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Question
An office management firm has developed a system for efficiently organizing small medical and dental practices both through proprietary software and through unique training programs for staff. It has recently acquired a firm specializing in providing management services for veterinary practices. The office management firm is hoping to:
a. achieve economies of scope.
b. implement vertical integration.
c. achieve financial economies through an unrelated acquisition.
d. acquire specialized talent from the veterinary management company.
Answer
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Related questions
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a. True
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Q:
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a. True
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Capabilities of an organization emerge spontaneously through the interaction of tangible and intangible resources.
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:
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Q:
Research in the airline industry suggests that tacit collusion reduces service quality and on-time performance.
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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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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:
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Q:
Which of the following is NOT one of the five dimensions thought to characterize an employee's entrepreneurial mind-set?
a. Autonomy
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a. True
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a. True
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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?