Which of the following statements is true concerning clusters?

The desire to build or upgrade a core competency is one reason why entrepreneurial and other fast-growing firms often tend to locate close to their competitors

Clusters are geographically dispersed companies operating within the same industry

The United States does not have any clusters; they are all located in Europe

According to Porter, clusters provide barriers to the access of employees, suppliers, and specialized information

Employees from competitive firms in a cluster are not permitted to socialize with one another

is more valuable and more likely to lead to a sustainable competitive knowledge than because it is much harder for competitors to imitate.

Tacit knowledge; explicit knowledge

Explicit knowledge; marketing knowledge

Imitable knowledge; explicit knowledge

Transferable knowledge; tacit knowledge

Durable knowledge; tacit knowledge

With respect to imitation in the VRIO framework, how is transparency different from transferability?

Transparency is the speed with which other firms can understand the relationship of resources and capabilities supporting a successful firm's strategy; transferability is the ability of competitors to gather and use the resources and capabilities necessary to support a competitive challenge.

Transparency is the ease with which competitors acquire similar resources; transferability is the clarity of a firm's strategy.

Transparency is competitors' ability to use duplicated resources to imitate success; transferability is the speed of understanding relationships.

Transparency and transferability are identical in the VRIO framework.

The business model used by Gillette in selling razors and razor blades is the

multicomponent system/installed base model.

The second step in value chain analysis is to

examine the "linkages" within each product's value chain.

identify the legal ramifications and responsibilities of their product or service.

confirm that all variables have been included and taken into consideration.

ensure that quality management is adequately addressed.

examine the potential synergies among the corporation's product or business units.

Which of the following best describes a simple structure?

This is most appropriate for small, entrepreneur-dominated companies with one or two product lines that operate in a small niche market, with employees acting as jacks-of-all trades.

Work is divided into subunits on the basis of such functions as manufacturing, marketing, finance, and human resources.

This is most appropriate for large corporations with many product lines in several related industries, with employees acting as functional specialists attempting to gain synergy among divisional activities.

Employees have two or more superiors, a project manager and a functional manager.

This is most appropriate for large corporations with many product lines in several unrelated industries, with employees acting as functional specialists but with no attempt at gaining synergy among the divisions.

Which one of the following best describes a conglomerate structure?

This is appropriate for a large corporation with many product lines in several unrelated industries.

Work is divided into subunits on the basis of such functions as manufacturing, marketing, finance, and human resources.

This is most appropriate for large corporations with many product lines in several related industries, with employees acting as functional specialists attempting to gain synergy among divisional activities.

This is most appropriate for small, entrepreneur-dominated companies with one or two product lines that operate in a small niche market, with employees acting as jack-of-all trades.

Employees have two or more superiors, a project manager and a functional manager.

What is the relationship between structure and strategy?

Structure and strategy are unrelated.

Structure always precedes any strategic decision.

Strategy must be changed to fit the existing structure in all cases.

What are the two distinct attributes of corporate culture?

Differentiation and integration

Concern for people and concern for task

Amount of complexity and tolerance of change

Which of the following is a function of corporate culture?

It conveys a sense of identity for employees.

It encourages a laissez faire set of attitudes.

It encourages flexibility and thus constant change.

It generates creative approaches to new situations.

It focuses employee commitment on their careers.

Which of the following is not a function of corporate culture?

It keeps people guessing about what to do next.

It conveys a sense of identity for employees.

It adds to the stability of the organization as a social system.

It helps generate employee commitment to something greater than themselves.

It serves as a frame of reference for employees to use as a guide for appropriate behavior.

Which of the following statements is not true concerning a corporate reputation?

Research shows no positive relationship between corporate reputation and financial performance.

It is a widely held perception of a company by the general public.

A good corporate reputation can be a strategic resource.

There is a positive relationship between corporate reputation and financial performance.

Reputation tends to be long lasting and hard for others to duplicate.

Which of the following is not a responsibility of a research and development manager?

Taking the design and operationalizing the plan into mass production.

Choosing among alternative new technologies to use within the organization.

Developing methods of embodying the new technology in new products and processes.

Deploying resources so that the new technology can be successfully implemented.

Suggesting and implementing a company's technological strategy in light of its corporate objectives and policies.

The process of taking a new technology from the laboratory to the marketplace is called

economies of scope versus operating leverage.

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Authored by Anh Đức

Business

University

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MULTIPLE CHOICE QUESTION

30 sec • 1 pt

Which of the following is an example of an intangible resource?

Land

Building

Furniture

Reputation

Truck

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

Which of the following is not one of the four question areas Barney proposes in his VRIO framework used to evaluate a firm's competencies?

Organization

Durability

Rareness

Valuable

Imitability

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

With regard to a competency, when a company determines that only one other competitor or preferably no competitors possess it, Barney refers to this issue as

Value

Rareness

Imitability

Organization

Durability

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

According to Barney's VRIO framework, the firm's exploitation of a competency pertains to

Value

Rareness

Imitability

Organization

Durability

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

An organization's ability to exploit its resources is referred to as its

Business expertise

Capabilities

Core competencies

Critical success factors

Key performance factors

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

Avon Products' expertise in door-to-door selling is an example of

Resources

Distinctive competencies

Core competencies

Critical success factors

Key performance factors

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

When a company's unique resources and/or core competencies are superior to those of competitors, these are known as

Resources

Distinctive competencies

Core competencies

Critical success factors

Key performance factors

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c555555555555

Which of the following is an example of an intangible resource?

Which of the following is not one of the four question areas Barney proposes in his VRIO framework used to evaluate a firm's competencies?

With regard to a competency, when a company determines that only one other competitor or preferably no competitors possess it, Barney refers to this issue as

According to Barney's VRIO framework, the firm's exploitation of a competency pertains to

An organization's ability to exploit its resources is referred to as its

Avon Products' expertise in door-to-door selling is an example of

When a company's unique resources and/or core competencies are superior to those of competitors, these are known as

Which of the following statements is true concerning clusters?

A winemaker in Chile finds it difficult to duplicate a Napa Valley winery's key resource of talent. This is an example of

The rate at which others can duplicate or effectively substitute a firm's underlying resources, capabilities, or core competencies is called

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