
A)  intangible resources 
B)  tangible resources 
C)  either intangible or tangible 
D)  the equipment that advances the ability to produce quality 
E)  the CEO

Question 20

The ____ view of the firm argues that industry structure is the principal determinant of profitability.

Accepted Answer

A)  resource 
B)  industrial organization 
C)  agency 
D)  hypercompetition 
E)  re-engineering 
A)  resource 
B)  industrial organization 
C)  agency 
D)  hypercompetition 
E)  re-engineering

The key to building a competitive advantage with either a low-cost or differentiation strategy is:

The funds for venture capital typically come from ____.

Which types of firms would be expected to have the fewest slack resources?

The measure of value creation of a firm is its profitability.

The operating measures of value destruction include ____.

Discuss the stages of the value creation process.

Industry standards for technology are usually established through:

The key to building a competitive advantage with either a low cost or differentiation strategy is that various strategic capabilities of the firm are consistent with the strategy.

Each of the following is a step in the value creation process except ____.

The creation of value at the firm level is ____.

The competitive pressures in a standard cycle environment are typically focused on ____.

The result of a competitive advantage is intended to be profits.

The return on venture capital is typically ____.

Products that are put on deep discount at an electronics retailer often reflect some failure in human skills and capabilities since there is no demand for the product.

The characteristics of hypercompetition include all of the following except:

A firm like General Electric with a very large number of different businesses in a corporation would be expected to have a(n) ____ organizational structure.

What four resources are needed for corporate venturing?

A major form of tangible resources is the culture of the firm.

The most common sources of competitive advantage would be ____.

The ____ view of the firm argues that industry structure is the principal determinant of profitability.

Management of Technology and Innovation: an Overview

Strategy Process and the Management of Technology and Innovation

Innovation: Planning

Internal Innovation: Implementation

Innovation: Evaluation and Control

Obtaining Technology: Planning

Obtaining Technology: Implementation

Obtaining Technology: Evaluation and Control

Organizational Learning and Knowledge Management

Appendix 1: Social Responsibility and the Management of Technology and Innovation

Appendix 2: Innovation: Project Management and New Product Development

Appendix 3: Managing Platforms and Portfolios of Technology

Appendix 4: Waves of Innovation and Predicting the Future

Filters

Exam 9: Building Capabilities for Mti Success

The key to building a competitive advantage with either a low-cost or differentiation strategy is:

The funds for venture capital typically come from ____.

Which types of firms would be expected to have the fewest slack resources?

The measure of value creation of a firm is its profitability.

The operating measures of value destruction include ____.

Discuss the stages of the value creation process.

Industry standards for technology are usually established through:

The key to building a competitive advantage with either a low cost or differentiation strategy is that various strategic capabilities of the firm are consistent with the strategy.

Each of the following is a step in the value creation process except ____.

The creation of value at the firm level is ____.

The competitive pressures in a standard cycle environment are typically focused on ____.

The result of a competitive advantage is intended to be profits.

The return on venture capital is typically ____.

Products that are put on deep discount at an electronics retailer often reflect some failure in human skills and capabilities since there is no demand for the product.

The characteristics of hypercompetition include all of the following except:

A firm like General Electric with a very large number of different businesses in a corporation would be expected to have a(n) ____ organizational structure.

What four resources are needed for corporate venturing?

A major form of tangible resources is the culture of the firm.

The most common sources of competitive advantage would be ____.

The ____ view of the firm argues that industry structure is the principal determinant of profitability.

Management of Technology and Innovation: an Overview

Strategy Process and the Management of Technology and Innovation

Innovation: Planning

Internal Innovation: Implementation

Innovation: Evaluation and Control

Obtaining Technology: Planning

Obtaining Technology: Implementation

Obtaining Technology: Evaluation and Control

Organizational Learning and Knowledge Management

Appendix 1: Social Responsibility and the Management of Technology and Innovation

Appendix 2: Innovation: Project Management and New Product Development

Appendix 3: Managing Platforms and Portfolios of Technology

Appendix 4: Waves of Innovation and Predicting the Future

Filters