Chat with AIExam 6: Resource-Based Competitive Advantage
Exam 1: The Need for Strategy35 Questions
Exam 2: Strategy and Performance50 Questions
Exam 3: Strategic Direction: Vision and Mission42 Questions
Exam 4: Industry and Competitive Analysis50 Questions
Exam 5: Value Chain Analysis50 Questions
Exam 6: Resource-Based Competitive Advantage46 Questions
Exam 7: Business-Level Strategy35 Questions
Exam 8: Strategy Issues in Industries and Life Cycle Stages53 Questions
Exam 9: Competitive Dynamics52 Questions
Exam 10: Corporate Strategy43 Questions
Exam 11: Strategy and Structure24 Questions
Exam 12: Strategy Implementation: Control and Performance37 Questions
Select questions type
If the Classic Car Club in the opening vignette for the chapter is unable to successfully franchise its operations in the U.S., this would be a very good example of the impact of causal ambiguity.
(True/False)
4.8/5 
(44)
(44) The founders of the Classic Car Club (CCC) described in the opening vignette for chapter six recognized an opportunity to
(Multiple Choice)
4.8/5 (38)
(38) Describe (but don't merely list) the criteria that resources must meet to be considered extraordinary and the foundation for a sustainable competitive advantage.
(Essay)
4.8/5 (44)
(44) Which of the following is not one of the dimensions that comprises the VRIST characteristics of extraordinary resources?
(Multiple Choice)
4.9/5 (26)
(26) Ordinary resources are those that a firm need not necessarily possess to be in business but that provide an advantage to the firm if it does have them.
(True/False)
4.7/5 (38)
(38) In which of the following ways can a resource be used to create value?
(Multiple Choice)
4.8/5 (32)
(32) 
Filters
- Essay(0)
- Multiple Choice(0)
- Short Answer(0)
- True False(0)
- Matching(0)