Chapter 05 Strategy Execution Answer Key
Multiple Choice Questions
1.
(p. 136)
Which of the following is a poor example of a resource?
2.
(p. 137)
A firm’s capabilities can:
3.
(p. 143)
An activity system illustrates how the following items relate to and reinforce each other:
4.
(p. 156)
Which of the following is not a necessary condition for the effective implementation of a pay for
performance system?
5.
(p. 146)
Two or more resources or activities are consistent when:
6.
(p. 146)
Which of the following is not a characteristic of complementary resources?
7.
(p. 145)
Which of the following is not an organizational dimension of capability development?
8.
(p. 146)
Consistency among activities makes the most sense:
9.
(p. 152 –
153)
Matrix structures are developed to deal with:
Blooms: Apply
Difficulty: 2 Medium
10.
(p. 153)
Which of the following is not a problem associated with incentive systems?
True / False Questions
(p. 143)
11.
Value Chains and Activity Systems generate the same information.
12.
(p. 147)
Difficulty: 2 Medium
The more consistent an organization’s activities, the easier they are to change.
(p. 149)
13.
Managers typically resort to hierarchical referral first when they have a problem.
14.
(p. 151)
Difficulty: 2 Medium
A functional organization is effective in reducing the firm’s costs.
15.
(p. 152)
Organizing by geography makes sense when the regions the firm competes in differ
strategically.
16.
(p. 153)
Matrix structures are less expensive to manage than structures without dual reporting
relationships.
17.
(p. 147)
The internal consistency of firms with a superior value– or cost-based market position poses a
strong barrier to imitation.
18.
(p. 159)
The ability to engage in both single and double loop learning is critical to effective strategy
execution.
19.
(p. 159)
Learning from failure is less useful in the context of well-defined goals.
(p. 160)
20.
A firm’s social network can strongly affect its coordination systems and culture.
Short Answer Questions
21.
(p. 140–
141)
Consider Makadok’s Model: Why is forecasting referred to as “resource picking”? Why should
firms be concerned with their resource picking capabilities?
22.
(p. 160)
How can a small group social network in an organization affect its ability to problem solve?
23.
(p. 148)
Why does a firm need both financial and operational control systems for effective strategy
execution?
24.
(p. 137)
Give an example of a capability and describe why this capability is not easily traded.