Question 1

Hubbard,Rice and Galvin's critique of SWOT analysis:

Accepted Answer

A)  recommends it as the cornerstone of all strategic analysis 
B)  finds that it is the dominant methodology of strategic analysis in organisations in practice 
C)  encourages having an up-to-date SWOT analysis instead of mentioning capabilities 
D)  finds that the 'strengths' accurately represent 'strategic capabilities' 
A)  recommends it as the cornerstone of all strategic analysis 
B)  finds that it is the dominant methodology of strategic analysis in organisations in practice 
C)  encourages having an up-to-date SWOT analysis instead of mentioning capabilities 
D)  finds that the 'strengths' accurately represent 'strategic capabilities' B

Question 2

The definition of 'strategic capabilities' does NOT require that they:

Accepted Answer

A)  create value for customers 
B)  create value for shareholders 
C)  are better than those of most competitors 
D)  are difficult to imitate or replicate 
A)  create value for customers 
B)  create value for shareholders 
C)  are better than those of most competitors 
D)  are difficult to imitate or replicate B

Question 3

There is only one sure way to gather competitor intelligence-talking to competitors' customers.

Accepted Answer

A) True 
 B)False  False

Question 4

We define 'capabilities' as the ___,___,or ___ which the organisation uses to coordinate its resources for productive use:

Accepted Answer

A)  preparations, systems, organisational routines 
B)  processes, strategies, organisational routines 
C)  processes, systems, organisational routines 
D)  processes, systems, operational repertoires 
A)  preparations, systems, organisational routines 
B)  processes, strategies, organisational routines 
C)  processes, systems, organisational routines 
D)  processes, systems, operational repertoires

Question 5

Hubbard,Rice and Galvin do NOT suggest getting competitor intelligence by:

Accepted Answer

A)  talking to customers and competitors' customers 
B)  visiting competitors' premises and going through their rubbish for confidential documents 
C)  'reverse engineering' a competitor's product or service 
D)  talking to people employed in the industry 
A)  talking to customers and competitors' customers 
B)  visiting competitors' premises and going through their rubbish for confidential documents 
C)  'reverse engineering' a competitor's product or service 
D)  talking to people employed in the industry

Question 6

Which of the following is NOT suggested by Nonaka as a way to turn tacit knowledge into explicit knowledge:

Accepted Answer

A)  articulation 
B)  codification 
C)  sharing 
D)  externalisation 
A)  articulation 
B)  codification 
C)  sharing 
D)  externalisation

Question 7

There are two distinct types of knowledge: explicit and tacit.

Accepted Answer

A) True 
 B)False

Question 8

Explore the links between resources,capabilities and strategic capabilities.

Accepted Answer

Resources are the tangible and intangibl

Question 9

Hubbard and Beamish describe the focus of dynamic capabilities as being:

Accepted Answer

A)  knowledge acquisition, innovation, learning outsourcing, management cognition 
B)  knowledge management, learning and ability to innovate 
C)  knowledge acquisition, innovation, learning by doing, management recognition 
D)  knowledge management, innovation, learning organisation, management by objectives 
A)  knowledge acquisition, innovation, learning outsourcing, management cognition 
B)  knowledge management, learning and ability to innovate 
C)  knowledge acquisition, innovation, learning by doing, management recognition 
D)  knowledge management, innovation, learning organisation, management by objectives

Question 10

Leonard's 'core technical dynamic capability' model does NOT include:

Accepted Answer

A)  external societal systems 
B)  managerial systems 
C)  organisational values and norms 
D)  individual skills and knowledge 
A)  external societal systems 
B)  managerial systems 
C)  organisational values and norms 
D)  individual skills and knowledge

Question 11

Resources are defined as the tangible assets of the organisation.

Accepted Answer

A) True 
 B)False

Question 12

Tests of the resource-based view do NOT include a requirement that a capability is:

Accepted Answer

A)  valuable 
B)  rare 
C)  easy to imitate 
D)  specific to the organisation 
A)  valuable 
B)  rare 
C)  easy to imitate 
D)  specific to the organisation

Question 13

Leonard suggested that one of the reasons why core rigidities are allowed to develop is:

Accepted Answer

A)  attacking core rigidities attacks the future economic viability of the organisation 
B)  organisational routines easily become outmoded 
C)  attacking current strategic capabilities attacks the current power structure 
D)  habits arise from the cultural responsiveness of the workforce 
A)  attacking core rigidities attacks the future economic viability of the organisation 
B)  organisational routines easily become outmoded 
C)  attacking current strategic capabilities attacks the current power structure 
D)  habits arise from the cultural responsiveness of the workforce

Question 14

Strategic capabilities:

Accepted Answer

A)  create competitive advantage 
B)  create sustainable competitive advantage 
C)  are possessed by every firm in the industry 
D)  are easy to imitate or replicate 
A)  create competitive advantage 
B)  create sustainable competitive advantage 
C)  are possessed by every firm in the industry 
D)  are easy to imitate or replicate

Question 15

Non-substitutable and exploitable are two additional elements of the framework for evaluating capabilities.

Accepted Answer

A) True 
 B)False

Question 16

Leonard's findings about the ability to innovate did NOT include:

Accepted Answer

A)  outsourcing problem solving for greater efficiency 
B)  implementing new methodologies 
C)  experimenting and prototyping 
D)  learning from the market 
A)  outsourcing problem solving for greater efficiency 
B)  implementing new methodologies 
C)  experimenting and prototyping 
D)  learning from the market

Question 17

Hubbard,Rice and Galvin suggest three approaches in searching for strategic capabilities:

Accepted Answer

A)  function analysis, resource analysis, process and system analysis 
B)  resource analysis, external analysis, internal analysis 
C)  pattern and process analysis, dysfunction analysis, resource analysis 
D)  implementation analysis, variance analysis, gap analysis 
A)  function analysis, resource analysis, process and system analysis 
B)  resource analysis, external analysis, internal analysis 
C)  pattern and process analysis, dysfunction analysis, resource analysis 
D)  implementation analysis, variance analysis, gap analysis

Question 18

Hubbard,Rice and Galvin suggest that the ways in which capability performance may be compared are:

Accepted Answer

A) external peer review, intra-industry comparisons, benchmarking, cost driver analysis 
B) internal self-perception, intra-industry comparisons, benchmarking, cost driver analysis, competitive intelligence 
C) internal self-perception, inter-industry comparisons, benchmarking, competitive analysis 
D) external peer review, intra-industry comparisons, benchmarking, cost driver analysis. 
A) external peer review, intra-industry comparisons, benchmarking, cost driver analysis 
B) internal self-perception, intra-industry comparisons, benchmarking, cost driver analysis, competitive intelligence 
C) internal self-perception, inter-industry comparisons, benchmarking, competitive analysis 
D) external peer review, intra-industry comparisons, benchmarking, cost driver analysis.

Question 19

Compare and contrast the assumptions of conventional economics with those of the 'resource-based view' of competition.Can they be reconciled or are they contradictory?

Accepted Answer

Conventional economics assumes the perfe

Question 20

One of the limitations of functional analysis is that it follows conventional thinking and is likely to uncover only strategic capabilities.

Accepted Answer

A) True 
 B)False

Hubbard,Rice and Galvin's critique of SWOT analysis:

The definition of 'strategic capabilities' does NOT require that they:

There is only one sure way to gather competitor intelligence-talking to competitors' customers.

We define 'capabilities' as the _,_,or ___ which the organisation uses to coordinate its resources for productive use:

Hubbard,Rice and Galvin do NOT suggest getting competitor intelligence by:

Which of the following is NOT suggested by Nonaka as a way to turn tacit knowledge into explicit knowledge:

There are two distinct types of knowledge: explicit and tacit.

Explore the links between resources,capabilities and strategic capabilities.

Hubbard and Beamish describe the focus of dynamic capabilities as being:

Leonard's 'core technical dynamic capability' model does NOT include:

Resources are defined as the tangible assets of the organisation.

Tests of the resource-based view do NOT include a requirement that a capability is:

Leonard suggested that one of the reasons why core rigidities are allowed to develop is:

Strategic capabilities:

Non-substitutable and exploitable are two additional elements of the framework for evaluating capabilities.

Leonard's findings about the ability to innovate did NOT include:

Hubbard,Rice and Galvin suggest three approaches in searching for strategic capabilities:

Hubbard,Rice and Galvin suggest that the ways in which capability performance may be compared are:

Compare and contrast the assumptions of conventional economics with those of the 'resource-based view' of competition.Can they be reconciled or are they contradictory?

One of the limitations of functional analysis is that it follows conventional thinking and is likely to uncover only strategic capabilities.

What is ‘strategy’?

Analysing business strategy: creating value

Analysing the external environment

Measuring strategic organisation performance

Gap analysis and business-level strategic options

Strategic decision making

Dynamic competitive strategy

Corporate/multi-business strategy

Acquisitions and alliances

International strategy

Capabilities,systems and structure

Leadership,people and culture

Change management

Filters

Exam 4: Analysing the organisation’s resources and capabilities

Hubbard,Rice and Galvin's critique of SWOT analysis:

The definition of 'strategic capabilities' does NOT require that they:

There is only one sure way to gather competitor intelligence-talking to competitors' customers.

We define 'capabilities' as the ___,___,or ___ which the organisation uses to coordinate its resources for productive use:

Hubbard,Rice and Galvin do NOT suggest getting competitor intelligence by:

Which of the following is NOT suggested by Nonaka as a way to turn tacit knowledge into explicit knowledge:

There are two distinct types of knowledge: explicit and tacit.

Explore the links between resources,capabilities and strategic capabilities.

Hubbard and Beamish describe the focus of dynamic capabilities as being:

Leonard's 'core technical dynamic capability' model does NOT include:

Resources are defined as the tangible assets of the organisation.

Tests of the resource-based view do NOT include a requirement that a capability is:

Leonard suggested that one of the reasons why core rigidities are allowed to develop is:

Strategic capabilities:

Non-substitutable and exploitable are two additional elements of the framework for evaluating capabilities.

Leonard's findings about the ability to innovate did NOT include:

Hubbard,Rice and Galvin suggest three approaches in searching for strategic capabilities:

Hubbard,Rice and Galvin suggest that the ways in which capability performance may be compared are:

Compare and contrast the assumptions of conventional economics with those of the 'resource-based view' of competition.Can they be reconciled or are they contradictory?

One of the limitations of functional analysis is that it follows conventional thinking and is likely to uncover only strategic capabilities.

What is ‘strategy’?

Analysing business strategy: creating value

Analysing the external environment

Measuring strategic organisation performance

Gap analysis and business-level strategic options

Strategic decision making

Dynamic competitive strategy

Corporate/multi-business strategy

Acquisitions and alliances

International strategy

Capabilities,systems and structure

Leadership,people and culture

Change management

Filters

We define 'capabilities' as the _,_,or ___ which the organisation uses to coordinate its resources for productive use: