Question 1

What does the Darwinian view of strategy say about strategic decision making?

Accepted Answer

A)  Strategic decision making is rather pointless - it is the market that decides survival of the firm 
B)  Strategic decision making evolves over time 
C)  The best leader will rise to the top and their strategy will be adopted 
D)  Strategies will be chosen that adapt the organization to its environment 
A)  Strategic decision making is rather pointless - it is the market that decides survival of the firm 
B)  Strategic decision making evolves over time 
C)  The best leader will rise to the top and their strategy will be adopted 
D)  Strategies will be chosen that adapt the organization to its environment A

Question 2

Which term does Mintzberg (1994) use to describe the classical school of strategy?

Accepted Answer

A)  Rational school 
B)  Design school 
C)  Mainstream school 
D)  Prescriptive school 
A)  Rational school 
B)  Design school 
C)  Mainstream school 
D)  Prescriptive school A

Question 3

French and Raven (1960) define five ways that power can be gained. One of these is 'referent' power. How is referent power defined?

Accepted Answer

A)  The extent to which others want to identify with A 
B)  The extent to which others fear A 
C)  The extent to which A has control over resources 
D)  The extent to which A has knowledge that others need 
A)  The extent to which others want to identify with A 
B)  The extent to which others fear A 
C)  The extent to which A has control over resources 
D)  The extent to which A has knowledge that others need A

Question 4

Which of the following statements most closely agrees with Chandler's findings about the link between strategy and structure?

Accepted Answer

A)  Firms follow a strategy that derives from the organizational structure 
B)  A centralized structure is most suitable for diversified firms 
C)  Firms adopt their structure to fit the strategy being followed 
D)  The multi-divisional structure is most suitable for diversified firms 
A)  Firms follow a strategy that derives from the organizational structure 
B)  A centralized structure is most suitable for diversified firms 
C)  Firms adopt their structure to fit the strategy being followed 
D)  The multi-divisional structure is most suitable for diversified firms

Question 5

An organizational sub-culture can be defined as

Accepted Answer

A)  separate culture groups within an organization which align with and tolerate the dominant organizational culture 
B)  The 'real' organizational culture 
C)  separate culture groups within an organization that conflict with the dominant organizational culture 
D)  Aspects of organizational culture that can be observed through symbols 
A)  separate culture groups within an organization which align with and tolerate the dominant organizational culture 
B)  The 'real' organizational culture 
C)  separate culture groups within an organization that conflict with the dominant organizational culture 
D)  Aspects of organizational culture that can be observed through symbols

Question 6

Simon, Herbert and March argue that strategists cannot make rational strategic decisions because they are

Accepted Answer

A)  boundedly rational 
B)  boundedly irrational 
C)  boundedly emotional 
D)  emotional 
A)  boundedly rational 
B)  boundedly irrational 
C)  boundedly emotional 
D)  emotional

Question 7

In the population ecology perspective 'environmental niches' can be seen in the form of

Accepted Answer

A)  Strategic groups 
B)  Firms with specialist resources 
C)  Small market segments 
D)  Blue oceans 
A)  Strategic groups 
B)  Firms with specialist resources 
C)  Small market segments 
D)  Blue oceans

Question 8

What is meant by 'value engineering'?

Accepted Answer

A)  Re-engineering the value chain to make the organization more efficient 
B)  Changing the ethical stance of the organization 
C)  Creating more value for customers 
D)  Creating strong organizational cultures 
A)  Re-engineering the value chain to make the organization more efficient 
B)  Changing the ethical stance of the organization 
C)  Creating more value for customers 
D)  Creating strong organizational cultures

Question 9

What are the benefits of the incremental approach to strategy development?

Accepted Answer

The incremental approach to strategy dev

Question 10

What did Goffman (1968) mean by 'total institutions'?

Accepted Answer

A)  Highly routinized and inflexible organizations 
B)  Highly creative organizations 
C)  Very powerful organizations 
D)  Non commercial organizations such as government organizations. 
A)  Highly routinized and inflexible organizations 
B)  Highly creative organizations 
C)  Very powerful organizations 
D)  Non commercial organizations such as government organizations.

Question 11

Why is the classical approach to strategy development limited?

Accepted Answer

The classical approach to strategy devel

Question 12

A relatively new perspective on strategy has emerged in response to the criticism that much of strategy literature is divorced from the real work of strategy. What is this perspective known as?

Accepted Answer

A)  Strategy in action 
B)  Strategy as practice 
C)  Real strategy 
D)  Strategy ethnography 
A)  Strategy in action 
B)  Strategy as practice 
C)  Real strategy 
D)  Strategy ethnography

Question 13

What gives individuals and groups power in an organization?

Accepted Answer

French and Raven (1960) suggest that pow

Question 14

It is argued that strategic decisions get shaped by 'dominant coalitions'. What do dominant coalitions have that enables them to shape strategic decisions?

Accepted Answer

A)  Money 
B)  Power 
C)  Charisma 
D)  Size 
A)  Money 
B)  Power 
C)  Charisma 
D)  Size

Question 15

Analytical tools such as Porter's Five Forces and the Ansoff Matrix are rooted in which approach to strategy?

Accepted Answer

A)  Evolutionary 
B)  Classical 
C)  Systemic 
D)  Processual 
A)  Evolutionary 
B)  Classical 
C)  Systemic 
D)  Processual

Question 16

Strategic decisions usually have to take into account viewpoints and desires of a range of individuals and groups. These individuals and groups are commonly referred to as

Accepted Answer

A)  Negotiators 
B)  Players 
C)  Shareholders 
D)  Stakeholders 
A)  Negotiators 
B)  Players 
C)  Shareholders 
D)  Stakeholders

Question 17

Cyert and March (1963) believe that strategists will not necessarily choose the best option. Which term do they use to describe this behaviour?

Accepted Answer

A)  path of least resistance 
B)  sub-optimal 
C)  Satisficing 
D)  Incremental 
A)  path of least resistance 
B)  sub-optimal 
C)  Satisficing 
D)  Incremental

Question 18

What can we learn about strategy making if we look at it from a discourse point of view?

Accepted Answer

A)  The influence of power in strategy making 
B)  The influence of social class in strategy making 
C)  The influence of personality in strategy making 
D)  The influence of language in strategy making 
A)  The influence of power in strategy making 
B)  The influence of social class in strategy making 
C)  The influence of personality in strategy making 
D)  The influence of language in strategy making

Question 19

What can we learn from discourse theory in understanding strategy?

Accepted Answer

Discourse theory looks at the influence

Question 20

When viewing strategy as a behavioural process that is also shaped by power and politics, we can deduce that organizations are likely to

Accepted Answer

A)  Repeat past behaviour 
B)  Break with past behaviour 
C)  Be creative 
D)  Be innovative 
A)  Repeat past behaviour 
B)  Break with past behaviour 
C)  Be creative 
D)  Be innovative

What does the Darwinian view of strategy say about strategic decision making?

Which term does Mintzberg (1994) use to describe the classical school of strategy?

French and Raven (1960) define five ways that power can be gained. One of these is 'referent' power. How is referent power defined?

Which of the following statements most closely agrees with Chandler's findings about the link between strategy and structure?

An organizational sub-culture can be defined as

Simon, Herbert and March argue that strategists cannot make rational strategic decisions because they are

In the population ecology perspective 'environmental niches' can be seen in the form of

What is meant by 'value engineering'?

What are the benefits of the incremental approach to strategy development?

What did Goffman (1968) mean by 'total institutions'?

Why is the classical approach to strategy development limited?

A relatively new perspective on strategy has emerged in response to the criticism that much of strategy literature is divorced from the real work of strategy. What is this perspective known as?

What gives individuals and groups power in an organization?

It is argued that strategic decisions get shaped by 'dominant coalitions'. What do dominant coalitions have that enables them to shape strategic decisions?

Analytical tools such as Porter's Five Forces and the Ansoff Matrix are rooted in which approach to strategy?

Strategic decisions usually have to take into account viewpoints and desires of a range of individuals and groups. These individuals and groups are commonly referred to as

Cyert and March (1963) believe that strategists will not necessarily choose the best option. Which term do they use to describe this behaviour?

What can we learn about strategy making if we look at it from a discourse point of view?

What can we learn from discourse theory in understanding strategy?

When viewing strategy as a behavioural process that is also shaped by power and politics, we can deduce that organizations are likely to

Introduction to Strategy

Systems Model and Strategy Map

The Microeconomics of Strategy

The Macroeconomics of Strategy

Competitive Strategy: The Analysis of Strategic Position

Competitive Strategy: The Analysis of Strategic Capability

The Competitive Environment

Corporate Strategy: Adding Value in Multi-Business Firms

Global Strategies and International Advantage

Risk, Uncertainty and Strategy

Strategic Decision Making: Process Analysis

Strategic Decision Making: Managing Strategic Change

Strategy As Knowledge: Innovation and Learning

Strategy and Corporate Governance

Analyzing and Measuring Strategic Performance

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Exam 10: Organisational Models and Approaches to Strategy

What does the Darwinian view of strategy say about strategic decision making?

Which term does Mintzberg (1994) use to describe the classical school of strategy?

French and Raven (1960) define five ways that power can be gained. One of these is 'referent' power. How is referent power defined?

Which of the following statements most closely agrees with Chandler's findings about the link between strategy and structure?

An organizational sub-culture can be defined as

Simon, Herbert and March argue that strategists cannot make rational strategic decisions because they are

In the population ecology perspective 'environmental niches' can be seen in the form of

What is meant by 'value engineering'?

What are the benefits of the incremental approach to strategy development?

What did Goffman (1968) mean by 'total institutions'?

Why is the classical approach to strategy development limited?

A relatively new perspective on strategy has emerged in response to the criticism that much of strategy literature is divorced from the real work of strategy. What is this perspective known as?

What gives individuals and groups power in an organization?

It is argued that strategic decisions get shaped by 'dominant coalitions'. What do dominant coalitions have that enables them to shape strategic decisions?

Analytical tools such as Porter's Five Forces and the Ansoff Matrix are rooted in which approach to strategy?

Strategic decisions usually have to take into account viewpoints and desires of a range of individuals and groups. These individuals and groups are commonly referred to as

Cyert and March (1963) believe that strategists will not necessarily choose the best option. Which term do they use to describe this behaviour?

What can we learn about strategy making if we look at it from a discourse point of view?

What can we learn from discourse theory in understanding strategy?

When viewing strategy as a behavioural process that is also shaped by power and politics, we can deduce that organizations are likely to

Introduction to Strategy

Systems Model and Strategy Map

The Microeconomics of Strategy

The Macroeconomics of Strategy

Competitive Strategy: The Analysis of Strategic Position

Competitive Strategy: The Analysis of Strategic Capability

The Competitive Environment

Corporate Strategy: Adding Value in Multi-Business Firms

Global Strategies and International Advantage

Risk, Uncertainty and Strategy

Strategic Decision Making: Process Analysis

Strategic Decision Making: Managing Strategic Change

Strategy As Knowledge: Innovation and Learning

Strategy and Corporate Governance

Analyzing and Measuring Strategic Performance

Filters