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Question
The curvilinear relationship of corporate performance and diversification indicates that:
a. dominant-business corporate strategies tend to be higher performing than related constrained or unrelated business strategies.
b. the highest performing business strategy is related constrained diversification.
c. the less related the businesses acquired, the higher performing the organization.
d. none of the strategies consistently outperforms the others.
Answer
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a. True
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Q:
A cost leadership strategy targets the industry's ____ customers.
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c. least educated
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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.
a. True
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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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a. predatory alliances.
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Research in the airline industry suggests that tacit collusion reduces service quality and on-time performance.
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Acquisitions are the most common cooperative strategy used in standard-cycle markets.
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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:
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Q:
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a. Autonomy
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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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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?