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Question
Simon Leagreet, the Chairperson and CEO of L-EVA Industries, Inc., has long been the major power at L-EVA. A majority of the directors are concerned that while Mr. Leagreet has been responsible for the firm's earning above-average returns, he has been displaying a tendency toward personal extravagance at the firm's expense. In order to limit Mr. Leagreet's power, the Board of Directors plans to:
a. elect an insider as the lead director.
b. appoint another individual as chairperson of the Board of Directors.
c. require Mr. Leagreet to personally certify the firm's financial reports.
d. reduce the size of the stock option package provided to Mr. Leagreet.
Answer
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Related questions
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a. True
b. False
Q:
A cost leadership strategy targets the industry's ____ customers.
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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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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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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:
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b. capital.
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Q:
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a. Autonomy
b. Reactivity
c. Risk taking
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Q:
The more heterogeneous and the larger the top management team, the easier it is to implement strategy effectively.
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a. True
b. False
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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
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a. True
b. False
Q:
Transformational leadership is the most effective strategic leadership style.
a. True
b. False
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?