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Q:
While a maven with a valuable piece of information is likely to expose it to a great number and diversity of people, the connector is likely to convey the information to fewer people but in more detail.
Q:
Difficulty in transition between successfully selling to early adopters versus the early majority results in a chasm in the products diffusion curve.
Q:
In marketing a new product to the late majority and laggards, a company should emphasize the advanced technological features of the new product.
Q:
Marketing channels that enable high content and selective reach are appropriate for innovators and early adopters.
Q:
Innovators are unwilling to accept incompleteness in products.
Q:
Viral marketing is based on the fact that people are more receptive to, or have greater faith in, information that comes through personal contacts.
Q:
In crafting an advertising message, firms must focus more on making the advertisements entertaining and memorable rather than on providing a significant quantity of informative content.
Q:
Bundling relationships occur when firms encourage distributors to carry their products by offering them guarantees (such as promising to take back unsold stock) or agreeing to sell the product on consignment.
Q:
Bundling products together can offer firms the advantage of switching costs.
Q:
If customers require extensive education and service, selling through mail order or online ordering may be the best option.
Q:
When manufacturers bypass wholesalers and retailers to sell directly to end users it is called backward compatibility.
Q:
Firms in industries characterized by increasing returns will use the objective of maximizing market share and a penetration pricing strategy.
Q:
Firms intending to maximize market share, typically use market skimming pricing strategy.
Q:
If a firms objective is maximum market skimming, it will initially set a high price on new products.
Q:
If a firm wishes to avoid giving away its own installed base or complementary goods advantages to others, it should ensure that its products are incompatible with those of future entrants.
Q:
If a firm willingly cannibalizes its existing products with more advanced products, the firm can make it very easy for other firms to achieve a technological lead large enough to prove persuasive to customers.
Q:
Cannibalization is the process by which a firms sales of one product diminishes as a result of a substitute product offering by a competitor.
Q:
Firms should always be racing to launch their products as early as possible.
Q:
The value of a technological innovation is solely determined by what the technology can do.
Q:
Nancy argues that with modern information technologies, collocation of team members is no longer important. How would you respond to this argument?
Q:
What is a project charter and a contract book? Explain their purpose and how they are related to each other?
Q:
The CEO of Bright Electronics has put together an autonomous new product development team. Now he is trying to decide what type of a leader to appoint to head the team. What should he look for in the leader of this team to improve its chances of success?
Q:
Dr. Abby was the chairman of the Freshman Program Committee at Blue MountainUniversity. This committee was designing a new curriculum for freshmen. Explain how Dr. Abby might perform all three boundary-spanning activities.
Q:
What are the advantages and disadvantages of having a heterogeneous new product development team?
Q:
Which of the following types of international virtual teams takes the lead role in R&D activities while also coordinating the R&D activities of the decentralized divisions?
a. Decentralized self-coordination
b. System integrator as coordinator
c. Core team as system architect
d. Centralized venture team
Q:
Which of the following types of international virtual teams conducts all R&D through decentralized divisions, but each division coordinates with one person?
a. Decentralized self-coordination
b. System integrator as coordinator
c. Core team as system architect
d. Centralized venture team
Q:
Typically collocation of team members:
a. provides opportunities for rich face-to-face communication.
b. ensures that whistle-blowers are well protected.
c. reduces the cross-fertilization of ideas.
d. reduces opportunities for informal interaction.
Q:
Members of a virtual team:
a. must be located in the same office.
b. may live great distances apart.
c. will be collocated.
d. must belong to the same country.
Q:
Virtual teams are best defined as the teams in which the members:
a. are situated at a great distance from each other and collaborate intensively via advanced information technologies.
b. are drawn from multiple functional areas in the firm such as R&D, marketing, manufacturing, and distribution and they work at the company headquarters.
c. have the tendency to cooperate only with people whom they perceive as being similar to themselves.
d. have the tendency of shirking their responsibilities and blaming one another for poor performance.
Q:
John was serving in an autonomous team and was asked to sign a document honoring the project plan and pledging to work towards the goals specified. This document, which defined in detail the basic plan to achieve the goals of the project, is called a:
a. vision statement.
b. code of ethics.
c. mission statement.
d. contract book.
Q:
Which of the following is a disadvantage associated with autonomous teams?
a. The project manager of an autonomous team does not have any control over resources contributed from different functional departments.
b. The autonomous team structure does not accommodate cross-functional integration.
c. It is hard for autonomous teams to fold back into the parent organization when a project is completed.
d. Autonomous teams do not have a project manager because of which they face a lot of coordination problems.
Q:
Which of the following is true of the autonomous team structure?
a. In autonomous teams, individuals may spend less than 10 percent of their time working on team-related activities.
b. In autonomous teams, the potential for conflict between team and functions is very low.
c. In autonomous teams, team members are collocated with a senior project manager.
d. The project manager of an autonomous team is not given full control over resources.
Q:
Which of the following is a defining characteristic of autonomous teams?
a. Autonomous teams are not held accountable for the success of a project.
b. Autonomous teams do not have a project manager and so there is always a coordination problem.
c. The degree of cross-functional integration is low in the case of autonomous teams.
d. Autonomous teams often do not conform to the operating procedures of the rest of the organization.
Q:
Which of the following is an advantage typically associated with heavyweight teams?
a. Heavyweight teams have strong cross-functional coordination.
b. The team structure of heavyweight teams increase the possibility of social loafing.
c. Heavyweight teams are typically permanent and hence stable.
d. The team structure of heavyweight teams decreases the cross-fertilization of ideas.
Q:
Which of the following is typically true of heavyweight teams?
a. Project managers of heavyweight teams lack the authority to command resources.
b. Heavyweight teams are always temporary.
c. In heavyweight teams, the members are collocated with the project manager.
d. Heavyweight teams are considered inappropriate for platform projects.
Q:
Which of the following is a primary advantage of lightweight teams?
a. Lightweight teams are typically permanent and as a result more stable.
b. Lightweight teams do not have any dedicated liaison personnel and the members have more decision-making authority.
c. The team structure of lightweight teams increases the possibility of homophily.
d. It is easier to coordinate activities in a lightweight team as compared to a functional team.
Q:
Which of the following is true of lightweight teams?
a. Lightweight teams are typically permanent.
b. Lightweight teams do not have any dedicated liaison personnel.
c. Lightweight teams are most appropriate for projects where high levels of coordination are required.
d. Members of lightweight teams are also part of their functional departments.
Q:
Logan is a member of the marketing department of his company. His team deals only with the operations related to marketing and the team members spend very little time, approximately 7 percent, working on team-related activities. This is an example of the _____ team structure.
a. cross-functional
b. functional
c. heavyweight
d. autonomous
Q:
Which of the following is an advantage of a functional team?
a. The team structure of a functional team is straightforward to implement.
b. The team structure of a functional team allows for greater cross-functional coordination.
c. The team structure of a functional team increases the cross-fertilization of ideas.
d. The team structure of a functional team increases the possibility of social loafing.
Q:
Which of the following is true of functional teams?
a. Functional teams consist of members from multiple areas in the firm such as R&D, marketing, manufacturing, distribution, and so on.
b. The functional team structure provides little opportunity for cross-functional coordination.
c. Functional teams are not appropriate for derivative projects that affect only a single function.
d. Functional teams are usually permanent.
Q:
Albert has put together a new product development team based on the functional team structure. Which of the following is most likely to be true about this team?
a. Team members will spend up to 50% of their time on team-related activities.
b. The team will typically require dedicated liaison personnel.
c. The team will have a high degree of cross-functional integration.
d. The team structure will be straightforward to implement.
Q:
Ruth works in the advertising department of her company. It was observed that she interacted more frequently and more intensely with team members who shared her interests and social background and ignored others. This phenomenon exhibited by Ruth is referred to as:
a. free riding.
b. social loafing.
c. homophily.
d. groupthink.
Q:
June is the member of a new product development team. Her supervisor asked her about her experience in the team and she replied, Our team seems to be suffering from homophily. This means that:
a. team members are not exerting the expected amount of effort.
b. team members spend all their time chatting about their personal issues.
c. team members are only interested in talking to people who are senior to them.
d. team members only like other people whom they perceive as being similar to themselves.
Q:
The Vice President of Biomedics is trying to decide on the composition of a new product development team. If she chooses members who are from multiple functional areas in the firm, which of the following is likely to be one of the disadvantages she is likely to experience?
a. Increase in instances of whistle-blowing
b. Increase in communication and coordination costs
c. Lesser cross-fertilization of ideas
d. Lesser instances of social loafing
Q:
The Vice President of Sunflower Computers is trying to decide on the composition of a new product development team. If he chooses members who are from different backgrounds, he can reap the benefits of:
a. a broader knowledge base.
b. lesser cross-fertilization of ideas.
c. homophily.
d. social loafing.
Q:
Which of the following is an advantage typically associated with cross-functional teams?
a. A cross-functional interface ensures that cross-fertilization of ideas is reduced.
b. Cross-functional teams allow a project to draw on a wider mix of information sources in the environment.
c. Cross-functional teams usually reduce coordination and communication costs.
d. Cross-functional teams are most efficient in eradicating the problems related to homophily.
Q:
At Tech Edge Inc., a special team is set up for making a robot capable of assisting blind people in daily activities. The members of the team are taken from various areas of the firm including R&D, marketing, manufacturing, and distribution. The new team is put under the charge of a senior manager. This team is an example of a:
a. cross-functional team.
b. functional team.
c. homogenous team.
d. self-directed work team.
Q:
Karens supervisor, while discussing about her participation in a new product development team, tells her that she has been engaging in social loafing. This indicates that Karen:
a. has been involved in whistle blowing activities.
b. has been discriminating against colleagues belonging to minority groups.
c. has not been putting much effort into the teams work.
d. has stolen office property.
Q:
In the context of product development teams, which of the following is true?
a. The larger the team, the easier it is to foster a shared sense of identity among team members.
b. As the size of the team increases, the potential for social loafing increases.
c. Forming cross-functional teams hinders cross-fertilization of ideas.
d. Increasing the diversity of team members eliminates the possibility of homophily.
Q:
Virtual teams are best suited for exchanging tacit knowledge.
Q:
Virtual teams face challenges in developing trust among its team members.
Q:
In the forming of virtual teams, it is important to select personnel who have strong interpersonal skills.
Q:
Proximity and frequent interaction help teams to develop shared norms and a dialect for communicating about a project.
Q:
The contract book is an important mechanism for establishing team commitment to the project and a sense of ownership over the project.
Q:
The contract book must be developed before a project charter can be written.
Q:
The evaluation of members of a heavyweight team is done by the project manager rather than the functional manager.
Q:
Heavyweight teams are suitable for platform projects.
Q:
Project managers of heavyweight teams are typically junior managers.
Q:
Heavyweight teams are typically permanent in nature.
Q:
In heavyweight teams, the long-term career development of individual members rests with their project managers rather than their functional managers.
Q:
Lightweight teams are appropriate for derivative projects.
Q:
Managers of lightweight teams are normally junior or middle management employees.
Q:
Functional teams typically have a project manager or dedicated liaison personnel.
Q:
In a functional team approach to new product development, team members remain in their functional departments and meet periodically to work on the project.
Q:
Homogeneous teams should possess more information, on average, than heterogeneous groups.
Q:
Cross-functional communication can lead to longer cycle times.
Q:
A cross-functional team is one that has members of different ethnic backgrounds in a single functional area.
Q:
A lack of cross-functional communication can lead to a poor fit between product attributes and customer requirements.
Q:
As the size of the team increases, the potential for social loafing decreases.
Q:
Many firms use beta testing to get customer input early in the development process.
Q:
Firms often make decisions about projects on the basis of marketing criteria.
Q:
A firm can benefit from developing antichampions.
Q:
The use of executive sponsors reduces the effectiveness of the development process.
Q:
Parallel development processes are universally endorsed.
Q:
A sequential process has an early warning system to indicate that planned features are not manufacturable.
Q:
A company with a short development cycle can quickly revise or upgrade its offering.
Q:
A majority of new product development projects result in an economic return.
Q:
What is Quality Function Deployment (QFD)? What are its advantages?
Q:
Explain the value of the stage-gate process in new product development.
Q:
Alpha Cleaning Equipment Co. is experimenting with a faster and quieter machine to polish floors. To develop this concept the company is contemplating using the lead user method of concept development. How does this method work? What are its advantages?