In a strong-culture company:
A. values and behavioral norms are like crabgrass-deeply rooted and hard to weed out.
B. there is wide support for high ethical standards among both managers and
employees.
C. a company has more strategy flexibility because it can change its strategy and be
confident that the culture will welcome the strategy changes and be an ally in
implementing whatever changes are called for.
D. there is little room for employee empowerment, because independent-thinking
empowered employees may well make decisions or engage in actions that weaken the
culture.E. management insists that official policies and procedures be followed
religiously.
The advantages of manufacturing goods in a particular country and exporting them to
foreign markets:
A. are largely unaffected by fluctuating exchange rates.
B. are greatest when local distributors and dealers in that country can be convinced not
to carry products that are made outside the country’s borders.
C. can be wiped out when that country’s currency grows weaker relative to the
currencies of the countries where the output is being sold.
D. are weakened when that country’s currency grows stronger relative to the currencies
of the countries where the output is being sold.
E. are multiplied by the potential for local government officials to raise tariffs on the
imports of foreign-made goods into their country.
Which of the following is NOT a substantive culture-changing action that a company’s
managers can undertake to alter a problem culture?
A. Promoting individuals who are known to possess the desired cultural traits, who
have stepped forward to advocate the shift to a different culture, and who can serve as
role models for the desired cultural behavior
B. Appointing outsiders with the desired cultural attributes to high-profile positions
C. Screening all candidates for new positions carefully, and hiring only those who
appear to fit in with the new culture
D. Urging company personnel to search outside the company for work practices and
operating approaches that may be an improvement over what the company is presently
doing, and paying sizable bonuses to those employees who identify practices that the
company ends up adopting
E. Designing compensation incentives that boost the pay of teams and individuals who
display the desired cultural behaviors and hitting change-resisters in the pocketbook
A company’s value statement and code of ethics:
A. help to mold the culture and communicate what kinds of actions and behaviors are
expected of all company personnel.
B. help prevent it from coming across to customers and the general public as greedy.
C. serve the valuable purpose of making its suppliers hesitant to engage in business
practices that are unethical.
D. are the most important factors determining its reputation with customers, suppliers,
employees, shareholders, and society at large.E. should always be made a prominent
and visible part of the company’s strategic intent and strategy.
Which of the following is NOT integral to superior strategy execution and operating
excellence?
A. Having real-time information systems that permit company managers to stay on top
of implementation initiatives and daily operations and to intervene if things seem to be
drifting off course
B. Having state-of-the-art operating systems, information systems, and real-time data
C. Having access to online systems that provide statistical information about operating
activities
D. Having the systems capability to identify and diagnose problems, so as to take
corrective actions
E. Having access to employee data of competitors
What is the goal of signalling a challenger that strong retaliation is likely in the event of
an attack?
A. To alleviate their fears by committing to reduce the costs of value chain activities
B. To cause the challenger to begin the attack instead of waiting
C. To dissuade challengers from attacking or diverting them into using less threatening
options
D. To create collaborative relationships with challengers
E. To insulate other firms from adverse impacts resulting from the challenge
The best strategic alliances:
A. are highly selective, focusing on particular value chain activities and on obtaining a
particular competitive benefit.
B. are those whose purpose is to create an industry key success factor.
C. are those which help a company move quickly from one strategic group to another.
D. involve joining forces in R&D to develop new technologies, cheaper than a company
could develop the technology on its own.
E. aim at raising an industry’s barriers to entry.
The four tests of a resource’s competitive power are often referred to as the:
A. SCIR test, which asks if a resource is sustainable, competitive, internalized, and
reproducible.
B. competitive advantage sustainable method test.
C. reliability resources simulation.
D. VRIN test, which asks if a resource is valuable, rare, inimitable, and
non-substitutable.E. organizational capability metric analysis.
Which of the following does NOT accurately characterize the differences between a
localized multidomestic strategy and a global strategy?
A. A global strategy entails extensive strategy coordination across countries and a
multidomestic strategy entails little or no strategy coordination across countries.
B. A global strategy often entails use of the best suppliers from anywhere in the world,
whereas a multidomestic strategy may entail fairly extensive use of local suppliers
(especially where use of local sources is required by host governments).
C. A global strategy tends to involve use of similar distribution and marketing
approaches worldwide, whereas a multidomestic strategy often entails adapting
distribution and marketing to local customs and the culture of each country.
D. A global strategy involves striving to be the global low-cost provider by
economically producing and marketing a mostly standardized product worldwide,
whereas a multidomestic strategy entails pursuing broad differentiation and striving to
strongly differentiate its products in one country from the products it sells in other
countries.
E. A global strategy relies upon the same technologies, competencies, and capabilities
worldwide, whereas a multidomestic strategy often entails the use of somewhat
different technologies, competencies, and capabilities as may be needed to
accommodate local buyer tastes, cultural traditions, and market conditions.
Sourcing a supply from a small, women-owned business is an example of a corporate
social responsibility action to:
A. enhance employee well-being.
B. support philanthropy.
C. protect and sustain the environment.
D. ensure honorable and ethical action.
E. promote workforce diversity.