Question 1

A dynamic capability is the

Accepted Answer

A)  ongoing capacity to modify existing resources and capabilities to create new ones. 
B)  improvement evaluation process for eliminating waste in the firm. 
C)  functional and operating resources management process. 
D)  ongoing capability to understand and establish a commitment to resource alignment. 
E)  improvement evaluation process for repurposing waste in the firm. 
A)  ongoing capacity to modify existing resources and capabilities to create new ones. 
B)  improvement evaluation process for eliminating waste in the firm. 
C)  functional and operating resources management process. 
D)  ongoing capability to understand and establish a commitment to resource alignment. 
E)  improvement evaluation process for repurposing waste in the firm.

Question 2

Identifying and assessing a company's resource strengths and weaknesses and its external opportunities and threats is called a

Accepted Answer

A)  SWOT analysis. 
B)  competitive asset/liability analysis. 
C)  competitive positioning analysis. 
D)  strategic resource assessment. 
E)  company resource mapping. 
A)  SWOT analysis. 
B)  competitive asset/liability analysis. 
C)  competitive positioning analysis. 
D)  strategic resource assessment. 
E)  company resource mapping.

Question 3

What two factors inhibit the ability of rivals to imitate a firm's most valuable resources and capabilities?

Accepted Answer

A)  social ambiguity and causal uncertainty 
B)  social simplicity and causal complexity 
C)  collective complexity and causal ambiguity 
D)  social complexity and causal ambiguity 
E)  social simplicity and causal uncertainty 
A)  social ambiguity and causal uncertainty 
B)  social simplicity and causal complexity 
C)  collective complexity and causal ambiguity 
D)  social complexity and causal ambiguity 
E)  social simplicity and causal uncertainty

Question 4

If a company doesn't possess standalone resource strengths capable of contributing to competitive advantage,

Accepted Answer

A)  all potential for competitive advantage is lost. 
B)  it is unlikely to survive in the marketplace and should exit the industry. 
C)  it may have a bundle of resources that can be leveraged to develop a distinctive competence. 
D)  it is virtually blocked from using offensive strategies and must rely on defensive strategies. 
E)  its best strategic option is to revamp its value chain in hopes of creating stronger competitive capabilities. 
A)  all potential for competitive advantage is lost. 
B)  it is unlikely to survive in the marketplace and should exit the industry. 
C)  it may have a bundle of resources that can be leveraged to develop a distinctive competence. 
D)  it is virtually blocked from using offensive strategies and must rely on defensive strategies. 
E)  its best strategic option is to revamp its value chain in hopes of creating stronger competitive capabilities.

Question 5

Which of the following is NOT a good example of a company's resources?

Accepted Answer

A)  more intellectual capital and better e-commerce capabilities than rivals 
B)  fruitful partnerships or alliances with suppliers that reduce costs and/or enhance product quality and performance 
C)  having higher earnings per share and a higher stock price than key rivals 
D)  a well-known brand name and enjoying the confidence of customers 
E)  a lower-cost value chain than rivals 
A)  more intellectual capital and better e-commerce capabilities than rivals 
B)  fruitful partnerships or alliances with suppliers that reduce costs and/or enhance product quality and performance 
C)  having higher earnings per share and a higher stock price than key rivals 
D)  a well-known brand name and enjoying the confidence of customers 
E)  a lower-cost value chain than rivals

Question 6

A company's strategic options for remedying cost disadvantages in internally performed value chain activities do NOT include

Accepted Answer

A)  revamping its value chain to eliminate or bypass some cost-producing activities (particularly low value-added activities). 
B)  implementing the use of best practices, particularly for high-cost activities. 
C)  investing in productivity-enhancing, cost-saving technological improvements. 
D)  switching to activity-based costing. 
E)  outsourcing the performance of high-cost activities to vendors that can perform them more cheaply. 
A)  revamping its value chain to eliminate or bypass some cost-producing activities (particularly low value-added activities). 
B)  implementing the use of best practices, particularly for high-cost activities. 
C)  investing in productivity-enhancing, cost-saving technological improvements. 
D)  switching to activity-based costing. 
E)  outsourcing the performance of high-cost activities to vendors that can perform them more cheaply.

Question 7

Key financial ratios that help to indicate how well a company's strategy is working DO NOT include

Accepted Answer

A)  return on stockholders equity. 
B)  gross profit margin. 
C)  working capital. 
D)  market share. 
E)  long-term debt to equity. 
A)  return on stockholders equity. 
B)  gross profit margin. 
C)  working capital. 
D)  market share. 
E)  long-term debt to equity.

A dynamic capability is the

Identifying and assessing a company's resource strengths and weaknesses and its external opportunities and threats is called a

What two factors inhibit the ability of rivals to imitate a firm's most valuable resources and capabilities?

If a company doesn't possess standalone resource strengths capable of contributing to competitive advantage,

Which of the following is NOT a good example of a company's resources?

A company's strategic options for remedying cost disadvantages in internally performed value chain activities do NOT include

Key financial ratios that help to indicate how well a company's strategy is working DO NOT include

What Is Strategy and Why Is It Important

Leading the Process of Crafting and Executing Strategy

Evaluating a Companys External Environment

The Five Generic Competitive Strategies: Which One to Employ

Supplementing the Chosen Competitive Strategy: Other Important Business Strategy Choices

Strategies for Competing in Foreign Markets

Diversification: Strategies for Managing a Group of Businesses

Ethical Business Strategies, Social Responsibility, and Environmental Sustainabil ITY

Building an Organization Capable of Good Strategy Execution

Managing Internal Operations: Actions That Promote Good Strategy Execution

Corporate Culture and Leadership: Keys to Good Strategy Execution

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Exam 4: Evaluating a Companys Resources and Competitive Position

A dynamic capability is the

Identifying and assessing a company's resource strengths and weaknesses and its external opportunities and threats is called a

What two factors inhibit the ability of rivals to imitate a firm's most valuable resources and capabilities?

If a company doesn't possess standalone resource strengths capable of contributing to competitive advantage,

Which of the following is NOT a good example of a company's resources?

A company's strategic options for remedying cost disadvantages in internally performed value chain activities do NOT include

Key financial ratios that help to indicate how well a company's strategy is working DO NOT include

What Is Strategy and Why Is It Important

Leading the Process of Crafting and Executing Strategy

Evaluating a Companys External Environment

The Five Generic Competitive Strategies: Which One to Employ

Supplementing the Chosen Competitive Strategy: Other Important Business Strategy Choices

Strategies for Competing in Foreign Markets

Diversification: Strategies for Managing a Group of Businesses

Ethical Business Strategies, Social Responsibility, and Environmental Sustainabil ITY

Building an Organization Capable of Good Strategy Execution

Managing Internal Operations: Actions That Promote Good Strategy Execution

Corporate Culture and Leadership: Keys to Good Strategy Execution

Filters