Successful strategic positions are based on the effective implementation of the drivers
of cost or differentiation.
Liability of newness is a disadvantage that tends to increase as international
diversification increases.
Competitors may easily imitate acquiring tangible resources.
The authority structure of modern organizations inhibits lower-level employees from
disclosing questionable management practices.
Business strategy and corporate strategy have very similar objectives.
The dynamic perspective tends to explain the medical products industry more
accurately than it explains the computer industry.
The company Under Armour was originally successful at charging higher prices for
t-shirts because its products gave the consumer tangible benefits.
Implementing strategy often entails some back-channel maneuvering.
If the cost of the acquisition exceeds the cost to other firms of accumulating comparable
resource stocks, the transferring of resources and capabilities will not create long-term
competitive advantage.
The drivers behind many of today’s alliances assume that a firm possesses the ability to
manage the benefits of product performance and market position.
The distribution and sales channel opportunities created by the Internet often enable
businesses to successfully tap into the Long Tail market.
A reward of the ________ manufacturing method is that errors are detected quickly.
A) mass-batch
B) cellular
C) internal
D) external
Anticipating change means foreseeing all of the following except ________.
A)the appearance of global markets
B)the development of new market segments
C)the emergence of conflicting technologies
D)the impact of natural resources
According to the text, strategy provides a coherent plan for realizing________.
A)vision and mission
B)policies and procedures
C)healthcare coverage
D)a strong customer base
A pattern of evolution followed by an industry from inception to current and potential
future states is called a(n) ________.
A)industrial evolution
B)dynamic industry
C)industry life cycle
D)industrial time line
If a regional firm wants to grow into a premier national company, all but which of the
following might be in its sequence of activities?
A)sell off parts of the company that are profitable
B)enter into adjacent regional markets
C)develop differentiators designed to build brand awareness
D)rapidly expand through acquisitions funded by increasingly valuable stock price
All of the following are possible international-strategy configurations except ________.
A) multinational
B) global
C) jurisdictional
D) transnational
The biggest difference between strategy in existing firms and new ventures is the
________.
A) strategy diamond
B) starting point
C) ending point
D) management level
All of the following are possible motives behind mergers and acquisitions except
________.
A)managerial self-interest
B)synergy
C)community development
D)hubris
_____ enables flexibility for changing strategy or implementation tactics when it looks
as if business as usual isn’t going to realize the expressed vision.
A)Divestment
B)Diversification
C)Coherence
D)Ambiguity
Barriers that place a high cost on the abandonment of a market are called ________.
A)table stakes
B)entry barriers
C)exit barriers
D)proprietary barriers
There are four key roles in which middle managers are better positioned to perform
than senior executives. These roles are entrepreneur, psychoanalyst, tightrope walker,
and ________.
A)human relations specialist
B)financial analyst
C)analyzer
D)communicator
Incumbents who pursue a ________ strategy aggressively often succeed in short
circuiting the moves of new entrants before they make them.
A)containment
B)absorption
C)neutralization
D)shaping
The usefulness of a matrix structure increases when ________.
A) the pressures facing a firm are predictable
B) high degrees of control are required
C) there is little coordination of resources necessary
D) resource sharing is unnecessary
A dimension of cultural differences that pertains to the extent to which individuals
accept the existence of inequalities between subordinates and superiors within a
hierarchical structure is called ________.
A)power distance
B)uncertainty avoidance
C)masculinity or predominant values
D)long- or short-term orientation
For many firms, ________ alliance partners is one of the primary objectives of entering
an alliance.
A)negotiating with
B)learning from
C)having relationships with
D)competition with
A partnership in which two or more firms combine resources and capabilities with the
goal of creating mutual competitive advantage is referred as a(n) ________.
A)strategic alliance
B)competitive alliance
C)strategic partnering
D)competitive comarketing
Stock ownership guidelines are usually grouped into two types: traditional programs
and ________.
A) retention programs
B) incentive programs
C) bonus programs
D) stock programs
What is co-opetition? What purpose does it serve?
What is the winner’s curse?
Why is learning important to the success of a firm’s international strategy?
What are alliances?
What is corporate governance?
Given the complexity and risks, what are some reasons why a company would consider
expanding internationally?
What are goals and objectives?
How has the Sarbanes-Oxley Act impacted publicly held companies in the United
States?
What are the three main causes of internal organizational failure?