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

If a firm offers a service that is valuable, rare, and costly to imitate, but a substitute exists for the service, the firm will:

Value chain activities in the value chain create value, whereas support functions generate costs.

Value chain activities include all of the following EXCEPT:

In the airline industry, frequent-flyer programs, ticket kiosks, and e-ticketing are all examples of capabilities that are ______ but no longer _____.

Two concerns about outsourcing are the potential loss of a firm's innovative ability and the loss of jobs within companies that decide to outsource some of their work.

Understanding how to leverage the firm's unique bundle of resources and capabilities is a key outcome decision makers seek when analyzing the internal organization.

______ are the source of a firm's ______, which are the source of the firm's ______.

Which of the following is NOT a reputational resource?

Amazon is building a new distribution facility in Robbinsville, New Jersey.  It is immediately off the exit of a major road.  This is an example of a(n) ______ resource.

The corporate research division of Siemens files, on average, 25 patents a day.  The patents are a(n) ______ resource.

It is increasingly difficult for a firm to develop and sustain a competitive advantage because of the effects of globalization and:

A company can earn above-average returns only when the value it creates is less than the costs incurred to create that value.

The ______ are those with the potential to be formed into core competencies as the foundation for creating value.

"Motivating, empowering, and retaining employees" is an example of a capability that resides within the human resources functional area.

All of the following are tangible resources EXCEPT:

Many firms outsource the payroll function of paying employees to firms such as ADP.  Payroll is a(n): 

The capabilities used to create the sustainability/green initiatives at Walmart and Target are ______ but less likely to be ______.

One capability that can be learned from failure is when to: 

Valuable capabilities:

The key to achieving competitiveness, earning above-average returns, and remaining ahead of competitors in the long run is to manage current core competencies: