Question 1

Within a strategic game,the choice of how to define 'scope' can have the effect that:

Accepted Answer

A) areas where organisations compete directly can be used to subsidise areas where they do not compete directly 
B) games are linked 
C) games are independent 
D) games are mutually exclusive 
A) areas where organisations compete directly can be used to subsidise areas where they do not compete directly 
B) games are linked 
C) games are independent 
D) games are mutually exclusive

Question 2

Nalebuff and Brandenburger constructed a 'value net' comprising:

Accepted Answer

A) the competition,complementors,customers,creators,coordinators 
B) collaborators,the opposition,flatterers,hostiles,supplementers 
C) suppliers,the shareholders,employees,competitors,customers 
D) complementors,customers,suppliers,competitors,the organisation 
A) the competition,complementors,customers,creators,coordinators 
B) collaborators,the opposition,flatterers,hostiles,supplementers 
C) suppliers,the shareholders,employees,competitors,customers 
D) complementors,customers,suppliers,competitors,the organisation

Question 3

Consider the relevance of game theory in understanding business strategy.

Accepted Answer

Game theory analyses the nature of compe

Question 4

Major oil producers' attempts to expand their oil production and renewable energy sources are an example of their:

Accepted Answer

A) simultaneous and sequential strategic moves 
B) simultaneous strategic moves 
C) sequential strategic moves 
D) none of the above 
A) simultaneous and sequential strategic moves 
B) simultaneous strategic moves 
C) sequential strategic moves 
D) none of the above

Question 5

While many strategies can be successful in emerging and growing industries,there are few approaches that can be successful in declining industries.

Accepted Answer

A) True 
 B)False

Question 6

Innovative organisations accept,understand and preserve the rules of the game.

Accepted Answer

A) True 
 B)False

Question 7

In D'Aveni's model of stronghold competition,entry barriers can be built by:

Accepted Answer

A) customer restraint and local rules 
B) customer loyalty and familiarity 
C) customer protection and local rules 
D) customer power and increased advertising 
A) customer restraint and local rules 
B) customer loyalty and familiarity 
C) customer protection and local rules 
D) customer power and increased advertising

Question 8

D'Aveni has argued that the situation of hypercompetition is best addressed through short-term and temporary advantage.

Accepted Answer

A) True 
 B)False

Question 9

The three additional principles of game theory include:

Accepted Answer

A) if the organisation has a dominant strategy,it should use it 
B) managers must act positively for enhanced cooperation 
C) seeking solutions in stability 
D) all of the above 
A) if the organisation has a dominant strategy,it should use it 
B) managers must act positively for enhanced cooperation 
C) seeking solutions in stability 
D) all of the above

Question 10

D'Aveni identified four 'competitive areas':

Accepted Answer

A) cost advantage,deep holds,strong pockets,timing-know-how 
B) side pockets,strangleholds,knowledge-timing,total quality management 
C) timing-know-how,cost-quality,deep pockets,strongholds 
D) strongholds,cost-benefit,timing-anyhow,long pockets 
A) cost advantage,deep holds,strong pockets,timing-know-how 
B) side pockets,strangleholds,knowledge-timing,total quality management 
C) timing-know-how,cost-quality,deep pockets,strongholds 
D) strongholds,cost-benefit,timing-anyhow,long pockets

Question 11

Innovative organisations do not accept the 'rules of the game',but seek to change them for their own benefits.In particular,one of the major 'rules' is:

Accepted Answer

A) the determination of industry standards 
B) the determination of market competition 
C) the determination of organisational culture 
D) the determination of national economic goals 
A) the determination of industry standards 
B) the determination of market competition 
C) the determination of organisational culture 
D) the determination of national economic goals

Question 12

One of D'Aveni's suggested ways for successful competition under hypercompetitive scenarios includes:

Accepted Answer

A) providing higher shareholder value 
B) pausing for effect before implementation 
C) surprising competitors with strategic moves 
D) consolidation of rules 
A) providing higher shareholder value 
B) pausing for effect before implementation 
C) surprising competitors with strategic moves 
D) consolidation of rules

Question 13

In D'Aveni's model of cost-quality competition implies:

Accepted Answer

A) an initial price war leads directly to segment producers 
B) new levels of value result directly from differentiation on quality 
C) segment competition leads directly to a fresh price war 
D) emergence of full-line producers covering all segments 
A) an initial price war leads directly to segment producers 
B) new levels of value result directly from differentiation on quality 
C) segment competition leads directly to a fresh price war 
D) emergence of full-line producers covering all segments

Question 14

D'Aveni's model of deep pockets competition implies that:

Accepted Answer

A) deep pockets are matched with increased advertising 
B) deep pockets of resistance to change develop rapidly 
C) deep pockets of industry absorption develop slowly 
D) deep pockets lead to larger organisations initiating price wars 
A) deep pockets are matched with increased advertising 
B) deep pockets of resistance to change develop rapidly 
C) deep pockets of industry absorption develop slowly 
D) deep pockets lead to larger organisations initiating price wars

Question 15

Within a strategic game,players indicate their perceptions of the competitive situation by:

Accepted Answer

A) a series of bluffs 
B) signalling 
C) a competitive fog 
D) surrendering 
A) a series of bluffs 
B) signalling 
C) a competitive fog 
D) surrendering

Question 16

Describe the PARTS model set forth by Nalebuff and Brandenburger.

Accepted Answer

Nalebuff and Brandenburger developed the

Question 17

Signalling is a major way of indicating organisational perceptions of the competitive situation.

Accepted Answer

A) True 
 B)False

Question 18

Which of the following is not one of the three principles that could be combined by an organisation to predict an 'end game' outcome for an industry or situation whereby an organization can reverse engineer the behavior required to achieve the best outcome for itself,based on the expected end game?

Accepted Answer

A) Consider the expected reactions of competitors to any move that is made by the organisation and reason backwards. 
B)  Know the competitor organizations as well as your own. 
C)  Differentiate between one-period games and repeated-interaction games. 
D) Consider penalties placed on other organizations and implement a traditional strategic approach to counteract these types of interactions. 
A) Consider the expected reactions of competitors to any move that is made by the organisation and reason backwards. 
B)  Know the competitor organizations as well as your own. 
C)  Differentiate between one-period games and repeated-interaction games. 
D) Consider penalties placed on other organizations and implement a traditional strategic approach to counteract these types of interactions.

Question 19

A key issue in the 'value net' concept of 'value adding' is:

Accepted Answer

A) how to maximise value to counterparties without threatening retaliatory action by competitors 
B) how to enhance value to suppliers without threatening retaliatory action by competitors 
C) how to add value to customers without threatening retaliatory action by competitors 
D) how to augment value to stakeholders without threatening retaliatory action by competitors 
A) how to maximise value to counterparties without threatening retaliatory action by competitors 
B) how to enhance value to suppliers without threatening retaliatory action by competitors 
C) how to add value to customers without threatening retaliatory action by competitors 
D) how to augment value to stakeholders without threatening retaliatory action by competitors

Within a strategic game,the choice of how to define 'scope' can have the effect that:

Nalebuff and Brandenburger constructed a 'value net' comprising:

Consider the relevance of game theory in understanding business strategy.

Major oil producers' attempts to expand their oil production and renewable energy sources are an example of their:

While many strategies can be successful in emerging and growing industries,there are few approaches that can be successful in declining industries.

Innovative organisations accept,understand and preserve the rules of the game.

In D'Aveni's model of stronghold competition,entry barriers can be built by:

D'Aveni has argued that the situation of hypercompetition is best addressed through short-term and temporary advantage.

The three additional principles of game theory include:

D'Aveni identified four 'competitive areas':

Innovative organisations do not accept the 'rules of the game',but seek to change them for their own benefits.In particular,one of the major 'rules' is:

One of D'Aveni's suggested ways for successful competition under hypercompetitive scenarios includes:

In D'Aveni's model of cost-quality competition implies:

D'Aveni's model of deep pockets competition implies that:

Within a strategic game,players indicate their perceptions of the competitive situation by:

Describe the PARTS model set forth by Nalebuff and Brandenburger.

Signalling is a major way of indicating organisational perceptions of the competitive situation.

Which of the following is not one of the three principles that could be combined by an organisation to predict an 'end game' outcome for an industry or situation whereby an organization can reverse engineer the behavior required to achieve the best outcome for itself,based on the expected end game?

A key issue in the 'value net' concept of 'value adding' is:

What Is Strategy

Analysing Business Strategy: Creating Value

Analysing the External Environment

Analysing the External Environment

Measuring Strategic Organisation Performance

GAP Analysis and Business-Level Strategic Options

Strategic Decision-Making

Corporatemulti-Business Strategy

Acquisitions and Alliances

International Strategy

Capabilities, Systems and Structure

Leadership, People and Culture

Change Management

Filters

Exam 8: Dynamic Competitive Strategy

Within a strategic game,the choice of how to define 'scope' can have the effect that:

Nalebuff and Brandenburger constructed a 'value net' comprising:

Consider the relevance of game theory in understanding business strategy.

Major oil producers' attempts to expand their oil production and renewable energy sources are an example of their:

While many strategies can be successful in emerging and growing industries,there are few approaches that can be successful in declining industries.

Innovative organisations accept,understand and preserve the rules of the game.

In D'Aveni's model of stronghold competition,entry barriers can be built by:

D'Aveni has argued that the situation of hypercompetition is best addressed through short-term and temporary advantage.

The three additional principles of game theory include:

D'Aveni identified four 'competitive areas':

Innovative organisations do not accept the 'rules of the game',but seek to change them for their own benefits.In particular,one of the major 'rules' is:

One of D'Aveni's suggested ways for successful competition under hypercompetitive scenarios includes:

In D'Aveni's model of cost-quality competition implies:

D'Aveni's model of deep pockets competition implies that:

Within a strategic game,players indicate their perceptions of the competitive situation by:

Describe the PARTS model set forth by Nalebuff and Brandenburger.

Signalling is a major way of indicating organisational perceptions of the competitive situation.

Which of the following is not one of the three principles that could be combined by an organisation to predict an 'end game' outcome for an industry or situation whereby an organization can reverse engineer the behavior required to achieve the best outcome for itself,based on the expected end game?

A key issue in the 'value net' concept of 'value adding' is:

What Is Strategy

Analysing Business Strategy: Creating Value

Analysing the External Environment

Analysing the External Environment

Measuring Strategic Organisation Performance

GAP Analysis and Business-Level Strategic Options

Strategic Decision-Making

Corporatemulti-Business Strategy

Acquisitions and Alliances

International Strategy

Capabilities, Systems and Structure

Leadership, People and Culture

Change Management

Filters