Question 1

Evaluation and control is a discrete activity that occurs only after the firm has implemented its plan.

Accepted Answer

A) True 
 B)False  False

Question 2

The five nonfinancial factors that need special attention to determine if the managerial factors are in place in a potential takeover target include all of the following except:

Accepted Answer

A)  The value creation potential 
B)  The assessment of the portfolio of technologies 
C)  Business divestment 
D)  Value of the technology assets 
E)  Support of innovation practices 
A)  The value creation potential 
B)  The assessment of the portfolio of technologies 
C)  Business divestment 
D)  Value of the technology assets 
E)  Support of innovation practices C

Question 3

In developing a checklist it is critical that a clear response be possible so that a box can be checked.

Accepted Answer

A) True 
 B)False  False

Question 4

It is estimated the effort to obtain technology is responsible for ____ percent of that out of all mergers and acquisitions.

Accepted Answer

A)  15 
B)  35 
C)  55 
D)  70 
E)  90 
A)  15 
B)  35 
C)  55 
D)  70 
E)  90

Question 5

The questions that need to be answered during the negotiation for an alliance or joint venture phase include all of the following except:

Accepted Answer

A)  Where is the value creation for each organization? 
B)  What are the short term and long term objectives for each party? 
C)  Which organization is better respected and should have their name on the venture? 
D)  How will the alliance or joint venture be governed? 
E)  How will the alliance or joint venture be terminated? 
A)  Where is the value creation for each organization? 
B)  What are the short term and long term objectives for each party? 
C)  Which organization is better respected and should have their name on the venture? 
D)  How will the alliance or joint venture be governed? 
E)  How will the alliance or joint venture be terminated?

Question 6

The conditions that encourage alliances would include all of the following except:

Accepted Answer

A)  Less proprietary are available or are needed 
B)  The synergies are networked or reciprocal 
C)  The competitive environment is less intense 
D)  The resources are available for competitive 
E)  There is a history of success with alliances 
A)  Less proprietary are available or are needed 
B)  The synergies are networked or reciprocal 
C)  The competitive environment is less intense 
D)  The resources are available for competitive 
E)  There is a history of success with alliances

Question 7

Cost/benefit analyses are tricky when evaluating the current status of an alliance or acquisition because:

Accepted Answer

A)  The interdependence that is built makes it difficult to measure costs and benefits 
B)  Transfer pricing causes problems in understanding who did what 
C)  Transaction costs are affected by the agency tendencies of top-level managers 
D)  The firms may not care what the partnering firm is doing 
E)  There is no reason to be concerned with cost/benefit at this stage 
A)  The interdependence that is built makes it difficult to measure costs and benefits 
B)  Transfer pricing causes problems in understanding who did what 
C)  Transaction costs are affected by the agency tendencies of top-level managers 
D)  The firms may not care what the partnering firm is doing 
E)  There is no reason to be concerned with cost/benefit at this stage

Question 8

More experience with an alliance partner leads to ____.

Accepted Answer

A)  More experience to better anticipate risks 
B)  Over diversification 
C)  Weak performance 
D)  Too large of a firm to be useful in the alliance 
E)  Greater market accessibility 
A)  More experience to better anticipate risks 
B)  Over diversification 
C)  Weak performance 
D)  Too large of a firm to be useful in the alliance 
E)  Greater market accessibility

Question 9

The needed process reviews when evaluating external technology acquisition include what during the integration planning phase?

Accepted Answer

A)  The major sources of value and potential problem areas 
B)  The surprises that are emerging 
C)  The areas that need the most attention quickly 
D)  How well decision making is taking place 
E)  The schedule and meeting deadlines 
A)  The major sources of value and potential problem areas 
B)  The surprises that are emerging 
C)  The areas that need the most attention quickly 
D)  How well decision making is taking place 
E)  The schedule and meeting deadlines

Question 10

Evaluation and control is the most pervasive of the three functions in an organization.

Accepted Answer

A) True 
 B)False

Question 11

Benchmarking is only useful in analyzing the systems of the firm.

Accepted Answer

A) True 
 B)False

Question 12

The building blocks for relationship fitness include all of the following except ____.

Accepted Answer

A)  Must be trust between human resources at all levels 
B)  There must be a focus on the numbers and how individual costs impact those financials 
C)  Oversight of technology should be flexible 
D)  Oversight of technology to prevent runaway projects 
E)  Be ready to take advantage of opportunity when it presents itself 
A)  Must be trust between human resources at all levels 
B)  There must be a focus on the numbers and how individual costs impact those financials 
C)  Oversight of technology should be flexible 
D)  Oversight of technology to prevent runaway projects 
E)  Be ready to take advantage of opportunity when it presents itself

Question 13

The five places that evaluation and control occurs in a firm include all of the following except:

Accepted Answer

A)  Examining alliance/acquisition capabilities of the firm 
B)  Performing due diligence prior to obtaining the technology 
C)  Negotiating the deal 
D)  The integration with the acquiring firm position in dominant position 
E)  On going evaluation and control 
A)  Examining alliance/acquisition capabilities of the firm 
B)  Performing due diligence prior to obtaining the technology 
C)  Negotiating the deal 
D)  The integration with the acquiring firm position in dominant position 
E)  On going evaluation and control

Question 14

Discuss the rules suggested for conducting the due diligence of a potential merger and acquisition target.

Accepted Answer

. Objectivity should be maintained.
. Su

Question 15

Due diligence must be well planned and executed to help the organization maintain:

Accepted Answer

A)  Value and objectivity 
B)  Timeliness and the ability to gain competitive advantage 
C)  Innovative practices and objectivity 
D)  The upside of external activity and value 
E)  Forward thinking and value 
A)  Value and objectivity 
B)  Timeliness and the ability to gain competitive advantage 
C)  Innovative practices and objectivity 
D)  The upside of external activity and value 
E)  Forward thinking and value

Question 16

The value of a checklist is not only to help the firm as it implements the alliance or merger but as it forms the basis for evaluation and control.

Accepted Answer

A) True 
 B)False

Question 17

It was argued in the McKinsey Quarterly that in multiparty negotiations there are three key dimensions need to be understood. Discuss these three dimensions.

Accepted Answer

.each party's position or pref

Question 18

Callahan and MacKenzie argue that the questions that need to be examined to measure alliance control include what domains?

Accepted Answer

. partner motives
. partner ca

Question 19

In the integration effort the new blended firm should worry about completing the integration and not worry about written documentation.

Accepted Answer

A) True 
 B)False

Question 20

What are the non-financial concerns for evaluation and control in the due diligence?

Accepted Answer

. The value creation potential of the te

Evaluation and control is a discrete activity that occurs only after the firm has implemented its plan.

The five nonfinancial factors that need special attention to determine if the managerial factors are in place in a potential takeover target include all of the following except:

In developing a checklist it is critical that a clear response be possible so that a box can be checked.

It is estimated the effort to obtain technology is responsible for ____ percent of that out of all mergers and acquisitions.

The questions that need to be answered during the negotiation for an alliance or joint venture phase include all of the following except:

The conditions that encourage alliances would include all of the following except:

Cost/benefit analyses are tricky when evaluating the current status of an alliance or acquisition because:

More experience with an alliance partner leads to ____.

The needed process reviews when evaluating external technology acquisition include what during the integration planning phase?

Evaluation and control is the most pervasive of the three functions in an organization.

Benchmarking is only useful in analyzing the systems of the firm.

The building blocks for relationship fitness include all of the following except ____.

The five places that evaluation and control occurs in a firm include all of the following except:

Discuss the rules suggested for conducting the due diligence of a potential merger and acquisition target.

Due diligence must be well planned and executed to help the organization maintain:

The value of a checklist is not only to help the firm as it implements the alliance or merger but as it forms the basis for evaluation and control.

It was argued in the McKinsey Quarterly that in multiparty negotiations there are three key dimensions need to be understood. Discuss these three dimensions.

Callahan and MacKenzie argue that the questions that need to be examined to measure alliance control include what domains?

In the integration effort the new blended firm should worry about completing the integration and not worry about written documentation.

What are the non-financial concerns for evaluation and control in the due diligence?

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

Building Capabilities for Mti Success

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 8: Obtaining Technology: Evaluation and Control

Evaluation and control is a discrete activity that occurs only after the firm has implemented its plan.

The five nonfinancial factors that need special attention to determine if the managerial factors are in place in a potential takeover target include all of the following except:

In developing a checklist it is critical that a clear response be possible so that a box can be checked.

It is estimated the effort to obtain technology is responsible for ____ percent of that out of all mergers and acquisitions.

The questions that need to be answered during the negotiation for an alliance or joint venture phase include all of the following except:

The conditions that encourage alliances would include all of the following except:

Cost/benefit analyses are tricky when evaluating the current status of an alliance or acquisition because:

More experience with an alliance partner leads to ____.

The needed process reviews when evaluating external technology acquisition include what during the integration planning phase?

Evaluation and control is the most pervasive of the three functions in an organization.

Benchmarking is only useful in analyzing the systems of the firm.

The building blocks for relationship fitness include all of the following except ____.

The five places that evaluation and control occurs in a firm include all of the following except:

Discuss the rules suggested for conducting the due diligence of a potential merger and acquisition target.

Due diligence must be well planned and executed to help the organization maintain:

The value of a checklist is not only to help the firm as it implements the alliance or merger but as it forms the basis for evaluation and control.

It was argued in the McKinsey Quarterly that in multiparty negotiations there are three key dimensions need to be understood. Discuss these three dimensions.

Callahan and MacKenzie argue that the questions that need to be examined to measure alliance control include what domains?

In the integration effort the new blended firm should worry about completing the integration and not worry about written documentation.

What are the non-financial concerns for evaluation and control in the due diligence?

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

Building Capabilities for Mti Success

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