Question 1

Firms try to develop resources and capabilities to

Accepted Answer

A) maximize attractiveness to our customers. 
B) create sustainable competitive advantage. 
C) maximize current profit rates. 
D) attract the best employees. 
A) maximize attractiveness to our customers. 
B) create sustainable competitive advantage. 
C) maximize current profit rates. 
D) attract the best employees.

Question 2

Brand values are a

Accepted Answer

A) type of tangible resource. 
B) type of intangible resource. 
C) type of synergistic resource. 
D) type of sustainable resource. 
A) type of tangible resource. 
B) type of intangible resource. 
C) type of synergistic resource. 
D) type of sustainable resource.

Question 3

We need to honestly appraise our resources and capabilities in order to maximize our appeal to customers.

Accepted Answer

A) True 
 B)False

Question 4

Core rigidities provide the spine that helps firms learn new skills faster.

Accepted Answer

A) True 
 B)False

Question 5

Spending money raising market perceptions of Hyundai's brand was

Accepted Answer

A) a worthwhile investment in intangible resources. 
B) a worthwhile investment in human resources. 
C) eventually recognized in the balance sheet. 
D) a waste of money. 
A) a worthwhile investment in intangible resources. 
B) a worthwhile investment in human resources. 
C) eventually recognized in the balance sheet. 
D) a waste of money.

Question 6

Assembling a great set of resources is the key to getting good results.

Accepted Answer

A) True 
 B)False

Question 7

Early experiences for some major oil companies

Accepted Answer

A) dictate their current positions. 
B) mean some of their modern core competences show path dependency. 
C) are irrelevant to current corporate cultures. 
D) are indelibly printed on older staff's minds. 
A) dictate their current positions. 
B) mean some of their modern core competences show path dependency. 
C) are irrelevant to current corporate cultures. 
D) are indelibly printed on older staff's minds.

Question 8

The value to managers of understanding key success factors is

Accepted Answer

A) self-evident. 
B) legitimate because it is accepted by the academic world. 
C) in question because some important academics disagree with it. 
D) generally accepted by the corporate, consulting and academic worlds, but as with most business concepts and models, there are always some detractors. 
A) self-evident. 
B) legitimate because it is accepted by the academic world. 
C) in question because some important academics disagree with it. 
D) generally accepted by the corporate, consulting and academic worlds, but as with most business concepts and models, there are always some detractors.

Question 9

Taking an external focus to identify a firm's key resources and capabilities, we begin with industry

Accepted Answer

A) benchmarks. 
B) trends. 
C) key success factors. 
D) alliances. 
A) benchmarks. 
B) trends. 
C) key success factors. 
D) alliances.

Question 10

Resources and capabilities can generate higher profits

Accepted Answer

A) if competition is fierce. 
B) if the competitive advantage they generate is sustained for some years. 
C) only if governments allow firms to share resources. 
D) only where cartels are effectively allowed. 
A) if competition is fierce. 
B) if the competitive advantage they generate is sustained for some years. 
C) only if governments allow firms to share resources. 
D) only where cartels are effectively allowed.

Question 11

Unsuccessful firms

Accepted Answer

A) don't know their own strengths and weaknesses. 
B) don't know where to invest their efforts and resources in remedying weaknesses. 
C) are arrogant about current capabilities, relying on past glories. 
D) can fall into a, b or c. 
A) don't know their own strengths and weaknesses. 
B) don't know where to invest their efforts and resources in remedying weaknesses. 
C) are arrogant about current capabilities, relying on past glories. 
D) can fall into a, b or c.

Question 12

Internal appraisal of a company's capabilities against the best competitors

Accepted Answer

A) cannot be done; only external appraisal is valid. 
B) can be done using discussion of past successes and failures. 
C) can be done using external benchmarking. 
D) b and c. 
A) cannot be done; only external appraisal is valid. 
B) can be done using discussion of past successes and failures. 
C) can be done using external benchmarking. 
D) b and c.

Question 13

An organizational process is

Accepted Answer

A) what suspects endure in courtrooms. 
B) a long line of people performing one activity. 
C) a sequence of coordinated actions that performs a task. 
D) the chain of command above an employee. 
A) what suspects endure in courtrooms. 
B) a long line of people performing one activity. 
C) a sequence of coordinated actions that performs a task. 
D) the chain of command above an employee.

Question 14

We can define the following general resources for a firm:

Accepted Answer

A) human, intangible and tangible. 
B) tangible, intaglio and humane. 
C) humane, fungible and tangible. 
D) physical, financial, and other current. 
A) human, intangible and tangible. 
B) tangible, intaglio and humane. 
C) humane, fungible and tangible. 
D) physical, financial, and other current.

Question 15

The safest way to value a firm's productive assets for strategic purposes is to use the historic cost book value of its assets.

Accepted Answer

A) True 
 B)False

Question 16

Alliances are a way to develop new capabilities that

Accepted Answer

A) are less permanent than an acquisition/merger. 
B) are cheaper than an acquisition or merger. 
C) will guarantee competitive advantage. 
D) a and b. 
A) are less permanent than an acquisition/merger. 
B) are cheaper than an acquisition or merger. 
C) will guarantee competitive advantage. 
D) a and b.

Question 17

The point of 'resource leveraging' is to

Accepted Answer

A) use all a firm's resources more efficiently. 
B) reduce the money tied up in working capital. 
C) limit the range of new capabilities a firm is trying to develop at one time. 
D) b and c. 
A) use all a firm's resources more efficiently. 
B) reduce the money tied up in working capital. 
C) limit the range of new capabilities a firm is trying to develop at one time. 
D) b and c.

Question 18

To value a firm's tangible resources

Accepted Answer

A) we should take the historic cost book value. 
B) we must update historic cost assets to current cost (modern replacement cost)assets. 
C) we need to know how they could be used optimally. 
D) this is a specialist task for professional accountants. 
A) we should take the historic cost book value. 
B) we must update historic cost assets to current cost (modern replacement cost)assets. 
C) we need to know how they could be used optimally. 
D) this is a specialist task for professional accountants.

Question 19

Because good companies know their own relative strengths and weaknesses, they focus efforts on strengthening the right resources and capabilities.

Accepted Answer

A) True 
 B)False

Question 20

Resources are a firm's productive assets; capabilities are what a firm can do.

Accepted Answer

A) True 
 B)False

Firms try to develop resources and capabilities to

Brand values are a

We need to honestly appraise our resources and capabilities in order to maximize our appeal to customers.

Core rigidities provide the spine that helps firms learn new skills faster.

Spending money raising market perceptions of Hyundai's brand was

Assembling a great set of resources is the key to getting good results.

Early experiences for some major oil companies

The value to managers of understanding key success factors is

Taking an external focus to identify a firm's key resources and capabilities, we begin with industry

Resources and capabilities can generate higher profits

Unsuccessful firms

Internal appraisal of a company's capabilities against the best competitors

An organizational process is

We can define the following general resources for a firm:

The safest way to value a firm's productive assets for strategic purposes is to use the historic cost book value of its assets.

Alliances are a way to develop new capabilities that

The point of 'resource leveraging' is to

To value a firm's tangible resources

Because good companies know their own relative strengths and weaknesses, they focus efforts on strengthening the right resources and capabilities.

Resources are a firm's productive assets; capabilities are what a firm can do.

The Concept of Stategy

Industry Analysis

The Nature and Sources of Competitive

Industry Evolution and Strategic Change

Technology-Based Industries and the Management of Innovation

Corporate Stategy

Realizing Stategy

Global Strategies and the Multinational Corporation

Corporate Responsibility

Filters

Exam 3: Resources and Capabilities

Firms try to develop resources and capabilities to

Brand values are a

We need to honestly appraise our resources and capabilities in order to maximize our appeal to customers.

Core rigidities provide the spine that helps firms learn new skills faster.

Spending money raising market perceptions of Hyundai's brand was

Assembling a great set of resources is the key to getting good results.

Early experiences for some major oil companies

The value to managers of understanding key success factors is

Taking an external focus to identify a firm's key resources and capabilities, we begin with industry

Resources and capabilities can generate higher profits

Unsuccessful firms

Internal appraisal of a company's capabilities against the best competitors

An organizational process is

We can define the following general resources for a firm:

The safest way to value a firm's productive assets for strategic purposes is to use the historic cost book value of its assets.

Alliances are a way to develop new capabilities that

The point of 'resource leveraging' is to

To value a firm's tangible resources

Because good companies know their own relative strengths and weaknesses, they focus efforts on strengthening the right resources and capabilities.

Resources are a firm's productive assets; capabilities are what a firm can do.

The Concept of Stategy

Industry Analysis

The Nature and Sources of Competitive

Industry Evolution and Strategic Change

Technology-Based Industries and the Management of Innovation

Corporate Stategy

Realizing Stategy

Global Strategies and the Multinational Corporation

Corporate Responsibility

Filters