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Question
The proper matching of what a firm can do with what it might do:
a. balances the internal characteristics of the firm with the characteristics of the external environment.
b. overcomes the rigidity and inertia resulting from a history of success.
c. yields insights the firm requires to select its strategy.
d. develops core competencies based on human knowledge.
Answer
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Related questions
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a. True
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Q:
A cost leadership strategy targets the industry's ____ customers.
a. most typical
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c. least educated
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Q:
Before the firm decides what products to offer and what benefits and features they will have, the firm must decide all the following questions EXCEPT:
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At Southwest Airlines, the complex interrelationship between its culture and human capital adds value for customers in ways that other airlines cannot, such as jokes on flights by flight attendants and cooperation between gate personnel and pilots.
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.
a. True
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Q:
The Renault Nissan alliance (Chapter 9 Mini Case) is an example of a _______ created to gain economies of scope by sharing resources and capabilities.
a. diversifying strategic alliance
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Q:
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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).
a. True
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Acquisitions are the most common cooperative strategy used in standard-cycle markets.
a. True
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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.
b. monetary wealth.
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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:
Factors of production in Porter's model of international competitive advantage include all of the following EXCEPT:
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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
b. Reactivity
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Q:
The more heterogeneous and the larger the top management team, the easier it is to implement strategy effectively.
a. True
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Q:
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
b. False
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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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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?