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Question
A strategic alliance in which the partners own different percentages of the new company they have formed is called a(n):
a. equity strategic alliance.
b. joint venture.
c. nonequity strategic alliance.
d. cooperative arrangement.
Answer
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Related questions
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a. True
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Valuable capabilities allow the firm to exploit strengths or neutralize weaknesses in the internal environment.
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The Renault Nissan alliance (Chapter 9 Mini Case) is an example of a _______ created to gain economies of scope by sharing resources and capabilities.
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Q:
To increase the likelihood of success between partners assuming that trust exists, ____ approach(es) should be used to manage cooperative strategies.
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Q:
Reduction of competition can be accomplished through all of the following EXCEPT:
a. predatory alliances.
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Q:
Research in the airline industry suggests that tacit collusion reduces service quality and on-time performance.
a. True
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Q:
Nonequity strategic alliances are formed when one partner owns a much larger (or inequitable) share of the joint venture than do the remaining partner(s).
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Acquisitions are the most common cooperative strategy used in standard-cycle markets.
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Q:
A global corporate-level strategy differs from a multi-domestic corporate-level strategy in that in a global strategy:
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c. products are customized to meet the individual needs of each country.
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Q:
A fundamental reason for a country's development of advanced and specialized factors of production is often its:
a. lack of basic resources.
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Q:
A large domestic market can provide the country's industries a chance at dominating the world market because:
a. they have been able to develop economies of scale at home.
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Q:
A multi-domestic corporate-level strategy has ____ need for global integration and ____ need for local market responsiveness.
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Q:
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d. CEO with long tenure who has a strong sense of hubris.
Q:
Which of the following is NOT one of the five dimensions thought to characterize an employee's entrepreneurial mind-set?
a. Autonomy
b. Reactivity
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The more heterogeneous and the larger the top management team, the easier it is to implement strategy effectively.
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When a new CEO is selected from outside the firm, a change of strategy is likely, especially if the top management team is homogenous and highly cohesive.
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Members with substantive expertise in the firm's core functions and businesses aid the effectiveness of the top management team.
a. True
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The balanced scorecard's perspective on learning and growth is intended to improve the firm's ability to innovate.
a. True
b. False
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a. True
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The most critical ability of a strategic leader is the ability to attract and then manage human capital.
a. True
b. False
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In the past, companies had a preference for insiders to fill top-level management positions because of the desire for continuity and a continuing commitment to the firm's current vision, mission, and chosen strategies.
a. True
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Transformational leadership is the most effective strategic leadership style.
a. True
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Q:
What is organizational culture? What must strategic leaders do to develop and sustain an effective organizational culture?
Q:
Define the three major dimensions of organizational structure: specialization, centralization, and formalization. How do these dimensions vary in organizations implementing the cost leadership, differentiation, and cost leadership/differentiation strategies?