Question 1

A sustained competitive advantage can last because not all advantages eventually erode.

Accepted Answer

A) True 
 B)False

Question 2

Causal ambiguity is the hallmark of many industries with ambiguous industry structure and blurred boundaries.

Accepted Answer

A) True 
 B)False

Question 3

As you read through the text, you may be looking for secrets of success in doing business globally. ThisChapter gives Burberry
as an example of a firm that has been very successful. What did it say about the problem of identifying the reason for Burberry'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?

Accepted Answer

The answer of As you read through the text, you...

Question 4

In SWOT analysis, the resource view focuses on OT: opportunities and threats.

Accepted Answer

A) True 
 B)False

Question 5

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

Accepted Answer

A) True 
 B)False

Question 6

If the VRIO framework is meant to help managers make decisions how best to use the firm's strengths and weaknesses when developing strategy, what are the three implications the text stresses that managers must keep in mind?

Accepted Answer

The answer of If the VRIO framework is meant to...

Question 7

How has offshoring contributed to complex supply-chain management? What are some examples?

Accepted Answer

The answer of How has offshoring contributed to complex supply-chain...

Question 8

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

Accepted Answer

A) True 
 B)False

Question 9

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."

Accepted Answer

A) True 
 B)False

Question 10

All of the following are arguments used by proponents of offshoring EXCEPT:

Accepted Answer

A) It is not true that some US employees may lose their jobs. 
B) Western firms are able to tap into low-cost and high-quality labor. 
C)  Firms can focus on their core capabilities. 
D)  It creates enormous value for firms and economies.

Question 11

In conducting a value chain analysis, a manager at a small manufacturing firm looks at a particular department within the company and sees that its activities are proprietary to the company's yet common across the industry. In this case, the manager would:

Accepted Answer

A) ​Definitely work toward outsourcing this activity. 
B) ​Definitely work toward keeping this activity in-house. 
C)  ​Want to consider outsourcing this activity, sell the unit involved, or lease the unit's services to other firms. 
D)  ​Try to make the activity less proprietary.

Question 12

Which of the following is better performed in-house rather than being outsourced?

Accepted Answer

A) An activity with a high degree of industry commonality. 
B) An activity with a high degree of commoditization. 
C)  An industry-specific and firm-specific (proprietary) activity. 
D)  All of the above.

Question 13

Academic research has found support for ______________effects on firm performance.

Accepted Answer

A) Resource-based 
B) Industry-based 
C)  Complementary specific collective 
D)  All of the above

Question 14

Causal ambiguity refers to the difficulty of identifying the outcomes of causal determinants.

Accepted Answer

A) True 
 B)False

Question 15

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

Accepted Answer

The answer of How is it possible for a strength...

Question 16

Recent research suggests that capabilities in very dynamic high-velocity industries (such as IT) are characterized by all of the following EXCEPT:

Accepted Answer

A) Simple (not complicated). 
B) Experiential (not analytic). 
C)  Linear (not iterative processes). 
D)  "Learning by doing."

Question 17

In order for the VRIO framework to provide effective information, the various capabilities of a company such as LeapFrog Enterprises needs to be evaluated in isolation from other resources and capabilities.

Accepted Answer

A) True 
 B)False

Question 18

One of the most important implications for strategic action is that relentless imitation and benchmarking are important but not likely to be a sustainable successful strategy.

Accepted Answer

A) True 
 B)False

Question 19

List several resources for a firm of your choice, a​nd describe why each is considered a tangible or intangible resource. How does the dynamic capabilities view distinguish between resources and capabilities?

Accepted Answer

The answer of List several resources for a firm of...

Question 20

Methods that measure organizational learning, knowledge management, and managerial talents:

Accepted Answer

A) ​Look at unobservable firm-specific characteristics. 
B) ​Result in observable consequences of unobservable resources. 
C)  ​Are subject to methodological criticisms. 
D)  ​All of the above.

Exam 3: Leveraging Resources and Capabilities

A sustained competitive advantage can last because not all advantages eventually erode.

Causal ambiguity is the hallmark of many industries with ambiguous industry structure and blurred boundaries.

In SWOT analysis, the resource view focuses on OT: opportunities and threats.

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

If the VRIO framework is meant to help managers make decisions how best to use the firm's strengths and weaknesses when developing strategy, what are the three implications the text stresses that managers must keep in mind?

How has offshoring contributed to complex supply-chain management? What are some examples?

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

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."

All of the following are arguments used by proponents of offshoring EXCEPT:

In conducting a value chain analysis, a manager at a small manufacturing firm looks at a particular department within the company and sees that its activities are proprietary to the company's yet common across the industry. In this case, the manager would:

Which of the following is better performed in-house rather than being outsourced?

Academic research has found support for ______________effects on firm performance.

Causal ambiguity refers to the difficulty of identifying the outcomes of causal determinants.

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

Recent research suggests that capabilities in very dynamic high-velocity industries (such as IT) are characterized by all of the following EXCEPT:

In order for the VRIO framework to provide effective information, the various capabilities of a company such as LeapFrog Enterprises needs to be evaluated in isolation from other resources and capabilities.

One of the most important implications for strategic action is that relentless imitation and benchmarking are important but not likely to be a sustainable successful strategy.

List several resources for a firm of your choice, and describe why each is considered a tangible or intangible resource. How does the dynamic capabilities view distinguish between resources and capabilities?

Methods that measure organizational learning, knowledge management, and managerial talents:

Exam 3: Leveraging Resources and Capabilities

A sustained competitive advantage can last because not all advantages eventually erode.

Causal ambiguity is the hallmark of many industries with ambiguous industry structure and blurred boundaries.

In SWOT analysis, the resource view focuses on OT: opportunities and threats.

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

If the VRIO framework is meant to help managers make decisions how best to use the firm's strengths and weaknesses when developing strategy, what are the three implications the text stresses that managers must keep in mind?

How has offshoring contributed to complex supply-chain management? What are some examples?

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

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."

All of the following are arguments used by proponents of offshoring EXCEPT:

In conducting a value chain analysis, a manager at a small manufacturing firm looks at a particular department within the company and sees that its activities are proprietary to the company's yet common across the industry. In this case, the manager would:

Which of the following is better performed in-house rather than being outsourced?

Academic research has found support for ______________effects on firm performance.

Causal ambiguity refers to the difficulty of identifying the outcomes of causal determinants.

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

Recent research suggests that capabilities in very dynamic high-velocity industries (such as IT) are characterized by all of the following EXCEPT:

In order for the VRIO framework to provide effective information, the various capabilities of a company such as LeapFrog Enterprises needs to be evaluated in isolation from other resources and capabilities.

One of the most important implications for strategic action is that relentless imitation and benchmarking are important but not likely to be a sustainable successful strategy.

List several resources for a firm of your choice, a​nd describe why each is considered a tangible or intangible resource. How does the dynamic capabilities view distinguish between resources and capabilities?

Methods that measure organizational learning, knowledge management, and managerial talents:

List several resources for a firm of your choice, and describe why each is considered a tangible or intangible resource. How does the dynamic capabilities view distinguish between resources and capabilities?