Question 1

The synergies sought in alliances are more sequential or clearly separated.

Accepted Answer

A) True 
 B)False

Question 2

The knowledge needed for an alliance during the negotiations should include all of the following except:

Accepted Answer

A)  Operational requirements 
B)  What needs to be protected 
C)  The areas where a firm needs help 
D)  The financial and operational activities that are the responsibility of each party 
E)  Trade secrets of each party 
A)  Operational requirements 
B)  What needs to be protected 
C)  The areas where a firm needs help 
D)  The financial and operational activities that are the responsibility of each party 
E)  Trade secrets of each party

Question 3

Strategic fitness refers to ____.

Accepted Answer

A)  The ability of organizations being integrated to have their financial interests aligned 
B)  The ability of organizations being integrated to have their strategic interests aligned 
C)  Common strategic goals between the corporation and its divisions 
D)  Common strategic goals between the firms and individuals that work for it 
E)  Agreement on strategic goals in an industry 
A)  The ability of organizations being integrated to have their financial interests aligned 
B)  The ability of organizations being integrated to have their strategic interests aligned 
C)  Common strategic goals between the corporation and its divisions 
D)  Common strategic goals between the firms and individuals that work for it 
E)  Agreement on strategic goals in an industry

Question 4

Discuss the key questions that need to be asked when considering the creation of value by acquiring technology externally.

Accepted Answer

.Have we created synergies tha

Question 5

When a firm benchmarks it ____.

Accepted Answer

A)  Places on the sidelines domains that are not a pressing concern in an integration effort 
B)  Compares its systems to those of leading firms 
C)  Compares its systems to the industry averages 
D)  Chooses one firm's systems to rely on as a rule as it integrates with another firm 
E)  Upgrades it systems to those that are the most current in that industry 
A)  Places on the sidelines domains that are not a pressing concern in an integration effort 
B)  Compares its systems to those of leading firms 
C)  Compares its systems to the industry averages 
D)  Chooses one firm's systems to rely on as a rule as it integrates with another firm 
E)  Upgrades it systems to those that are the most current in that industry

Question 6

In examining IT issues in a potential alliance/merger the personnel issues that should be examined include all of the following except:

Accepted Answer

A)  Attrition rates 
B)  Number of consulting contracts 
C)  Top mangers who do not fit with the culture 
D)  Poor performance domains 
E)  Chronic trouble spots 
A)  Attrition rates 
B)  Number of consulting contracts 
C)  Top mangers who do not fit with the culture 
D)  Poor performance domains 
E)  Chronic trouble spots

Question 7

For the acquisition of technology to reflect positive outcomes it is important that some type of technology improvement has emerged.

Accepted Answer

A) True 
 B)False

Question 8

The domains that are the greatest risk to the integration include all of the following except ____.

Accepted Answer

A)  Financial systems 
B)  Marketing systems 
C)  Core business applications 
D)  Network operating environments 
E)  Systems compatibility 
A)  Financial systems 
B)  Marketing systems 
C)  Core business applications 
D)  Network operating environments 
E)  Systems compatibility

Question 9

The guiding questions for evaluating the information gathered during an alliance or acquisition blending period include all of the following except:

Accepted Answer

A)  Does the potential benefit warrant the risk of failure or the cost of management distraction? 
B)  Is the strategic rationale well grounded? 
C)  Is the integration plan well designed and realistic? 
D)  Are top managers establishing a plan and model for long-term success? 
E)  In the short run, will employees be compensated for their efforts? 
A)  Does the potential benefit warrant the risk of failure or the cost of management distraction? 
B)  Is the strategic rationale well grounded? 
C)  Is the integration plan well designed and realistic? 
D)  Are top managers establishing a plan and model for long-term success? 
E)  In the short run, will employees be compensated for their efforts?

Question 10

It is estimated that ____ percent of alliances/acquisitions fail to meet the expected goals.

Accepted Answer

A)  25 
B)  45 
C)  60 
D)  75 
E)  90 
A)  25 
B)  45 
C)  60 
D)  75 
E)  90

Question 11

About ____ percent of firms divest all or part of the assets from an acquisition or dissolve an alliance in five to seven years.

Accepted Answer

A)  10 
B)  35 
C)  50 
D)  65 
E)  75 
A)  10 
B)  35 
C)  50 
D)  65 
E)  75

Question 12

It is expected that efforts to obtain technology will ____ in the future.

Accepted Answer

A)  Increase 
B)  Stay the same 
C)  Decrease 
D)  Not be predictable 
E)  Be less than internal development 
A)  Increase 
B)  Stay the same 
C)  Decrease 
D)  Not be predictable 
E)  Be less than internal development

Question 13

The work done during the due diligence tells the management of the blended firm where the strengths and weaknesses and potential synergies exist.

Accepted Answer

A) True 
 B)False

Question 14

In evaluating the due diligence process, the key questions and concerns are:

Accepted Answer

A)  What information did we miss gathering and what information did we undervalue? 
B)  What was the most important thing we learned during the process? 
C)  How can we make this process more efficient next time? 
D)  Where were the potential synergies that we missed? 
E)  When and how do we make up for the missed opportunities? 
A)  What information did we miss gathering and what information did we undervalue? 
B)  What was the most important thing we learned during the process? 
C)  How can we make this process more efficient next time? 
D)  Where were the potential synergies that we missed? 
E)  When and how do we make up for the missed opportunities?

Question 15

The key characteristics of a due diligence checklist include all of the following except:

Accepted Answer

A)  Clarity of objectives 
B)  Comparisons 
C)  Competitive understanding 
D)  Generalizable to multiple settings 
E)  Continuity 
A)  Clarity of objectives 
B)  Comparisons 
C)  Competitive understanding 
D)  Generalizable to multiple settings 
E)  Continuity

Question 16

The creation of value when evaluating the acquisition of technology is based on ____.

Accepted Answer

A)  The emergence of processes and/or products that improve the competitive position of the firm and return on investment 
B)  The firm's financial return only 
C)  An accounting based positive return on investment 
D)  Assets that are not divested five to seven years later 
E)  The firm's stock price has not declined when the acquisition was announced 
A)  The emergence of processes and/or products that improve the competitive position of the firm and return on investment 
B)  The firm's financial return only 
C)  An accounting based positive return on investment 
D)  Assets that are not divested five to seven years later 
E)  The firm's stock price has not declined when the acquisition was announced

Question 17

The term inertia of success refers to ____.

Accepted Answer

A)  Firms that have merged and refuse to integrate 
B)  A firm that has had such great success that it has grown complacent 
C)  A firm that is so successful it does not need to change 
D)  An industry is so successful it is leapfrogged 
E)  An industry is in a spiral of decline after a product matures on its S curve 
A)  Firms that have merged and refuse to integrate 
B)  A firm that has had such great success that it has grown complacent 
C)  A firm that is so successful it does not need to change 
D)  An industry is so successful it is leapfrogged 
E)  An industry is in a spiral of decline after a product matures on its S curve

Question 18

Discuss which conditions encourage firms to pursue alliances rather than acquisitions.

Accepted Answer

. less proprietary resources are availab

Question 19

In an airline alliance the key operational concern is ____.

Accepted Answer

A)  Services provided 
B)  Sharing of physical assets (gates) 
C)  Sharing risk 
D)  Sharing expertise 
E)  Sharing of financial strength 
A)  Services provided 
B)  Sharing of physical assets (gates) 
C)  Sharing risk 
D)  Sharing expertise 
E)  Sharing of financial strength

Question 20

The conditions encouraging acquisitions would include all of the following except:

Accepted Answer

A)  More proprietary resources are available and needed 
B)  Synergies are networked or reciprocal 
C)  Ownership is needed to guarantee control 
D)  Market uncertainty is either very low or very risky 
E)  Resources are scare from competition 
A)  More proprietary resources are available and needed 
B)  Synergies are networked or reciprocal 
C)  Ownership is needed to guarantee control 
D)  Market uncertainty is either very low or very risky 
E)  Resources are scare from competition

The synergies sought in alliances are more sequential or clearly separated.

The knowledge needed for an alliance during the negotiations should include all of the following except:

Strategic fitness refers to ____.

Discuss the key questions that need to be asked when considering the creation of value by acquiring technology externally.

When a firm benchmarks it ____.

In examining IT issues in a potential alliance/merger the personnel issues that should be examined include all of the following except:

For the acquisition of technology to reflect positive outcomes it is important that some type of technology improvement has emerged.

The domains that are the greatest risk to the integration include all of the following except ____.

The guiding questions for evaluating the information gathered during an alliance or acquisition blending period include all of the following except:

It is estimated that ____ percent of alliances/acquisitions fail to meet the expected goals.

About ____ percent of firms divest all or part of the assets from an acquisition or dissolve an alliance in five to seven years.

It is expected that efforts to obtain technology will ____ in the future.

The work done during the due diligence tells the management of the blended firm where the strengths and weaknesses and potential synergies exist.

In evaluating the due diligence process, the key questions and concerns are:

The key characteristics of a due diligence checklist include all of the following except:

The creation of value when evaluating the acquisition of technology is based on ____.

The term inertia of success refers to ____.

Discuss which conditions encourage firms to pursue alliances rather than acquisitions.

In an airline alliance the key operational concern is ____.

The conditions encouraging acquisitions would include all of the following except:

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

The synergies sought in alliances are more sequential or clearly separated.

The knowledge needed for an alliance during the negotiations should include all of the following except:

Strategic fitness refers to ____.

Discuss the key questions that need to be asked when considering the creation of value by acquiring technology externally.

When a firm benchmarks it ____.

In examining IT issues in a potential alliance/merger the personnel issues that should be examined include all of the following except:

For the acquisition of technology to reflect positive outcomes it is important that some type of technology improvement has emerged.

The domains that are the greatest risk to the integration include all of the following except ____.

The guiding questions for evaluating the information gathered during an alliance or acquisition blending period include all of the following except:

It is estimated that ____ percent of alliances/acquisitions fail to meet the expected goals.

About ____ percent of firms divest all or part of the assets from an acquisition or dissolve an alliance in five to seven years.

It is expected that efforts to obtain technology will ____ in the future.

The work done during the due diligence tells the management of the blended firm where the strengths and weaknesses and potential synergies exist.

In evaluating the due diligence process, the key questions and concerns are:

The key characteristics of a due diligence checklist include all of the following except:

The creation of value when evaluating the acquisition of technology is based on ____.

The term inertia of success refers to ____.

Discuss which conditions encourage firms to pursue alliances rather than acquisitions.

In an airline alliance the key operational concern is ____.

The conditions encouraging acquisitions would include all of the following except:

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