38.
Which of the following is generally NOT among the common practices that companies use to staff jobs
with talented people, particularly if intellectual capital greatly aids good strategy execution?
39.
In companies where intellectual capital is crucial to good strategy execution, which of the following is
generally NOT among the practices companies use to establish a talented knowledge base?
40.
The implementation process is likely to be hampered by missed deadlines, misdirected efforts, and
managerial ineptness if
41.
Who is most likely to have strong strategy implementation capabilities?
42.
It is ideal for key management slots to be filled from outside
43.
Good strategy execution requires which of the following?
44.
A dynamic capability is the
45.
The most common approaches to capability building include all of the following, EXCEPT
46.
Which one of the following is NOT a means of building and strengthening competitively valuable
resources and capabilities?
47.
Which of the following is TRUE of the capability building process?
48.
Core competencies and competitive capabilities are usually
49.
The traits of the capability building process involve all of the following EXCEPT
50.
Which of the following statements about developing organizational competencies and capabilities is
FALSE?
51.
Which of the following is NOT one of the traits of core competencies and/or competitive capabilities?
52.
Firms generally leverage the expertise of their talent pool in building capabilities by
53.
Managerial actions to develop core competencies and competitive capabilities internally generally take
one of two forms. What are they?
54.
Which of the following statements is NOT accurate with respect to building a company’s competencies
and capabilities?
55.
Sometimes a company can short-circuit the task of building an organizational capability in-house by
56.
What is the advantage of acquiring capabilities through merger and acquisition?
57.
When are capabilities-motivated acquisitions essential?
58.
In which one of the following instances is the training and retraining of employees likely to make the
LEAST important contribution to good strategy execution?
59.
The strategic importance of deliberately trying to develop organizational competencies and capabilities
is
60.
Accessing capabilities through an external source can be accomplished through all of these EXCEPT
61.
When it is difficult or impossible to out-strategize rivals (beat them with a superior strategy), the other
main avenue to competitive advantage is to
62.
Superior strategy execution capabilities are
63.
What is the rule for organizing the work effort to support good strategy execution?
64.
Organizing a company’s work effort to promote successful strategy execution involves
65.
If management is to match a company’s organization structure to its strategy in an effective way, then it
is essential
66.
Which of the following is NOT part of organizing the work effort in ways that promote successful
strategy execution?
67.
Outsourcing value chain activities has such strategy executing advantages as
68.
When a company uses outsourcing to zero in on even better performance of those truly strategy–critical
activities where its expertise is most needed, then it may also be able to
69.
Which of the following is NOT a reason why companies might use outsourcing to improve performance
of strategy-critical activities?
70.
Critics of companies that use outsourcing contend that shifting responsibility for performing value chain
activities to outside specialists
71.
Which of the following statements about outsourcing the performance of value chain activities to
outside specialists is FALSE?
72.
A firm’s organizational structure is comprised of
73.
Companies engaged in a single line of business most commonly utilize an organizational structure that
can be:
74.
In order to coordinate and control the complex set of activities, managers must ensure