Question 1

According to the resource-based view,a necessary condition for competitive advantage is that:

Accepted Answer

A) resources are heterogeneous and immobile between organisations 
B) all resources are unique 
C) all resources can be imitated 
D) all resources are interchangeable 
A) resources are heterogeneous and immobile between organisations 
B) all resources are unique 
C) all resources can be imitated 
D) all resources are interchangeable A

Question 2

Leonard developed three reasons why organisations at the peak of their industries develop core rigidities.

Accepted Answer

A) True 
 B)False  True

Question 3

Describe the links between resources,capabilities and strategic capabilities.

Accepted Answer

Resources are the tangible and intangible assets of the organisation,and can be a source of competitive advantage by themselves.Resources are generally of little use without capabilities,which are defined as the processes,systems or organisational routines that the organisation uses to coordinate its resources for productive use.Strategic capabilities are those capabilities that create value for customers,are better than the capabilities of most competitors and are difficult to imitate or replicate.Strategic capabilities are the ones that create sustainable competitive advantage.Typically,strategic capabilities require the combination of some tangible and intangible resources and some activities to create a process,system or organisational routine which creates a competitive advantage.

Question 4

Leonard's 'core technical dynamic capability' model does NOT include:

Accepted Answer

A) external societal systems 
B) managerial systems 
C) organisational values and norms 
D) individual skills and knowledge 
A) external societal systems 
B) managerial systems 
C) organisational values and norms 
D) individual skills and knowledge

Question 5

Resources are defined as the tangible assets of the organisation.

Accepted Answer

A) True 
 B)False

Question 6

Strengths in the traditional SWOT analysis do not usually address the test of 'better than most competitors',which is a crucial test for competitive advantage.

Accepted Answer

A) True 
 B)False

Question 7

How does the emergence of sustainability as a macro-environment issue affect the analysis of organisational capabilities?

Accepted Answer

In terms of meeting environmental sustai

Question 8

Leonard's findings about the ability to innovate did NOT include:

Accepted Answer

A) outsourcing problem-solving for greater efficiency 
B) implementing new methodologies 
C) experimenting and prototyping 
D) learning from the market 
A) outsourcing problem-solving for greater efficiency 
B) implementing new methodologies 
C) experimenting and prototyping 
D) learning from the market

Question 9

Strategic capabilities:

Accepted Answer

A) create competitive advantage 
B) create sustainable competitive advantage 
C) are possessed by every firm in the industry 
D) are easy to imitate or replicate 
A) create competitive advantage 
B) create sustainable competitive advantage 
C) are possessed by every firm in the industry 
D) are easy to imitate or replicate

Question 10

Assess the relevance of SWOT analysis from the 'resource-based view' of organisations.

Accepted Answer

In order to achieve sustainable competit

Question 11

Hubbard,Rice and Galvin suggest three approaches in searching for strategic capabilities:

Accepted Answer

A) function analysis,resource analysis,process and system analysis 
B) resource analysis,external analysis,internal analysis 
C) pattern and process analysis,dysfunction analysis,resource analysis 
D) implementation analysis,variance analysis,gap analysis 
A) function analysis,resource analysis,process and system analysis 
B) resource analysis,external analysis,internal analysis 
C) pattern and process analysis,dysfunction analysis,resource analysis 
D) implementation analysis,variance analysis,gap analysis

Question 12

Knowledge management,learning and the ability to innovate are the three key areas of achieving dynamic capabilities.

Accepted Answer

A) True 
 B)False

Question 13

Dynamic capabilities include easy-to-replicate enterprise capabilities required to adapt to changing customer and technological opportunities.

Accepted Answer

A) True 
 B)False

Question 14

There are two distinct types of knowledge: explicit and tacit.

Accepted Answer

A) True 
 B)False

Question 15

Where there are several competitors,the VRIO tests may break down.

Accepted Answer

A) True 
 B)False

Question 16

Compare and contrast the assumptions of conventional economics with those of the 'resource-based view' of competition.Can they be reconciled or are they contradictory?

Accepted Answer

Conventional economics assumes the perfe

Question 17

Which three areas have emerged as the focus of dynamic capabilities analysis?

Accepted Answer

A) Knowledge acquisition,innovation,learning outsourcing,management cognition 
B) Knowledge management,learning and ability to innovate 
C) Knowledge acquisition,innovation,learning by doing,management recognition 
D) Knowledge management,innovation,learning organisation,management by objectives 
A) Knowledge acquisition,innovation,learning outsourcing,management cognition 
B) Knowledge management,learning and ability to innovate 
C) Knowledge acquisition,innovation,learning by doing,management recognition 
D) Knowledge management,innovation,learning organisation,management by objectives

Question 18

Which of the following is NOT suggested by Nonaka as a way to turn tacit knowledge into explicit knowledge:

Accepted Answer

A) articulation 
B) codification 
C) sharing 
D) externalisation 
A) articulation 
B) codification 
C) sharing 
D) externalisation

Question 19

Non-substitutable and exploitable are two additional elements of the framework for evaluating capabilities.

Accepted Answer

A) True 
 B)False

Question 20

Senge coined the term 'learning organisation' to reflect:

Accepted Answer

A) on how decisions can lead to actions and new learning follows 
B) the strategic value of seeing underlying learning as a core competence 
C) on how learning leads to knowledge and prevents repeating future mistakes 
D) the importance of learning ability in organisational adaptability and ongoing success 
A) on how decisions can lead to actions and new learning follows 
B) the strategic value of seeing underlying learning as a core competence 
C) on how learning leads to knowledge and prevents repeating future mistakes 
D) the importance of learning ability in organisational adaptability and ongoing success

According to the resource-based view,a necessary condition for competitive advantage is that:

Leonard developed three reasons why organisations at the peak of their industries develop core rigidities.

Describe the links between resources,capabilities and strategic capabilities.

Leonard's 'core technical dynamic capability' model does NOT include:

Resources are defined as the tangible assets of the organisation.

Strengths in the traditional SWOT analysis do not usually address the test of 'better than most competitors',which is a crucial test for competitive advantage.

How does the emergence of sustainability as a macro-environment issue affect the analysis of organisational capabilities?

Leonard's findings about the ability to innovate did NOT include:

Strategic capabilities:

Assess the relevance of SWOT analysis from the 'resource-based view' of organisations.

Hubbard,Rice and Galvin suggest three approaches in searching for strategic capabilities:

Knowledge management,learning and the ability to innovate are the three key areas of achieving dynamic capabilities.

Dynamic capabilities include easy-to-replicate enterprise capabilities required to adapt to changing customer and technological opportunities.

There are two distinct types of knowledge: explicit and tacit.

Where there are several competitors,the VRIO tests may break down.

Compare and contrast the assumptions of conventional economics with those of the 'resource-based view' of competition.Can they be reconciled or are they contradictory?

Which three areas have emerged as the focus of dynamic capabilities analysis?

Which of the following is NOT suggested by Nonaka as a way to turn tacit knowledge into explicit knowledge:

Non-substitutable and exploitable are two additional elements of the framework for evaluating capabilities.

Senge coined the term 'learning organisation' to reflect:

What Is Strategy

Analysing Business Strategy: Creating Value

Analysing the External Environment

Measuring Strategic Organisation Performance

GAP Analysis and Business-Level Strategic Options

Strategic Decision-Making

Dynamic Competitive Strategy

Corporatemulti-Business Strategy

Acquisitions and Alliances

International Strategy

Capabilities, Systems and Structure

Leadership, People and Culture

Change Management

Filters

Exam 4: Analysing the External Environment

According to the resource-based view,a necessary condition for competitive advantage is that:

Leonard developed three reasons why organisations at the peak of their industries develop core rigidities.

Describe the links between resources,capabilities and strategic capabilities.

Leonard's 'core technical dynamic capability' model does NOT include:

Resources are defined as the tangible assets of the organisation.

Strengths in the traditional SWOT analysis do not usually address the test of 'better than most competitors',which is a crucial test for competitive advantage.

How does the emergence of sustainability as a macro-environment issue affect the analysis of organisational capabilities?

Leonard's findings about the ability to innovate did NOT include:

Strategic capabilities:

Assess the relevance of SWOT analysis from the 'resource-based view' of organisations.

Hubbard,Rice and Galvin suggest three approaches in searching for strategic capabilities:

Knowledge management,learning and the ability to innovate are the three key areas of achieving dynamic capabilities.

Dynamic capabilities include easy-to-replicate enterprise capabilities required to adapt to changing customer and technological opportunities.

There are two distinct types of knowledge: explicit and tacit.

Where there are several competitors,the VRIO tests may break down.

Compare and contrast the assumptions of conventional economics with those of the 'resource-based view' of competition.Can they be reconciled or are they contradictory?

Which three areas have emerged as the focus of dynamic capabilities analysis?

Which of the following is NOT suggested by Nonaka as a way to turn tacit knowledge into explicit knowledge:

Non-substitutable and exploitable are two additional elements of the framework for evaluating capabilities.

Senge coined the term 'learning organisation' to reflect:

What Is Strategy

Analysing Business Strategy: Creating Value

Analysing the External Environment

Measuring Strategic Organisation Performance

GAP Analysis and Business-Level Strategic Options

Strategic Decision-Making

Dynamic Competitive Strategy

Corporatemulti-Business Strategy

Acquisitions and Alliances

International Strategy

Capabilities, Systems and Structure

Leadership, People and Culture

Change Management

Filters