Exam 3: Assessing the Internal Environment of the Firm

Making comparisons between a firm and its most direct rivals is useful because firms within the same strategic industry group have _______ strategies.

(Multiple Choice)

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Question 141

Intangible resources are typically embedded in ________ routines and practices that have evolved and accumulated over time.

(Multiple Choice)

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Question 142

In terms of value chain analysis,a telephone operating company would find that negotiating and maintaining ongoing relations with regulatory bodies are important activities for achieving

(Multiple Choice)

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Question 143

The static nature of the SWOT assessment is a positive advantage for it as an evaluation framework.

(True/False)

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Question 144

Harley-Davidson sells accessories,clothing,toys and motorcycles.They have a brand image in common which is a tangible resource.

(True/False)

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Question 145

When evaluating the financial performance of a firm,it is important to compare the results with industry norms.

(True/False)

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Question 146

The corporate culture at Southwest airlines is an example of causal ambiguity.

(True/False)

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Question 147

Toyota,the giant automaker,paid a heavy price for its ___________ emphasis on cost control.The resulting problems with quality and the negative publicity led to severe financial losses and an erosion of its reputation in many markets.

(Multiple Choice)

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Question 148

At times,the difference between manufacturing and service is in providing a customized solution rather than mass production,as is common in manufacturing.

(True/False)

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Question 149

The ability to hire,motivate,and retain human capital is an example of ________ capabilities in the resource-based view of the firm.

(Multiple Choice)

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Question 150

Intangible resources of a firm refer to its capacity to deploy tangible resources over time and leverage those resources effectively.

(True/False)

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Question 151

Leverage ratios provide measures of the capacity of a firm to meet its long-term financial obligations.

(True/False)

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Question 152

An important implication of the balanced scorecard is that managers need not look at their job as primarily balancing stakeholder demands.

(True/False)

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Question 153

Which of the following is a limitation of SWOT (Strengths,Weaknesses,Opportunities,and Threats)analysis?

(Multiple Choice)

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Question 154

A resource is valuable and rare but neither difficult to imitate nor without substitutes.This should enable the firm to attain

(Multiple Choice)

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Question 155

Focusing too narrowly on current customers,technologies and competitors can lead a company to overlook periphery industry boundaries and a new set of competitive relationships.

(True/False)

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Question 156

The balanced scorecard enables managers to evaluate their business from only two perspectives: customer and financial.

(True/False)

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Question 157

Which of the following is a support activity?

(Multiple Choice)

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Question 158

A SWOT analysis alone __________ helps a firm develop competitive advantages that it can sustain over time.

(Multiple Choice)

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Question 159

In a retail service industry,which of the following is not a primary value-chain activity?

(Multiple Choice)

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Question 160

Showing 141 - 160 of 174

Making comparisons between a firm and its most direct rivals is useful because firms within the same strategic industry group have _______ strategies.

Intangible resources are typically embedded in ________ routines and practices that have evolved and accumulated over time.

In terms of value chain analysis,a telephone operating company would find that negotiating and maintaining ongoing relations with regulatory bodies are important activities for achieving

The static nature of the SWOT assessment is a positive advantage for it as an evaluation framework.

Harley-Davidson sells accessories,clothing,toys and motorcycles.They have a brand image in common which is a tangible resource.

When evaluating the financial performance of a firm,it is important to compare the results with industry norms.

The corporate culture at Southwest airlines is an example of causal ambiguity.

Toyota,the giant automaker,paid a heavy price for its ___________ emphasis on cost control.The resulting problems with quality and the negative publicity led to severe financial losses and an erosion of its reputation in many markets.

At times,the difference between manufacturing and service is in providing a customized solution rather than mass production,as is common in manufacturing.

The ability to hire,motivate,and retain human capital is an example of ________ capabilities in the resource-based view of the firm.

Intangible resources of a firm refer to its capacity to deploy tangible resources over time and leverage those resources effectively.

Leverage ratios provide measures of the capacity of a firm to meet its long-term financial obligations.

An important implication of the balanced scorecard is that managers need not look at their job as primarily balancing stakeholder demands.

Which of the following is a limitation of SWOT (Strengths,Weaknesses,Opportunities,and Threats)analysis?

A resource is valuable and rare but neither difficult to imitate nor without substitutes.This should enable the firm to attain

Focusing too narrowly on current customers,technologies and competitors can lead a company to overlook periphery industry boundaries and a new set of competitive relationships.

The balanced scorecard enables managers to evaluate their business from only two perspectives: customer and financial.

Which of the following is a support activity?

A SWOT analysis alone __________ helps a firm develop competitive advantages that it can sustain over time.

In a retail service industry,which of the following is not a primary value-chain activity?

Strategic Management: Creating Competitive Advantages

Analyzing the External Environment of the Firm: Creating Competitive Advantages

Recognizing a Firms Intellectual Assets: Moving Beyond a Firms Tangible Resources

Business-Level Strategy: Creating and Sustaining Competitive Advantages

Corporate-Level Strategy: Creating Value Through Diversification

International Strategy: Creating Value in Global Markets

Entrepreneurial Strategy and Competitive Dynamics

Strategic Control and Corporate Governance

Creating Effective Organizational Designs

Strategic Leadership: Creating a Learning Organization and an Ethical Organization

Managing Innovation and Fostering Corporate Entrepreneurship

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