A) A process to ensure that a firm is as similar to competitors as possible B) An HR manager's tool to set and justify the firm's salary scheme versus the industry norm C) A way to compare a firm's resources and capabilities against those of competitors D) All of the above A) A process to ensure that a firm is as similar to competitors as possible B) An HR manager's tool to set and justify the firm's salary scheme versus the industry norm C) A way to compare a firm's resources and capabilities against those of competitors D) All of the above

Exam 5: Analyzing Resources and Capabilities

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The notion that organizational capabilities form a "hierarchy of integration" in which specialized capabilities are combined to form more general capabilities is only relevant to mature,stable industries.

(True/False)

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Question 41

The main implication of the resource-based view of firm is:

(Multiple Choice)

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Question 42

One indicator of the growing importance of intangible resources is the widening difference between firms' market capitalization and the balance sheet value of their assets.

(True/False)

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Question 43

A well-established brand can be a source of sustainable competitive advantage because:

(Multiple Choice)

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Question 44

The more a capability is based on complex networks of interacting organizational routines,the more strategically important it is because it is difficult for rivals to replicate.

(True/False)

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Question 45

"Benchmarking" is:

(Multiple Choice)

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Question 46

Prahalad and Hamel's "core competences" tend to be broad-based organizational capabilities that:

(Multiple Choice)

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Question 47

The framework of resource and capability analysis does not generate strategy options for a firm,it is a tool for helping the firm to identify its potential for competitive advantage.

(True/False)

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Question 48

The failure of Eastman Kodak points to the difficulties that companies face in acquiring the resources and capabilities needed to adapt to a radical technological change that transforms their core business.

(True/False)

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Question 49

A bank is establishing a fixed income trading department.It is considering whether to hire a team of star traders or to invest a similar sum of money in developing a proprietary,automated trading system.The most valid reason for investing in the automated trading system in preference to hiring star traders is:

(Multiple Choice)

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Question 50

The main strategic lesson to be drawn from the Biblical story of David and Goliath is:

(Multiple Choice)

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Question 51

Showing 41 - 51 of 51

The notion that organizational capabilities form a "hierarchy of integration" in which specialized capabilities are combined to form more general capabilities is only relevant to mature,stable industries.

The main implication of the resource-based view of firm is:

One indicator of the growing importance of intangible resources is the widening difference between firms' market capitalization and the balance sheet value of their assets.

A well-established brand can be a source of sustainable competitive advantage because:

The more a capability is based on complex networks of interacting organizational routines,the more strategically important it is because it is difficult for rivals to replicate.

"Benchmarking" is:

Prahalad and Hamel's "core competences" tend to be broad-based organizational capabilities that:

The framework of resource and capability analysis does not generate strategy options for a firm,it is a tool for helping the firm to identify its potential for competitive advantage.

The failure of Eastman Kodak points to the difficulties that companies face in acquiring the resources and capabilities needed to adapt to a radical technological change that transforms their core business.

The main strategic lesson to be drawn from the Biblical story of David and Goliath is:

The Concept of Strategy

Goals, Values, and Performance

Industry Analysis: the Fundamentals

Further Topics in Industry and Competitive Analysis

A : The Sources and Dimensions of Competitive Advantage

B :The Sources and Dimensions of Competitive Advantage

Industry Evolution and Strategic Change

Technology-Based Industries and the Management of Innovation

Vertical Integration and the Scope of the Firm

Global Strategy and the Multinational Corporation

Diversification Strategy

Implementing Corporate Strategy: Managing the Multibusiness Firm

External Growth Strategies: Mergers, Acquisitions, and Alliances

Current Trends in Strategic Management

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