Exam 3: Leveraging Resources and Capabilities

What is the relationship of benchmarking to the Value Chain? Any cautions in benchmarking?

International outsourcing involves: a. Offshoring. b. Inshoring. c. A and B above. d. Captive sourcing. e. None of the above.

Critics suggest that the resource-based view should eliminate dynamic capabilities. a. True

Ways to imitate include: a. Direct duplication. b. Substitution. c. A and B above. d. Innovation. e. None of the above.

A SWOT analysis engages managers to ascertain a firm's strengths and weaknesses on an activity-by-activity basis.

Many multinationals consist of many people scattered in many different countries. As a result, their invisible relationships do not add value.

On any given activity, one of the four choices for managers in terms of modes and locations includes inshoring.

In SWOT analysis, the resource view focuses on OT: Opportunities and Threats.

The VRIO framework does not include capabilities and resources that are: a. Valuable. b. Rare. c. Imitable. d. Organizationally embedded. e. All of the above.

It is easier to imitate intangible resources/capabilities than tangible ones.

Examining whether a firm has resources and capabilities to perform a particular activity in a manner superior to competitors is known as _________ in SWOT analysis. a. Parity b. Competition c. Benchmarking d. Deskmarking e. Standardization

Recent research suggests that capabilities in very dynamic high-velocity industries such as IT) involve all of the following except: a. Simple not complicated). b. Experiential not analytic). c. Iterative not linear processes). d. Involve "learning by doing." e. "Learning before doing."

As you read through the text, you may be looking for secrets of success in doing business globally. This chapter gives IBM as an example of a firm that has been very successful. What did it say about the problem of identifying the reason for IBM's success? If the reason for success cannot be determined, should we abandon any attempt to develop a rational strategy and simply depend on luck?

Critics of outsourcing agree that MNEs and their outsourcing can be praised for which of the following? a. Not exploiting cheap labor. b. Not treating people as "tradable commodities" that can be jettisoned. c. Not destroying jobs destroying jobs at home. d. Protecting customer privacy. e. None of the above.

How is it possible for a strength to become a weakness? How does IBM illustrate that possibility?

In the Opening case, which of the following attributes describe IBM? a. Innovative culture b. Commitment to customer relationships c. Willingness to change d. Strong leadership team e. All of the above.

A firm's__________ are its tangible and intangible assets a firm uses to choose and implement its strategies. a. Resources b. Dynamic capabilities c. Core competencies d. Net worth e. None of the above

Which of the following is better performed in-house instead of being outsourced? a. An activity with a high degree of industry commonality. b. A high degree of commoditization. c. An industry-specific and firm-specific proprietary) activity. d. All of the above. e. None of the above.

Intangible resources and capabilities are assets that are more easily quantified.

Resource-based theorists readily admit that "the source of sustainable competitive advantage is likely to be found in different places at different points in time in different industries."