Question 1

Hauschild et al.found that successful knowledge management practice included:

Accepted Answer

A)  rewarding employees for creating a store of private knowledge 
B)  setting easily achievable goals to encourage incremental improvement 
C)  tying incentives to goals that could only be achieved through intense personal effort 
D)  updating databases regularly 
A)  rewarding employees for creating a store of private knowledge 
B)  setting easily achievable goals to encourage incremental improvement 
C)  tying incentives to goals that could only be achieved through intense personal effort 
D)  updating databases regularly

Question 2

Hubbard et al.found that winning organisations in Australia were focused on maintaining low staff turnover.

Accepted Answer

A) True 
 B)False

Question 3

The features of 'benchmarking' explained by Hubbard,Rice and Galvin exclude:

Accepted Answer

A)  comparing organisational performance against other organisations 
B)  comparing against the 'best in class' performer 
C)  ease in identifying the world best practice organisation 
D)  comparing the performance of one or more specific activities 
A)  comparing organisational performance against other organisations 
B)  comparing against the 'best in class' performer 
C)  ease in identifying the world best practice organisation 
D)  comparing the performance of one or more specific activities

Question 4

Dynamic capabilities include easy-to-replicate enterprise capabilities required to adapt to changing customer and technological opportunities.

Accepted Answer

A) True 
 B)False

Question 5

Senge coined the term 'learning organisation' to reflect:

Accepted Answer

A)  on how decisions can lead to actions and new learning follows 
B)  the strategic value of seeing underlying learning as a core competence 
C)  on how learning leads to knowledge and prevents repeating future mistakes 
D)  the importance of learning ability in organisational adaptability and ongoing success 
A)  on how decisions can lead to actions and new learning follows 
B)  the strategic value of seeing underlying learning as a core competence 
C)  on how learning leads to knowledge and prevents repeating future mistakes 
D)  the importance of learning ability in organisational adaptability and ongoing success

Question 6

Assess the relevance of SWOT analysis from the 'resource-based view' of organisations.

Accepted Answer

In order to achieve sustainable competit

Question 7

Which of the following is important for organisations to meet environmental sustainability?

Accepted Answer

A)  identifying surface capabilities and measuring performance against others 
B)  developing 'green' capabilities 
C)  forcing knowledge dissemination and cultural conformity on all employees 
D)  establishing a community of practice network and a knowledge reward system 
A)  identifying surface capabilities and measuring performance against others 
B)  developing 'green' capabilities 
C)  forcing knowledge dissemination and cultural conformity on all employees 
D)  establishing a community of practice network and a knowledge reward system

Question 8

Teece argues that dynamic capabilities can be disaggregated into three aspects.Which of the following is NOT included in those aspects?

Accepted Answer

A)  sensing and shaping opportunities and threats 
B)  seizing opportunities 
C)  sharing resources 
D)  maintaining and reconfiguring resources and capabilities 
A)  sensing and shaping opportunities and threats 
B)  seizing opportunities 
C)  sharing resources 
D)  maintaining and reconfiguring resources and capabilities

Question 9

Capabilities exist only in the key departments of the organisation.

Accepted Answer

A) True 
 B)False

Question 10

Knowledge management,learning and the ability to innovate are the three key areas of achieving dynamic capabilities.

Accepted Answer

A) True 
 B)False

Question 11

According to the resource-based view,a necessary condition for competitive advantage is that:

Accepted Answer

A)  resources are heterogeneous and immobile between organisations 
B)  all resources are unique 
C)  all resources can be imitated 
D)  all resources are interchangeable 
A)  resources are heterogeneous and immobile between organisations 
B)  all resources are unique 
C)  all resources can be imitated 
D)  all resources are interchangeable

Question 12

Hubbard,Rice and Galvin recommend identifying cost drivers by:

Accepted Answer

A)  looking at the cost structure by broad category of expense 
B)  looking at the useful information provided by functional costing 
C)  establishing a value chain or set of activities that the organisation performs 
D)  none of the above 
A)  looking at the cost structure by broad category of expense 
B)  looking at the useful information provided by functional costing 
C)  establishing a value chain or set of activities that the organisation performs 
D)  none of the above

Question 13

One of the challenges of strategic management is finding agreement in terms of a common terminology of capabilities.

Accepted Answer

A) True 
 B)False

Hauschild et al.found that successful knowledge management practice included:

Hubbard et al.found that winning organisations in Australia were focused on maintaining low staff turnover.

The features of 'benchmarking' explained by Hubbard,Rice and Galvin exclude:

Dynamic capabilities include easy-to-replicate enterprise capabilities required to adapt to changing customer and technological opportunities.

Senge coined the term 'learning organisation' to reflect:

Assess the relevance of SWOT analysis from the 'resource-based view' of organisations.

Which of the following is important for organisations to meet environmental sustainability?

Teece argues that dynamic capabilities can be disaggregated into three aspects.Which of the following is NOT included in those aspects?

Capabilities exist only in the key departments of the organisation.

Knowledge management,learning and the ability to innovate are the three key areas of achieving dynamic capabilities.

According to the resource-based view,a necessary condition for competitive advantage is that:

Hubbard,Rice and Galvin recommend identifying cost drivers by:

One of the challenges of strategic management is finding agreement in terms of a common terminology of 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

Hauschild et al.found that successful knowledge management practice included:

Hubbard et al.found that winning organisations in Australia were focused on maintaining low staff turnover.

The features of 'benchmarking' explained by Hubbard,Rice and Galvin exclude:

Dynamic capabilities include easy-to-replicate enterprise capabilities required to adapt to changing customer and technological opportunities.

Senge coined the term 'learning organisation' to reflect:

Assess the relevance of SWOT analysis from the 'resource-based view' of organisations.

Which of the following is important for organisations to meet environmental sustainability?

Teece argues that dynamic capabilities can be disaggregated into three aspects.Which of the following is NOT included in those aspects?

Capabilities exist only in the key departments of the organisation.

Knowledge management,learning and the ability to innovate are the three key areas of achieving dynamic capabilities.

According to the resource-based view,a necessary condition for competitive advantage is that:

Hubbard,Rice and Galvin recommend identifying cost drivers by:

One of the challenges of strategic management is finding agreement in terms of a common terminology of 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