Question 1

Innovative organisations do not accept the 'rules of the game',but seek to change them for their own benefits. In particular,one of the major 'rules' is:

Accepted Answer

A)  the determination of industry standards 
B)  the determination of market competition 
C)  the determination of organisational culture 
D)  the determination of national economic goals 
A)  the determination of industry standards 
B)  the determination of market competition 
C)  the determination of organisational culture 
D)  the determination of national economic goals

Question 2

D'Aveni has argued that the situation of hypercompetition is best addressed through short-term and temporary advantage.

Accepted Answer

A) True 
 B)False

Question 3

Tactics are best designed to have their own effect rather than affecting the perceptions.

Accepted Answer

A) True 
 B)False

Question 4

One of D'Aveni's suggested ways for successful competition under hypercompetitive scenarios includes:

Accepted Answer

A)  providing higher shareholder value 
B)  pausing for effect before implementation 
C)  surprising competitors with strategic moves 
D)  consolidation of rules 
A)  providing higher shareholder value 
B)  pausing for effect before implementation 
C)  surprising competitors with strategic moves 
D)  consolidation of rules

Question 5

A key issue in the 'value net' concept of 'value adding' is:

Accepted Answer

A)  how to maximise value to counterparties without threatening retaliatory action by competitors 
B)  how to enhance value to suppliers without threatening retaliatory action by competitors 
C)  how to add value to customers without threatening retaliatory action by competitors 
D)  how to augment value to stakeholders without threatening retaliatory action by competitors 
A)  how to maximise value to counterparties without threatening retaliatory action by competitors 
B)  how to enhance value to suppliers without threatening retaliatory action by competitors 
C)  how to add value to customers without threatening retaliatory action by competitors 
D)  how to augment value to stakeholders without threatening retaliatory action by competitors

Question 6

One of the principles of game theory is that all managers must think similarly if cooperation is to be promoted.

Accepted Answer

A) True 
 B)False

Question 7

Signalling is a major way of indicating organisational perceptions of the competitive situation.

Accepted Answer

A) True 
 B)False

Question 8

In D'Aveni's model of cost-quality competition implies:

Accepted Answer

A)  an initial price war leads directly to segment producers 
B)  new levels of value result directly from differentiation on quality 
C)  segment competition leads directly to a fresh price war 
D)  emergence of full-line producers covering all segments 
A)  an initial price war leads directly to segment producers 
B)  new levels of value result directly from differentiation on quality 
C)  segment competition leads directly to a fresh price war 
D)  emergence of full-line producers covering all segments

Question 9

Within a strategic game,the choice of how to define 'scope' can have the effect that:

Accepted Answer

A)  areas where organisations compete directly can be used to subsidise areas where they do not compete directly 
B)  games are linked 
C)  games are independent 
D)  games are mutually exclusive 
A)  areas where organisations compete directly can be used to subsidise areas where they do not compete directly 
B)  games are linked 
C)  games are independent 
D)  games are mutually exclusive

Question 10

Hubbard,Rice and Galvin suggest that in respect of green sustainability issues,many organisations adopt:

Accepted Answer

A)  an 'imitating others' approach 
B)  a proactive approach 
C)  a short-cut approach 
D)  a 'wait and see' approach 
A)  an 'imitating others' approach 
B)  a proactive approach 
C)  a short-cut approach 
D)  a 'wait and see' approach

Question 11

According to D'Aveni,solutions to hypercompetition include consolidation and understanding of industry rules.

Accepted Answer

A) True 
 B)False

Question 12

Game theory is a complete and integrated theory of competitive strategy.

Accepted Answer

A) True 
 B)False

Question 13

Hubbard,Rice and Galvin describe the prisoner's dilemma as a:

Accepted Answer

A)  one-player, single payout objective, two-shot, simultaneous action game 
B)  sequential action, two-player, multiple payoffs, shotgun game 
C)  single playoff, multiple objectives, subjective action 
D)  one-shot, two-player, sequential action, single payoff objective game 
A)  one-player, single payout objective, two-shot, simultaneous action game 
B)  sequential action, two-player, multiple payoffs, shotgun game 
C)  single playoff, multiple objectives, subjective action 
D)  one-shot, two-player, sequential action, single payoff objective game

Innovative organisations do not accept the 'rules of the game',but seek to change them for their own benefits. In particular,one of the major 'rules' is:

D'Aveni has argued that the situation of hypercompetition is best addressed through short-term and temporary advantage.

Tactics are best designed to have their own effect rather than affecting the perceptions.

One of D'Aveni's suggested ways for successful competition under hypercompetitive scenarios includes:

A key issue in the 'value net' concept of 'value adding' is:

One of the principles of game theory is that all managers must think similarly if cooperation is to be promoted.

Signalling is a major way of indicating organisational perceptions of the competitive situation.

In D'Aveni's model of cost-quality competition implies:

Within a strategic game,the choice of how to define 'scope' can have the effect that:

Hubbard,Rice and Galvin suggest that in respect of green sustainability issues,many organisations adopt:

According to D'Aveni,solutions to hypercompetition include consolidation and understanding of industry rules.

Game theory is a complete and integrated theory of competitive strategy.

Hubbard,Rice and Galvin describe the prisoner's dilemma as a:

What is ‘strategy’?

Analysing business strategy: creating value

Analysing the external environment

Analysing the organisation’s resources and capabilities

Measuring strategic organisation performance

Gap analysis and business-level strategic options

Strategic decision making

Corporate/multi-business strategy

Acquisitions and alliances

International strategy

Capabilities,systems and structure

Leadership,people and culture

Change management

Filters

Exam 8: Dynamic competitive strategy

Innovative organisations do not accept the 'rules of the game',but seek to change them for their own benefits. In particular,one of the major 'rules' is:

D'Aveni has argued that the situation of hypercompetition is best addressed through short-term and temporary advantage.

Tactics are best designed to have their own effect rather than affecting the perceptions.

One of D'Aveni's suggested ways for successful competition under hypercompetitive scenarios includes:

A key issue in the 'value net' concept of 'value adding' is:

One of the principles of game theory is that all managers must think similarly if cooperation is to be promoted.

Signalling is a major way of indicating organisational perceptions of the competitive situation.

In D'Aveni's model of cost-quality competition implies:

Within a strategic game,the choice of how to define 'scope' can have the effect that:

Hubbard,Rice and Galvin suggest that in respect of green sustainability issues,many organisations adopt:

According to D'Aveni,solutions to hypercompetition include consolidation and understanding of industry rules.

Game theory is a complete and integrated theory of competitive strategy.

Hubbard,Rice and Galvin describe the prisoner's dilemma as a:

What is ‘strategy’?

Analysing business strategy: creating value

Analysing the external environment

Analysing the organisation’s resources and capabilities

Measuring strategic organisation performance

Gap analysis and business-level strategic options

Strategic decision making

Corporate/multi-business strategy

Acquisitions and alliances

International strategy

Capabilities,systems and structure

Leadership,people and culture

Change management

Filters