A) tend to be developed through firm-wide interactions and reside in the firm as a whole. B) tend to be concentrated in the support activities of the value chain. C) tend to be concentrated in the primary activities of the value chain. D) are often developed in specific functional areas. A) tend to be developed through firm-wide interactions and reside in the firm as a whole. B) tend to be concentrated in the support activities of the value chain. C) tend to be concentrated in the primary activities of the value chain. D) are often developed in specific functional areas.

A) spinning off of a value-creating activity to create a new firm. B) selling of a value-creating activity to other firms. C) purchase of a value-creating activity from an external supplier. D) use of computers to obtain value-creating data from the Internet. A) spinning off of a value-creating activity to create a new firm. B) selling of a value-creating activity to other firms. C) purchase of a value-creating activity from an external supplier. D) use of computers to obtain value-creating data from the Internet.

Exam 3: The Internal Organization: Resources, Capabilities, Core Competencies, and Competitive Advantages

The foundation of many capabilities lies in the unique skills and knowledge of a firm's employees.

(True/False)

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Question 61

A veterinary practice has added a pet boarding and grooming facility. Most of the practice's competitors also provide these services. The veterinary practice is gaining competitive:

(Multiple Choice)

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Question 62

Judgment is the capacity for making a successful decision when:

(Multiple Choice)

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Question 63

Compared to intangible resources, tangible resources are constrained because they are to leverage.

(Multiple Choice)

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Question 64

Examples of support activities include all of the following EXCEPT:

(Multiple Choice)

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Question 65

Compared to tangible resources, intangible resources are and .

(Multiple Choice)

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Question 66

A major U.S. manufacturer of children's toys believes its main competitive advantage lies in its continuing development of innovative toys and games. The company is facing increasing competition on price, and it is strongly considering outsourcing to offshore firms as a means of reducing costs. The LAST function this firm should consider outsourcing is:

(Multiple Choice)

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Question 67

Capabilities:

(Multiple Choice)

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Question 68

Capabilities of an organization emerge spontaneously through the interaction of tangible and intangible resources.

(True/False)

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Question 69

The three conditions that characterize difficult managerial decisions concerning resources, capabilities, and core competencies are

(Multiple Choice)

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Question 70

Tools such as ______ help the firm focus on its core competencies as the source of its competitive advantages.

(Multiple Choice)

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Question 71

One criterion for a resource or capability to be a source of competitive advantage is that it must allow the firm to perform a value-creating activity that competitors cannot perform.

(True/False)

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Question 72

At Southwest Airlines, the complex interrelationship between its culture and human capital adds value for customers in ways that other airlines cannot, such as jokes on flights by flight attendants and cooperation between gate personnel and pilots.

(True/False)

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Question 73

Capabilities typically come from:

(Multiple Choice)

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Question 74

Outsourcing is the:

(Multiple Choice)

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Question 75

What is value? Why is it important?

(Essay)

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Question 76

Charmed by Claire is a successful retail boutique that sells women's accessories. Claire, the owner/manager, knows that women have many options when buying jewelry. When customers enter her store they are greeted by name and given prompt, friendly attention. Customers return to the store because the service is excellent. Claire says the most important decision she makes is hiring the best staff because customer service is vital to her business. Customer service is:

(Multiple Choice)

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Question 77

Knowledge transfer and access to resources within the value chain are enhanced by:

(Multiple Choice)

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Question 78

Value chain activities are:

(Multiple Choice)

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Question 79

By themselves, resources can allow firms to create value for customers as the foundation for earning above-average returns.

(True/False)

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Question 80

Showing 61 - 80 of 133

The foundation of many capabilities lies in the unique skills and knowledge of a firm's employees.

A veterinary practice has added a pet boarding and grooming facility. Most of the practice's competitors also provide these services. The veterinary practice is gaining competitive:

Judgment is the capacity for making a successful decision when:

Compared to intangible resources, tangible resources are constrained because they are to leverage.

Examples of support activities include all of the following EXCEPT:

Compared to tangible resources, intangible resources are and .

Capabilities:

Capabilities of an organization emerge spontaneously through the interaction of tangible and intangible resources.

The three conditions that characterize difficult managerial decisions concerning resources, capabilities, and core competencies are

Tools such as ______ help the firm focus on its core competencies as the source of its competitive advantages.

One criterion for a resource or capability to be a source of competitive advantage is that it must allow the firm to perform a value-creating activity that competitors cannot perform.

At Southwest Airlines, the complex interrelationship between its culture and human capital adds value for customers in ways that other airlines cannot, such as jokes on flights by flight attendants and cooperation between gate personnel and pilots.

Capabilities typically come from:

Outsourcing is the:

What is value? Why is it important?

Knowledge transfer and access to resources within the value chain are enhanced by:

Value chain activities are:

By themselves, resources can allow firms to create value for customers as the foundation for earning above-average returns.

Strategic Management and Strategic Competitiveness

The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis

Business-Level Strategy

Competitive Rivalry and Competitive Dynamics

Corporate-Level Strategy

Merger and Acquisition Strategies

International Strategy

Cooperative Strategy

Corporate Governance

Organizational Structure and Controls

Strategic Leadership

Strategic Entrepreneurship

Filters

Exam 3: The Internal Organization: Resources, Capabilities, Core Competencies, and Competitive Advantages

The foundation of many capabilities lies in the unique skills and knowledge of a firm's employees.

A veterinary practice has added a pet boarding and grooming facility. Most of the practice's competitors also provide these services. The veterinary practice is gaining competitive:

Judgment is the capacity for making a successful decision when:

Compared to intangible resources, tangible resources are ______ constrained because they are ______ to leverage.

Examples of support activities include all of the following EXCEPT:

Compared to tangible resources, intangible resources are ______ and ______.

Capabilities:

Capabilities of an organization emerge spontaneously through the interaction of tangible and intangible resources.

The three conditions that characterize difficult managerial decisions concerning resources, capabilities, and core competencies are

Tools such as ______ help the firm focus on its core competencies as the source of its competitive advantages.

One criterion for a resource or capability to be a source of competitive advantage is that it must allow the firm to perform a value-creating activity that competitors cannot perform.

At Southwest Airlines, the complex interrelationship between its culture and human capital adds value for customers in ways that other airlines cannot, such as jokes on flights by flight attendants and cooperation between gate personnel and pilots.

Capabilities typically come from:

Outsourcing is the:

What is value? Why is it important?

Knowledge transfer and access to resources within the value chain are enhanced by:

Value chain activities are:

By themselves, resources can allow firms to create value for customers as the foundation for earning above-average returns.

Strategic Management and Strategic Competitiveness

The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis

Business-Level Strategy

Competitive Rivalry and Competitive Dynamics

Corporate-Level Strategy

Merger and Acquisition Strategies

International Strategy

Cooperative Strategy

Corporate Governance

Organizational Structure and Controls

Strategic Leadership

Strategic Entrepreneurship

Filters

Compared to intangible resources, tangible resources are constrained because they are to leverage.

Compared to tangible resources, intangible resources are and .