Question 1

The key areas to consider in the evaluation of where the blended firm is headed include:

Accepted Answer

A)  Creation of value, integration of structures, and external factors 
B)  Opportunities, threats and the structures and processes of the firm 
C)  Strengths, weaknesses, opportunities and threats 
D)  Creation of value, integration of technologies, and external factors 
E)  Emergence of processes, new ideas and best practices 
A)  Creation of value, integration of structures, and external factors 
B)  Opportunities, threats and the structures and processes of the firm 
C)  Strengths, weaknesses, opportunities and threats 
D)  Creation of value, integration of technologies, and external factors 
E)  Emergence of processes, new ideas and best practices

Question 2

Evaluation and control occurs in certain parts of the firm only.

Accepted Answer

A) True 
 B)False

Question 3

Discuss the evaluation factors that need to be considered in the negotiation for an alliance.

Accepted Answer

. type of businesses involved and what t

Question 4

The easiest gap analysis to conduct is for ____.

Accepted Answer

A)  Financial fitness 
B)  Strategic fitness 
C)  Operational fitness 
D)  Relationship fitness 
E)  Management fitness 
A)  Financial fitness 
B)  Strategic fitness 
C)  Operational fitness 
D)  Relationship fitness 
E)  Management fitness

Question 5

The checklist developed for evaluation and control should cover all potential aspects of the alliance/merger.

Accepted Answer

A) True 
 B)False

Question 6

Metrics are ____.

Accepted Answer

A)  The measure of distance used principally in Europe 
B)  Measures used in evaluation and control 
C)  Used to evaluate whether to proceed with an integration after the acquisition 
D)  Descriptions of the top management team of the firm 
E)  Relied on only in rare situations 
A)  The measure of distance used principally in Europe 
B)  Measures used in evaluation and control 
C)  Used to evaluate whether to proceed with an integration after the acquisition 
D)  Descriptions of the top management team of the firm 
E)  Relied on only in rare situations

Question 7

A gap analysis refers to ____.

Accepted Answer

A)  The difference between goals and outcomes for the firm 
B)  The difference in corporation and division goals 
C)  The difference in corporation and individual goals 
D)  The difference in financial outcomes for firm from industry 
E)  The difference in marketing expenditures for firm and competitors 
A)  The difference between goals and outcomes for the firm 
B)  The difference in corporation and division goals 
C)  The difference in corporation and individual goals 
D)  The difference in financial outcomes for firm from industry 
E)  The difference in marketing expenditures for firm and competitors

Question 8

Quaker Oats purchased Snapple 1994 and divested it in 1997 because:

Accepted Answer

A)  The acquisition was so successful and Quaker Oats wanted to realize its profits 
B)  Snapple was able to help the firm improve its technology in production 
C)  The acquisition was not as successful as intended but the firms remain together today 
D)  The culture clash between Quaker Oats' mass marketing style and Snapple's quirkiness in the marketplace 
E)  It is used to illustrate the value of having similar cultures in an organization 
A)  The acquisition was so successful and Quaker Oats wanted to realize its profits 
B)  Snapple was able to help the firm improve its technology in production 
C)  The acquisition was not as successful as intended but the firms remain together today 
D)  The culture clash between Quaker Oats' mass marketing style and Snapple's quirkiness in the marketplace 
E)  It is used to illustrate the value of having similar cultures in an organization

Question 9

A Likert type scale ____.

Accepted Answer

A)  Asks individuals to rate a variety of things as a 1 or 0 - present or not present 
B)  Is a specific scale used to rate how technology intensive a firm is 
C)  Asks individuals to rate a things typically on a 1-7 scale used to show how much someone agrees or disagrees with a statement 
D)  Is a specific scale that is used to evaluate how similar two potential merger partners are 
E)  Is a financial measure 
A)  Asks individuals to rate a variety of things as a 1 or 0 - present or not present 
B)  Is a specific scale used to rate how technology intensive a firm is 
C)  Asks individuals to rate a things typically on a 1-7 scale used to show how much someone agrees or disagrees with a statement 
D)  Is a specific scale that is used to evaluate how similar two potential merger partners are 
E)  Is a financial measure

Question 10

Legal concerns for a merger can be different in different countries. For example, issues for the HP-Compaq merger were raised in Europe not the United States.

Accepted Answer

A) True 
 B)False

Question 11

Determining how to evaluate performance can be hard in some blended organizations.

Accepted Answer

A) True 
 B)False

Question 12

The value of using a checklist for due diligence purposes is based on:

Accepted Answer

A)  It forms the basis of implementation plans and progress checkpoints during integration 
B)  It gives a task list where responsibility and authority can be tracked 
C)  It makes the acquisition process easier 
D)  There is no added value in having a checklist 
E)  It gives people something to focus on besides losing their jobs 
A)  It forms the basis of implementation plans and progress checkpoints during integration 
B)  It gives a task list where responsibility and authority can be tracked 
C)  It makes the acquisition process easier 
D)  There is no added value in having a checklist 
E)  It gives people something to focus on besides losing their jobs

Question 13

The common aspects of an evaluation system in different organizations of an alliance would include all of the following except:

Accepted Answer

A)  Evaluation of readiness to create an alliance 
B)  Top management should be involved in the evaluation process 
C)  Ability to quantify all the various dimensions of the alliance 
D)  Clear goals for the alliance and focus on those goals 
E)  Recognition that evaluation and control are on going processes 
A)  Evaluation of readiness to create an alliance 
B)  Top management should be involved in the evaluation process 
C)  Ability to quantify all the various dimensions of the alliance 
D)  Clear goals for the alliance and focus on those goals 
E)  Recognition that evaluation and control are on going processes

Question 14

The key evaluation and control questions that should be addressed during the planning stages of external obtaining of technology include:

Accepted Answer

A)  What do we do now and what can we do later? 
B)  Are we reaching our goals and where do we make adjustments? 
C)  What do we do later and where do we make adjustments? 
D)  What do we need in a partner and what are our competitors doing? 
E)  What do we do now and what are our competitors doing? 
A)  What do we do now and what can we do later? 
B)  Are we reaching our goals and where do we make adjustments? 
C)  What do we do later and where do we make adjustments? 
D)  What do we need in a partner and what are our competitors doing? 
E)  What do we do now and what are our competitors doing?

Question 15

In alliances there are typically more proprietary resources that are available and needed.

Accepted Answer

A) True 
 B)False

Question 16

Operational requirements for most alliances are the same.

Accepted Answer

A) True 
 B)False

Question 17

To evaluate the integration process that occurs when a firm acquires technology from an external source all of the following issues are critical except:

Accepted Answer

A)  A clear common set of objectives and a definition of success 
B)  An appropriate governance model with clear decision-making criteria 
C)  A clear plan for integration and evolution of the plan if needed 
D)  A set of clear metrics to track and measure success (or the lack of success) 
E)  All of these choices are critical issues 
A)  A clear common set of objectives and a definition of success 
B)  An appropriate governance model with clear decision-making criteria 
C)  A clear plan for integration and evolution of the plan if needed 
D)  A set of clear metrics to track and measure success (or the lack of success) 
E)  All of these choices are critical issues

The key areas to consider in the evaluation of where the blended firm is headed include:

Evaluation and control occurs in certain parts of the firm only.

Discuss the evaluation factors that need to be considered in the negotiation for an alliance.

The easiest gap analysis to conduct is for ____.

The checklist developed for evaluation and control should cover all potential aspects of the alliance/merger.

Metrics are ____.

A gap analysis refers to ____.

Quaker Oats purchased Snapple 1994 and divested it in 1997 because:

A Likert type scale ____.

Legal concerns for a merger can be different in different countries. For example, issues for the HP-Compaq merger were raised in Europe not the United States.

Determining how to evaluate performance can be hard in some blended organizations.

The value of using a checklist for due diligence purposes is based on:

The common aspects of an evaluation system in different organizations of an alliance would include all of the following except:

The key evaluation and control questions that should be addressed during the planning stages of external obtaining of technology include:

In alliances there are typically more proprietary resources that are available and needed.

Operational requirements for most alliances are the same.

To evaluate the integration process that occurs when a firm acquires technology from an external source all of the following issues are critical 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

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Exam 8: Obtaining Technology: Evaluation and Control

The key areas to consider in the evaluation of where the blended firm is headed include:

Evaluation and control occurs in certain parts of the firm only.

Discuss the evaluation factors that need to be considered in the negotiation for an alliance.

The easiest gap analysis to conduct is for ____.

The checklist developed for evaluation and control should cover all potential aspects of the alliance/merger.

Metrics are ____.

A gap analysis refers to ____.

Quaker Oats purchased Snapple 1994 and divested it in 1997 because:

A Likert type scale ____.

Legal concerns for a merger can be different in different countries. For example, issues for the HP-Compaq merger were raised in Europe not the United States.

Determining how to evaluate performance can be hard in some blended organizations.

The value of using a checklist for due diligence purposes is based on:

The common aspects of an evaluation system in different organizations of an alliance would include all of the following except:

The key evaluation and control questions that should be addressed during the planning stages of external obtaining of technology include:

In alliances there are typically more proprietary resources that are available and needed.

Operational requirements for most alliances are the same.

To evaluate the integration process that occurs when a firm acquires technology from an external source all of the following issues are critical 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