Question 1

Hubbard,Rice and Galvin suggest that the ways in which capability performance may be compared are:

Accepted Answer

A) external peer review,intra-industry comparisons,benchmarking,cost driver analysis 
B) internal self-perception,intra-industry comparisons,benchmarking,cost driver analysis,competitive intelligence 
C) internal self-perception,inter-industry comparisons,benchmarking,competitive analysis 
A) external peer review,intra-industry comparisons,benchmarking,cost driver analysis 
B) internal self-perception,intra-industry comparisons,benchmarking,cost driver analysis,competitive intelligence 
C) internal self-perception,inter-industry comparisons,benchmarking,competitive analysis

Question 2

We define 'capabilities' as the ___,___ or ___ which the organisation uses to coordinate its resources for productive use.

Accepted Answer

A) preparations,systems,organisational routines 
B) processes,strategies,organisational routines 
C) processes,systems,organisational routines 
D) processes,systems,operational repertoires 
A) preparations,systems,organisational routines 
B) processes,strategies,organisational routines 
C) processes,systems,organisational routines 
D) processes,systems,operational repertoires

Question 3

Capabilities exist only in the key departments of the organisation.

Accepted Answer

A) True 
 B)False

Question 4

Hubbard et al.found that winning organisations in Australia were focused on maintaining low staff turnover.

Accepted Answer

A) True 
 B)False

Question 5

Why is it so difficult to identify strategic capabilities within organisations? What should be used for this search?

Accepted Answer

Identifying strategic capabilities withi

Question 6

The definition of 'strategic capabilities' does NOT require that they:

Accepted Answer

A) create value for customers 
B) create value for shareholders 
C) are better than those of most competitors 
D) are difficult to imitate or replicate 
A) create value for customers 
B) create value for shareholders 
C) are better than those of most competitors 
D) are difficult to imitate or replicate

Question 7

In terms of social sustainability,increased focus on meeting the social needs of employees will include all of the following except:

Accepted Answer

A) flexible working arrangements 
B) aligning rewards to performance 
C) desirable cultures and values 
D) hiring and firing skills 
A) flexible working arrangements 
B) aligning rewards to performance 
C) desirable cultures and values 
D) hiring and firing skills

Question 8

One of the limitations of functional analysis is that it follows conventional thinking and is likely to uncover only strategic capabilities.

Accepted Answer

A) True 
 B)False

Question 9

Why have some authors criticised the resources and capabilities focus of looking at an organisation over time?

Accepted Answer

Some authors have criticised the resourc

Question 10

Leonard suggested that one of the reasons why core rigidities are allowed to develop is:

Accepted Answer

A) attacking core rigidities attacks the future economic viability of the organisation 
B) organisational routines easily become outmoded 
C) attacking current strategic capabilities attacks the current power structure 
D) habits arise from the cultural responsiveness of the workforce 
A) attacking core rigidities attacks the future economic viability of the organisation 
B) organisational routines easily become outmoded 
C) attacking current strategic capabilities attacks the current power structure 
D) habits arise from the cultural responsiveness of the workforce

Question 11

Hauschild et al.found that successful knowledge management practice included:

Accepted Answer

A) rewarding employees for creating a store of private knowledge 
B) setting easily achievable goals to encourage incremental improvement 
C) tying incentives to goals that could only be achieved through intense personal effort 
D) updating databases regularly 
A) rewarding employees for creating a store of private knowledge 
B) setting easily achievable goals to encourage incremental improvement 
C) tying incentives to goals that could only be achieved through intense personal effort 
D) updating databases regularly

Question 12

Hubbard,Rice and Galvin do NOT suggest getting competitor intelligence by:

Accepted Answer

A) talking to customers and competitors' customers 
B) visiting competitors' premises and going through their rubbish for confidential documents 
C) 'reverse engineering' a competitor's product or service 
D) talking to people employed in the industry 
A) talking to customers and competitors' customers 
B) visiting competitors' premises and going through their rubbish for confidential documents 
C) 'reverse engineering' a competitor's product or service 
D) talking to people employed in the industry

Question 13

There is only one sure way to gather competitor intelligence - talking to competitors' customers.

Accepted Answer

A) True 
 B)False

Question 14

Which of the following is important for organisations to meet environmental sustainability?

Accepted Answer

A) Identifying surface capabilities and measuring performance against others 
B) Developing 'green' capabilities 
C) Forcing knowledge dissemination and cultural conformity on all employees 
D) Establishing a community of practice network and a knowledge reward system 
A) Identifying surface capabilities and measuring performance against others 
B) Developing 'green' capabilities 
C) Forcing knowledge dissemination and cultural conformity on all employees 
D) Establishing a community of practice network and a knowledge reward system

Question 15

The features of 'benchmarking' explained by Hubbard,Rice and Galvin exclude:

Accepted Answer

A) comparing organisational performance against other organisations 
B) comparing against the 'best in class' performer 
C) ease in identifying the world best practice organisation 
D) comparing the performance of one or more specific activities 
A) comparing organisational performance against other organisations 
B) comparing against the 'best in class' performer 
C) ease in identifying the world best practice organisation 
D) comparing the performance of one or more specific activities

Question 16

Teece argues that dynamic capabilities can be disaggregated into three aspects.Which of the following is NOT included in those aspects?

Accepted Answer

A) Sensing and shaping opportunities and threats 
B) Seizing opportunities 
C) Sharing resources 
D) Maintaining and reconfiguring resources and capabilities 
A) Sensing and shaping opportunities and threats 
B) Seizing opportunities 
C) Sharing resources 
D) Maintaining and reconfiguring resources and capabilities

Question 17

Hubbard,Rice and Galvin's critique of SWOT analysis:

Accepted Answer

A) recommends it as the cornerstone of all strategic analysis 
B) finds that it is the dominant methodology of strategic analysis in organisations in practice 
C) encourages having an up-to-date SWOT analysis instead of mentioning capabilities 
D) finds that the 'strengths' accurately represent 'strategic capabilities' 
A) recommends it as the cornerstone of all strategic analysis 
B) finds that it is the dominant methodology of strategic analysis in organisations in practice 
C) encourages having an up-to-date SWOT analysis instead of mentioning capabilities 
D) finds that the 'strengths' accurately represent 'strategic capabilities'

Question 18

Hubbard,Rice and Galvin recommend identifying cost drivers by:

Accepted Answer

A) looking at the cost structure by broad category of expense 
B) looking at the useful information provided by functional costing 
C) establishing a value chain or set of activities that the organisation performs 
D) none of the above 
A) looking at the cost structure by broad category of expense 
B) looking at the useful information provided by functional costing 
C) establishing a value chain or set of activities that the organisation performs 
D) none of the above

Question 19

Equivalent terms used by others and in practice for the word "capabilities" do not include the current terminology of:

Accepted Answer

A) Valuables 
B) Competences 
C) Skills 
D) Resources 
A) Valuables 
B) Competences 
C) Skills 
D) Resources

Question 20

One of the challenges of strategic management is finding agreement in terms of a common terminology of capabilities.

Accepted Answer

A) True 
 B)False

Hubbard,Rice and Galvin suggest that the ways in which capability performance may be compared are:

We define 'capabilities' as the _,_ or ___ which the organisation uses to coordinate its resources for productive use.

Capabilities exist only in the key departments of the organisation.

Hubbard et al.found that winning organisations in Australia were focused on maintaining low staff turnover.

Why is it so difficult to identify strategic capabilities within organisations? What should be used for this search?

The definition of 'strategic capabilities' does NOT require that they:

In terms of social sustainability,increased focus on meeting the social needs of employees will include all of the following except:

One of the limitations of functional analysis is that it follows conventional thinking and is likely to uncover only strategic capabilities.

Why have some authors criticised the resources and capabilities focus of looking at an organisation over time?

Leonard suggested that one of the reasons why core rigidities are allowed to develop is:

Hauschild et al.found that successful knowledge management practice included:

Hubbard,Rice and Galvin do NOT suggest getting competitor intelligence by:

There is only one sure way to gather competitor intelligence - talking to competitors' customers.

Which of the following is important for organisations to meet environmental sustainability?

The features of 'benchmarking' explained by Hubbard,Rice and Galvin exclude:

Teece argues that dynamic capabilities can be disaggregated into three aspects.Which of the following is NOT included in those aspects?

Hubbard,Rice and Galvin's critique of SWOT analysis:

Hubbard,Rice and Galvin recommend identifying cost drivers by:

Equivalent terms used by others and in practice for the word "capabilities" do not include the current terminology of:

One of the challenges of strategic management is finding agreement in terms of a common terminology of capabilities.

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

Hubbard,Rice and Galvin suggest that the ways in which capability performance may be compared are:

We define 'capabilities' as the ___,___ or ___ which the organisation uses to coordinate its resources for productive use.

Capabilities exist only in the key departments of the organisation.

Hubbard et al.found that winning organisations in Australia were focused on maintaining low staff turnover.

Why is it so difficult to identify strategic capabilities within organisations? What should be used for this search?

The definition of 'strategic capabilities' does NOT require that they:

In terms of social sustainability,increased focus on meeting the social needs of employees will include all of the following except:

One of the limitations of functional analysis is that it follows conventional thinking and is likely to uncover only strategic capabilities.

Why have some authors criticised the resources and capabilities focus of looking at an organisation over time?

Leonard suggested that one of the reasons why core rigidities are allowed to develop is:

Hauschild et al.found that successful knowledge management practice included:

Hubbard,Rice and Galvin do NOT suggest getting competitor intelligence by:

There is only one sure way to gather competitor intelligence - talking to competitors' customers.

Which of the following is important for organisations to meet environmental sustainability?

The features of 'benchmarking' explained by Hubbard,Rice and Galvin exclude:

Teece argues that dynamic capabilities can be disaggregated into three aspects.Which of the following is NOT included in those aspects?

Hubbard,Rice and Galvin's critique of SWOT analysis:

Hubbard,Rice and Galvin recommend identifying cost drivers by:

Equivalent terms used by others and in practice for the word "capabilities" do not include the current terminology of:

One of the challenges of strategic management is finding agreement in terms of a common terminology of capabilities.

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

We define 'capabilities' as the _,_ or ___ which the organisation uses to coordinate its resources for productive use.