Forbearance is a particularly aggressive type of competitive attack.
The primary participants in corporate governance, according to Monks and Minow, are
the shareholders, board of directors, and employees.
Capabilities that exhibit causal ambiguity are difficult to imitate.
Establishing a culture of dissent can be an effective means of questioning the status
quo.
The main reason that automobile manufacturers have increased the amount of
outsourced inputs is because of the importance of boom and bust cycles in the industry.
Environmental monitoring deals with tracking changes in environmental trends that are
often uncovered during the environmental scanning process.
Benefits derived from horizontal and hierarchical relationships are mutually exclusive.
In large organizations, a strategy of diversification requires a need to reorganize around
______________ or _____________.
A. product lines; geographic markets
B. product lines; competition
C. competitor lines; geographic markets
D. distribution lines; competitor markets
All of the following are limitations (or downsides) of the BCG (Boston Consulting
Group) matrix EXCEPT:
A. Every business cannot be accurately measured and compared on the two dimensions.
B. It takes a dynamic view of competition which can lead to overly complex analyses.
C. It views each business as a stand-alone entity and ignores the potential for synergies
across businesses.
D. While easy to comprehend, the BCG matrix can lead to some troublesome and
overly simplistic prescriptions.
Verizon Wireless and ILS Technology have a _________ whereby Verizon integrates
technology developed by ILS to improve its machine-to machine (M2M) data
transmission systems. M2M systems allow firms to securely transmit data to and from
various devices.
A. joint diversification
B. divestment
C. strategic alliance
D. global integration
Coercive power is _____________.
A. the power exercised by use of fear of punishment for errors of omission or
commission by employees
B. the power of persuasion exercised by a charismatic leader to get compliance from
reluctant subordinates
C. the type that arises from manager access, control, and distribution of information that
is not freely available to everyone in an organization
D. the ability of the leader or manager to confer rewards for positive behaviors or
outcomes
The text discusses several characteristics of effective strategic objectives. List several of
these and discuss why the strategic objectives of a firm should meet these criteria.
Which is considered a force in the Five-Forces model?
A. increased deregulation in an industry
B. the threat of government intervention
C. rivalry among competing firms
D. recent technological innovation
Diversification initiatives include all of the following except ___________________.
A. mergers and acquisitions
B. strategic alliances
C. joint ventures
D. shareholder development
Internal development may be time consuming and, therefore, firms may forfeit the
benefits of speed that growth through __________ and __________ can provide.
A. strategic alliances; joint ventures
B. strategic alliances; mergers
C. mergers; acquisitions
D. mergers; strategic alliances
Antitakeover tactics include all of the following EXCEPT _________.
A. greenmail
B. poison pills
C. golden parachutes
D. golden handcuffs
Which of the following statements regarding internal development as a means of
diversification is FALSE?
A. Many companies use internal development to extend their product or service offers.
B. An advantage of internal development is that it is generally faster than other means
of diversification and firms can benefit from speed in developing new products and
services.
C. The firm is able to capture wealth created without having to share the wealth with
alliance partners.
D. Firms can often develop products or services at a lower cost, if they rely on their
own resources instead of external funding.
______________ refers to efforts to create designs and applications of technology to
develop new products, while ______________ refers to efforts to improve the
efficiency of organizational systems such as manufacturing and operations.
A. Radical innovation; incremental innovation
B. Breakthrough innovation; instrumental innovation
C. Product innovation; process innovation
D. Product innovation; service innovation
Mary Stinson was required to take over a project after the entire team left the company.
She was able to reconstruct what the team had accomplished through reading e-mails
exchanged by the members of the team. This is an example of ___________.
A. inefficient use of information management
B. using explicit knowledge
C. using tacit knowledge
D. using replicated knowledge
The source of referent power is _____________.
A. subordinate identification with the leader
B. leader identification with the subordinates
C. derived from the fact that the manager can potentially act as a reference when the
employee applies for another job
D. derived from manager ability to provide effective incentives to employees
Dell Computer has an online ordering system that allows consumers to configure their
own computers before Dell builds them. This capability is an example of
_____________.
A. electronic data interchange
B. mass customization
C. knowledge management
D. collaborative design
The growth stage of the industry life cycle is characterized by
A. in-kind competition (from the same type of product)
B. premium pricing
C. a growing trend to compete on the basis of price
D. retaliation by competitors whose customers are stolen
Today, the loyalty of a knowledge worker to his or her employing firm has __________
compared to his or her loyalty to his or her profession and colleagues.
A. increased
B. remained the same
C. decreased
D. no correlation when
Casio, a giant electronic products producer, synthesizes it abilities in miniaturization,
microprocessor design, material science, and ultrathin precision castings to produce
digital watches. It uses the same skills to produce card calculators, digital cameras, and
other small electronics. These collective skills are known as _________________.
A. core competencies
B. strategic resources
C. shared activities
D. economies of scope