Question 1

The four critical elements to implementing a strategy of technology acquisition include all of the following except:

Accepted Answer

A)  Integration 
B)  Alliances 
C)  Leadership 
D)  Execution 
E)  Alignment 
A)  Integration 
B)  Alliances 
C)  Leadership 
D)  Execution 
E)  Alignment

Question 2

In a blended firm, culture typically takes one of the following forms except:

Accepted Answer

A)  Separate cultures 
B)  Dominate culture 
C)  New culture 
D)  Multiple cultures 
E)  Accelerating culture 
A)  Separate cultures 
B)  Dominate culture 
C)  New culture 
D)  Multiple cultures 
E)  Accelerating culture

Question 3

The most critical aspect of implementation when acquiring technology externally is integration.

Accepted Answer

A) True 
 B)False

Question 4

The key to helping an employee understand how they fit into the new combined organization and where it is going is ____.

Accepted Answer

A)  Employing a hierarchical organizational structure 
B)  Through the firm's training and development 
C)  Through the firm's reward structure 
D)  Indicated by the CEO in their personal statements 
E)  Not a critical issue 
A)  Employing a hierarchical organizational structure 
B)  Through the firm's training and development 
C)  Through the firm's reward structure 
D)  Indicated by the CEO in their personal statements 
E)  Not a critical issue

Question 5

The acquiring firm should always impose its culture on the acquired firm so that the acquisition can progress quickly.

Accepted Answer

A) True 
 B)False

Question 6

The characteristics of related technology acquisition include:

Accepted Answer

A)  Less uncertainty and low organizational impact 
B)  More uncertainty and strategic implications 
C)  Firm-wide impact and major restructuring 
D)  Less uncertainty and more restructuring 
E)  Multiskilled teams and external alignment 
A)  Less uncertainty and low organizational impact 
B)  More uncertainty and strategic implications 
C)  Firm-wide impact and major restructuring 
D)  Less uncertainty and more restructuring 
E)  Multiskilled teams and external alignment

Question 7

Execution of people related issues is the key to successful cultural blending during the implementation process.

Accepted Answer

A) True 
 B)False

Question 8

Cisco's compound growth between 1989 and 1999 was ____ per year.

Accepted Answer

A)  21 percent 
B)  47 percent 
C)  77 percent 
D)  89 percent 
E)  98 percent 
A)  21 percent 
B)  47 percent 
C)  77 percent 
D)  89 percent 
E)  98 percent

Question 9

In sharing lessons learned, the lessons that should be remembered include all of the following except:

Accepted Answer

A)  Analyze and understand who knows what 
B)  Develop a systematic way to share knowledge 
C)  Be sure that no information is lost across the lines of the alliance - this prevents loss of competitive advantage 
D)  Take time to be sure that learning and know-how are shared 
E)  Remember, knowledge and information exist at all levels of the organization 
A)  Analyze and understand who knows what 
B)  Develop a systematic way to share knowledge 
C)  Be sure that no information is lost across the lines of the alliance - this prevents loss of competitive advantage 
D)  Take time to be sure that learning and know-how are shared 
E)  Remember, knowledge and information exist at all levels of the organization

Question 10

In determining what to do if an issue is of low critical importance but high urgency then the firm ____.

Accepted Answer

A)  Must do it but do it later -i.e. schedule it 
B)  Must do it now - i.e. immediate attention 
C)  Forget about it - i.e. wasting time 
D)  You make the call - i.e. do it if time allows 
E)  None of these choices 
A)  Must do it but do it later -i.e. schedule it 
B)  Must do it now - i.e. immediate attention 
C)  Forget about it - i.e. wasting time 
D)  You make the call - i.e. do it if time allows 
E)  None of these choices

Question 11

International alliances are no more complex than are domestic alliances.

Accepted Answer

A) True 
 B)False

Question 12

A key implementation method to overcome potential conflict from the integration of two firms is ____.

Accepted Answer

A)  Developing a schedule and sticking to it 
B)  Firing those individuals who are not supportive of the integration 
C)  Forming teams from different functional areas from both firms 
D)  Having the CEO be clear that conflict will not tolerated 
E)  Bringing in a new top management team 
A)  Developing a schedule and sticking to it 
B)  Firing those individuals who are not supportive of the integration 
C)  Forming teams from different functional areas from both firms 
D)  Having the CEO be clear that conflict will not tolerated 
E)  Bringing in a new top management team

Question 13

What are the four traps a firm can fall into as they seek to delegate responsibility of a given area to one party or another?

Accepted Answer

. trap of compromise - one person each s

Question 14

The evaluation of requirements for the key activities in the integration effort should consider the amount of knowledge transfer required, the degree of integration necessary, and the speed of the integration necessary.

Accepted Answer

A) True 
 B)False

Question 15

In banking what percentage of the customer base is typically lost during the implementation of a merger?

Accepted Answer

A)  3 
B)  5 
C)  7 
D)  12 
E)  15 
A)  3 
B)  5 
C)  7 
D)  12 
E)  15

Question 16

Discuss the typical characteristics of related versus unrelated acquisitions.

Accepted Answer

. Related
-
Low uncertainty
-

Question 17

Politics only has a negative impact on merger outcomes.

Accepted Answer

A) True 
 B)False

Question 18

The reasons that training and development are so important in the execution of an alliance or merger/acquisition include:

Accepted Answer

A)  There is an evolution of cultural norms that necessitate changes in policies and procedures 
B)  The new employees need to learn the cultural norms of the larger partner to enhance blending 
C)  Changes in reporting relationships need to be understood so old interpersonal connections are not disruptive to the goals of the new entity 
D)  The manager needs to indicate that the "ship is rising on the rising tide" 
E)  T&D lessens the need for meetings and explanations that are unnecessary 
A)  There is an evolution of cultural norms that necessitate changes in policies and procedures 
B)  The new employees need to learn the cultural norms of the larger partner to enhance blending 
C)  Changes in reporting relationships need to be understood so old interpersonal connections are not disruptive to the goals of the new entity 
D)  The manager needs to indicate that the "ship is rising on the rising tide" 
E)  T&D lessens the need for meetings and explanations that are unnecessary

Question 19

The trap of misplaced beliefs is characterized by:

Accepted Answer

A)  Losing the bidding battle for the assets the firm wants to acquire 
B)  Using non-objective reasons for choosing the systems to be used 
C)  Believing that keeping systems from both organizations in tact is the best way to utilize the new technologies 
D)  Losing focus on the reason for making the alliance or acquisition in the first place 
E)  Believing that incongruent systems will eventually find their way to harmony 
A)  Losing the bidding battle for the assets the firm wants to acquire 
B)  Using non-objective reasons for choosing the systems to be used 
C)  Believing that keeping systems from both organizations in tact is the best way to utilize the new technologies 
D)  Losing focus on the reason for making the alliance or acquisition in the first place 
E)  Believing that incongruent systems will eventually find their way to harmony

Question 20

McCreight and Company checklist for implementation of an alliance includes what major points?

Accepted Answer

. Establish and communicate a change vis

The four critical elements to implementing a strategy of technology acquisition include all of the following except:

In a blended firm, culture typically takes one of the following forms except:

The most critical aspect of implementation when acquiring technology externally is integration.

The key to helping an employee understand how they fit into the new combined organization and where it is going is ____.

The acquiring firm should always impose its culture on the acquired firm so that the acquisition can progress quickly.

The characteristics of related technology acquisition include:

Execution of people related issues is the key to successful cultural blending during the implementation process.

Cisco's compound growth between 1989 and 1999 was ____ per year.

In sharing lessons learned, the lessons that should be remembered include all of the following except:

In determining what to do if an issue is of low critical importance but high urgency then the firm ____.

International alliances are no more complex than are domestic alliances.

A key implementation method to overcome potential conflict from the integration of two firms is ____.

What are the four traps a firm can fall into as they seek to delegate responsibility of a given area to one party or another?

The evaluation of requirements for the key activities in the integration effort should consider the amount of knowledge transfer required, the degree of integration necessary, and the speed of the integration necessary.

In banking what percentage of the customer base is typically lost during the implementation of a merger?

Discuss the typical characteristics of related versus unrelated acquisitions.

Politics only has a negative impact on merger outcomes.

The reasons that training and development are so important in the execution of an alliance or merger/acquisition include:

The trap of misplaced beliefs is characterized by:

McCreight and Company checklist for implementation of an alliance includes what major points?

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: Evaluation and Control

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 7: Obtaining Technology: Implementation

The four critical elements to implementing a strategy of technology acquisition include all of the following except:

In a blended firm, culture typically takes one of the following forms except:

The most critical aspect of implementation when acquiring technology externally is integration.

The key to helping an employee understand how they fit into the new combined organization and where it is going is ____.

The acquiring firm should always impose its culture on the acquired firm so that the acquisition can progress quickly.

The characteristics of related technology acquisition include:

Execution of people related issues is the key to successful cultural blending during the implementation process.

Cisco's compound growth between 1989 and 1999 was ____ per year.

In sharing lessons learned, the lessons that should be remembered include all of the following except:

In determining what to do if an issue is of low critical importance but high urgency then the firm ____.

International alliances are no more complex than are domestic alliances.

A key implementation method to overcome potential conflict from the integration of two firms is ____.

What are the four traps a firm can fall into as they seek to delegate responsibility of a given area to one party or another?

The evaluation of requirements for the key activities in the integration effort should consider the amount of knowledge transfer required, the degree of integration necessary, and the speed of the integration necessary.

In banking what percentage of the customer base is typically lost during the implementation of a merger?

Discuss the typical characteristics of related versus unrelated acquisitions.

Politics only has a negative impact on merger outcomes.

The reasons that training and development are so important in the execution of an alliance or merger/acquisition include:

The trap of misplaced beliefs is characterized by:

McCreight and Company checklist for implementation of an alliance includes what major points?

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: Evaluation and Control

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