The _______ is one in which functional and staff personnel are assigned to both a basic
functional area and to a project or product manager.
A. Functional structure
B. Ambidextrous structure
C. Divisional structure
D. Matrix structure
Professional relationship in contracting for, purchasing and receiving goods and
services represent the claim of which of these stakeholders vis-à-vis the firm?
A. Local communities
B. Customers
C. Suppliers
D. Creditors
The adaptive mode refers to
A. Strategic formality associated with the large firms that operate under a
comprehensive, formal planning system
B. Strategic formality associated with medium-sized firms that emphasize the
incremental modification of existing competitive approaches
C. Strategic formality associated with global firms that emphasize cultural value
systems
D. Informal, intuitive and limited approach to strategic management with
owner-manager of smaller firms
Which of the following factors is considered in determining a business’s strength for the
industry attractiveness-business strength matrix?
A. Threat of substitute products
B. Economic factors
C. Sociopolitical considerations
D. Response time
The ___________ according to Bartlett and Ghoshal involves decisions about
opportunities to pursue and resource deployment.
A. Entrepreneurial process
B. Integration process
C. Innovation process
D. Renewal process
All of these are broad trends that are driving businesses to adopt CSR frameworks
EXCEPT:
A. The resurgence of environmentalism
B. Increasing buyer power
C. The globalization of business
D. The technological developments
The advantages and disadvantages of the ________ are very similar to those of
divisional structures.
A. Simple business structure
B. Strategic business unit
C. Matrix organizational structure
D. Functional structure
Team members in a product-team structure are:
A. Assigned on a temporary basis
B. Assigned to very broad tasks within a division
C. Assigned on a permanent basis
D. Managed increasingly compared to a matrix structure
______ is an organization structured around the idea of sharing knowledge, seeking
knowledge and creating opportunities to create new knowledge.
A. A global company
B. A learning organization
C. An ambidextrous organization
D. A modular organization
American firms often adopt a ______ orientation for pursuing strategies in Europe.
A. polycentric
B. regiocentric
C. geocentric
D. ethnocentric
Which of the following is NOT one of the RBV guidelines?
A. Resources are more valuable when they are critical to being able to meet a
customer’s need better than other alternatives
B. Resources are more valuable when they are non-durable
C. Resources are most valuable when they are scarce
D. Resources are most valuable when they drive a key portion of overall profits
________ theoretically reward(s) the actions of people within an organization.
A. Development
B. Compensation
C. Policies
D. Action plans
Which of the following is NOT an example of an isolating mechanism?
A. Physically unique resources
B. Capital ambiguity
C. Path-dependent resources
D. Economic deterrence
_______ become the basis for a lasting competitive advantage.
A. Intangible opportunities
B. Distinctive competencies
C. All capabilities
D. All competencies
Focus strategies in fragmented industries can be pursued through:
A. A wide range of services to a single market area
B. A narrow range of products
C. Handling broad types of orders from small to very large
D. Serving the customers at a national level
Strategic controls and comprehensive control programs like the _________ bring the
entire management task into focus.
A. Capital budgeting
B. Balanced scorecard
C. Financial budgeting
D. Sales budgeting
In the middle of the decision-making hierarchy is the _____ level.
A. Corporate
B. Functional
C. Business
D. Strategic
In which of these orientations are we likely to see hierarchical product divisions?
A. Polycentric
B. Ethnocentric
C. Geocentric
D. Regioentric
Linking skills, knowledge and resources across units in the middle-management level
demonstrates the:
A. Renewal process
B. Integration process
C. Entrepreneurial process
D. Innovation process
Which of the following is NOT a level in the decision-making hierarchy of a firm?
A. Business
B. Corporate
C. Operative
D. Functional
Which of the following is NOT one of the basic types of strategic control?
A. Premise control
B. Performance control
C. Special alert control
D. Implementation control
Businesses in fragmented industries can compete using all of these strategies EXCEPT
A. “Formula” facilities
B. Tightly managed decentralization
C. “Harvesting” the business
D. Specialization
Which of the following is typically not a question asked by managers who are
responsible for the success of their strategy?
A. Are we moving in the proper direction?
B. Are key things falling in place?
C. Is our portfolio balanced?
D. How are we performing?
Larger firms often establish an objective by which to gauge their comparative ability for
growth and profitability. This is often stated in terms of:
A. Competitive product line
B. Competitive position
C. Product innovation
D. Competitive edge
(p. 139-140) Strategic management planning must be global for six reasons. One of
them is:
A. The increased cope of the global management task
B. Decreased globalization of firms
C. Increase in global monopolies
D. Slowing technology
In considering the competition’s profile, a firm would NOT be concerned with which of
the following?
A. Market share and breadth of product line
B. Facility location and production capacity
C. Financial position and caliber of personnel
D. Salary of the chief executive and board of directors
__________ is an idea factor involving things dreamed up in the head with little
reference to the outside world.
A. Internal following
B. Mental inventions
C. Solution spotting
D. Random events
_______ have justifiable reasons for expecting (and often demanding) that the firm
satisfy their claims in a responsible manner. A. Board
B. Institutions
C. Stakeholders
D. Top management
Which of the following is NOT a problem resulting from agency?
A. Executive attempt to diversify their corporate risk
B. Executives avoid risks
C. Executives pursue growth in company earnings rather than size
D. Executives act to protect their status
_________ is money provided to a business venture that entitles the provider to rights
or ownership in the venture and which is not expected to be repaid.
A. Restricted stock
B. Debt financing
C. External financing
D. Equity financing
A major driver of ______ innovation in many companies the last several years has
come from programs aimed at continuous improvement, cost reduction, and quality
management.
A. Breakthrough
B. Disruptive
C. Incremental
D. Inventive