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Question
Hutchison Whampoa Limited (HWL) has businesses in ports and related services, telecommunications, property and hotels, retail and manufacturing, and energy and infrastructure. HWL makes no efforts to share activities or transfer core competencies among the businesses. HWL is following a strategy of__________diversification.
a. dominant business
b. related constrained
c. related linked
d. unrelated
Answer
This answer is hidden. It contains 1 characters.
Related questions
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For 15 years, Edward was a compensation specialist at a mid-sized firm. He was laid off when the firm experienced financial setbacks. Edward has decided to open his own business as a compensation consultant to small firms. He can expect that his main source of human capital will be a bank line of credit.
a. True
b. False
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.
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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:
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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:
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Q:
A large domestic market can provide the country's industries a chance at dominating the world market because:
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Q:
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Members with substantive expertise in the firm's core functions and businesses aid the effectiveness of the top management team.
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The most critical ability of a strategic leader is the ability to attract and then manage human capital.
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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?