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Strategic Management Of Technological Innovation 3rd Edition Schilling Test Bank instant download all chapter
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Strategic Management and Business Policy Globalization
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Chapter 06
Defining the Organization’s Strategic Direction
True/False
Answer: True
Difficulty: Moderate
Page: 113
2. When using the five-force model to assess industry attractiveness, the analysis is
focused at the firm level, treating all competitors as unique, and its objective is to
ascertain whether the firm can survive within the industry.
Answer: False
Difficulty: Moderate
Page: 114
Answer: True
Difficulty: Moderate
Page: 115
4. Since the commercial aircraft industry is oligopolistic, one would expect the rivalry to
be modest to low.
Answer: False
Difficulty: Moderate
Page: 115
5. A firm’s intellectual property can act as an entry barrier for other firms.
Answer: True
Difficulty: Easy
Page: 116
6. Firms may utilize the capabilities of other firms in order to overcome certain entry
barriers.
Answer: True
Difficulty: Moderate
6-1
Page: 116
7. The Saturday Evening Post bought the paper mills that supplied the paper for printing
the magazine. This is an example of horizontal integration.
Answer: False
Difficulty: Moderate
Page: 116
8. A music downloading software and an MP3 player are substitutes for one another.
Answer: False
Difficulty: Moderate
Page: 117
9. Ammunition can be considered a complement for the companies who make firearms.
Answer: True
Difficulty: Easy
Page: 117
Answer: False
Difficulty: Easy
Page: 117
11. A stakeholder analysis emphasizes the stakeholder management issues the firm ought
to attend to due to their ethical or moral implications.
Answer: False
Difficulty: Easy
Page: 117
12. According to Porter’s value chain model, firm infrastructure is a primary activity.
Answer: False
Difficulty: Moderate
Page: 118
13. Kingsize Burgers says it will develop a core competence in good tasting French fries.
This is a core competency that is unlikely to give the company a sustainable competitive
advantage.
Answer: True
6-2
Difficulty: Easy
Page: 119
14. The Friedman Clinic in Switzerland is said to have the best cosmetic surgeon in the
world for rhinoplasty, so many people travel from all over the world for this service. This
is a core competency of the clinic that can easily be copied.
Answer: False
Difficulty: Easy
Page: 122
15. The Zippo Company has identified 30 capabilities so it now knows its core
competencies.
Answer: False
Difficulty: Hard
Page: 124
16. Organizational aptitude refers to those abilities that make a firm more agile and
responsive to change.
Answer: False
Difficulty: Moderate
Page: 124
17. The Adamus Corporation was the maker of the best metal pole for pole vaulters. It
hired metallurgists and encouraged the study of metals within the company. When
fiberglass poles hit the market and Adamus sales plummeted, it realized it suffered due to
core rigidities.
Answer: True
Difficulty: Moderate
Page: 124
Answer: False
Difficulty: Easy
Page: 127
Answer: False
Difficulty: Moderate
6-3
Page: 128
20. The goal of reducing employee accidents by 5% would reflect the innovation and
learning perspective of the balanced scorecard.
Answer: False
Difficulty: Easy
Page: 128
6-4
Multiple Choice
21. Pine Street Knitting Mill was not making a profit on its textile lines, but was reluctant
to withdraw from textile manufacturing because it had so many sewing machines and
workers who knew how to use them. Pine Street was suffering from
a. creeping obsolescence.
b. exit barriers.
c. sentimental proclivity.
d. attitudinal cohesiveness.
Answer: b
Difficulty: Easy
Page: 116
22. Many people dream of opening their own restaurant someday and restaurant supply
houses provide easy financing for equipment. This is one of the reasons why the _____ in
this industry is so high.
a. failure rate
b. exit barrier
c. threat of entry
d. technological breakthrough
Answer: c
Difficulty: Moderate
Page: 116
23. Other things being equal, the more suppliers there are providing similar supplies to a
particular industry,
a. the less powerful those suppliers will be.
b. the more powerful those suppliers will be.
c. the more competitors there will be in the industry.
d. the less powerful buyers will be.
Answer: a
Difficulty: Easy
Page: 116
24. Other things being equal, if a buyer can threaten to vertically integrate backwards,
this will
a. decrease the buyers bargaining power.
b. increase the buyers bargaining power.
c. have no effect on the buyers bargaining power.
d. lower the threat of entry into the industry.
Answer: b
Difficulty: Easy
6-5
Page: 116
25. Dr. Stone wanted to get a good deal on a laser which would help him in providing
sight-correcting surgeries. He soon found out that prices were not very negotiable. This
might be due to the fact that
a. the bargaining power of suppliers is high because there are so few of them.
b. the industry is heavily regulated by the government.
c. supply exceeds demand.
d. laser manufacturing companies are not allowed to discount their products.
Answer: a
Difficulty: Moderate
Page: 116
26. For several years, Mountain Home University had used IBM computers. Recently,
Apple Computers offered them a better machine at lower a price for one of the
University’s labs; however Mountain Home did not buy them because the _____ costs
were too high.
a. transactional
b. opportunity
c. marginal
d. switching
Answer: d
Difficulty: Moderate
Page: 116
27. When the Arizona grocery store chain, Smitty’s, told Associated Grocers (AG) to
give them a bigger price discount or they would open their own warehouse and
distribution center, AG listened because Smitty’s was a big customer. This is an example
of the
a. bargaining power of buyers.
b. bargaining power of sellers.
c. threat of substitutes.
d. technological substitution.
Answer: a
Difficulty: Easy
Page: 117
28. Mountain Home University realized that due to the “war on terrorism” some potential
students were joining the military while others were choosing technical training. It could
be said that the military and technical training were _____.
a. opposites.
b. imitations.
c. substitutes.
6-6
d. complements.
Answer: c
Difficulty: Moderate
Page: 117
29. Which of the following would describe a primary activity according to Michael
Porter’s model of the value chain?
a. The human resource activities of Wal-Mart
b. A Wal-Mart advertising campaign
c. The accounting function at Wal-Mart
d. The development of new scanning equipment at Wal-Mart
Answer: b
Difficulty: Hard
Page: 118
30. Which of the following strengths would competitors least likely be able to copy?
a. Mountain Home University begins an evening program for adults in which students
take one class two nights per week for one month.
b. Measurement Systems comes out with a blood sugar monitoring device that works
with an insulin pump that diabetics already use.
c. Kingdom Investments’ chief stock analyst has been able to provide investors with a
20% return on investment for the last 10 years.
d. Choice Brands introduces a new cereal with dried fruit.
Answer: c
Difficulty: Moderate
Page: 121
Answer: a
Difficulty: Hard
Page: 121
32. The teamwork of the Super Bowl champions in the National Football League is an
example of a(n) _____ resource.
a. imitable
b. socially complex
c. causally ambiguous
6-7
d. durable
Answer: b
Difficulty: Moderate
Page: 121
Answer: a
Difficulty: Moderate
Page: 121-122
34. Xerox is noted for the quality of its copy machines and service. This can be
considered as Xerox’s
a. strategic intent.
b. core competency.
c. core rigidity.
d. external opportunity.
Answer: b
Difficulty: Easy
Page: 122
35. Honda’s core competencies lie in manufacturing and innovation which it has used to
create its world renowned engines. These engines are also used in Honda’s portable
generators, lawn mowers, motorcycles, automobiles, and several other products.
According to the comparison made by Prahalad and Hamel, Honda’s portable generators
are
a. the fruits.
b. the trunk of the tree.
c. the branches.
d. the roots.
Answer: a
Difficulty: Hard
Page: 122-123
6-8
a. figure out what it does.
b. change strategic directions.
c. identify its core competencies.
d. discover its threats and opportunities.
Answer: c
Difficulty: Moderate
Page: 123-124
37. Pacer Corporation had formed a steering committee that had gathered a list of
capabilities within the company. The list was analyzed and candidates’ core
competencies were identified. Next, Pacer should
a. communicate these competencies throughout the company to engender loyalty to them.
b. test the candidates’ core competencies with the Prahalad and Hamel criteria.
c. align its strategy in accordance with this list.
d. ask the entire company to vote on the list.
Answer: b
Difficulty: Moderate
Page: 123-124
38. Apex Corporation supplies hospitals with software to track insurance claims. Since
insurance regulations and policies are always changing, Apex needs to have the ability to
be agile and responsive to change. In other words it needs
a. dynamic capabilities.
b. shifting competencies.
c. respondent capability.
d. floating capabilities.
Answer: a
Difficulty: Easy
Page: 124
39. When Western Franchise Services announced is plans to go international in the next
15 years, it was expressing its
a. core competence.
b. future business model.
c. strategic intent.
d. core capability.
Answer: c
Difficulty: Easy
Page: 125
40. When Poduck Memorial Hospital changed its name to Poduck Regional Medical
Center, it also unveiled a plan to build a medical tower doubling its physical facilities by
6-9
100% within the next 10 years. It announced that its goal was to not only serve Exeter
County, but the entire region including the 5 contiguous counties. This is an expression of
a. progressive competitiveness.
b. strategic intent.
c. core competencies.
d. alliance building.
Answer: b
Difficulty: Easy
Page: 125
41. Mountain Home University has announced a plan to begin offering more graduate
programs and off-site classes in nearby cities in order to become the largest provider of
such programs in the region. This is their strategic intent. What should the university do
next?
a. Identify resources and capabilities to make this happen.
b. Petition government agencies for permission to spread beyond its traditional markets.
c. Reduce on-campus and undergraduate enrollments to divert resources to this new
strategic initiative.
d. Hire a new vice-president to head up the new effort.
Answer: a
Difficulty: Easy
Page: 126
Answer: c
Difficulty: Hard
Page: 127
43. Go Systems set a goal to double its corporate value in seven years. This is a goal from
the_____ perspective of the balanced scorecard.
a. operational
b. financial
c. technical
d. internal
Answer: b
Difficulty: Easy
Page: 127
6-10
44. The Food Baskets grocery chain set a goal to reduce their stock out rates by 20
percent. This is a goal according to the _____ perspective of the balanced scorecard.
a. internal
b. logistics
c. operational
d. learning
Answer: a
Difficulty: Easy
Page: 128
45. Which of the following goals best represents the business process perspective of the
balanced scorecard?
a. Improve customer loyalty by 50%
b. Develop five new products
c. Double net worth
d. Reduce excess inventory
Answer: d
Difficulty: Moderate
Page: 128
46. Which of the following goals best represents the learning perspective of the balanced
scorecard?
a. Improve customer loyalty by 50%
b. Improve new product development
c. Double net worth
d. Reduce excess inventory
Answer: b
Difficulty: Moderate
Page: 128
6-11
Essay
47. Even though many aerospace manufacturing firms are very profitable, there are very
few upcoming firms. Explain the reason for using at least one force from Porter’s Model.
Answer: The important factor from Porter’s Five-Force Model is the threat of potential
entrants. This threat is relatively low because of the entry barriers. The cost of starting an
aerospace company is high and the existing companies are well-established. These
companies are large, have the contacts, personnel, and skills necessary to meet the market
demand, making it almost impossible for a new company to compete with them. Hence
the threat of potential entrants remains low.
Difficulty: Easy
Page: 116
48. Recently, three cell phone companies announced the addition of a nationwide
“walkie-talkie” service to supplement their regular cell phone service. Will this be a
sustainable competitive advantage? Justify your answer.
Answer: This will most likely not be a sustainable competitive advantage. As pointed out
in the text, to be a potential source of sustainable competitive advantage, resources must
be rare, valuable, durable, and inimitable. Since three companies are offering this service
it is obvious that this resource can be imitated and while it may be somewhat rare
initially, it will most likely soon be commonplace. This does not mean that the cell phone
companies should not offer this service, however. To do so would only make them fall
behind the competition.
Difficulty: Moderate
Page: 119
49. Explain why Prahalad and Hamel compare core competencies to roots.
Answer: They see core products as coming from core competencies in the way that trees
are dependent on strong and sound roots to grow. From these core products come
business units which are viewed as the branches of the tree. End products are viewed as
the fruits.
Difficulty: Moderate
Page: 122-123
50. Explain the advantages and disadvantages of rewarding and promoting development
of the core competency.
Answer: By rewarding and promoting the development of your core competencies you
can really excel at it and continue to be successful in your industry. After all, the core
competence gives you an advantage over your competition and you should leverage that
6-12
as far as possible. The disadvantage is that it may hinder the development of new
technologies or ideas. If you are preoccupied with just what you currently do well, you
will not look for new and improved ways of doing things. You will be less likely to
identify further improvements and could eventually lose any competitive advantage you
have.
Difficulty: Hard
Page: 124
51. What is the danger of not having a strategic intent? In your answer assume you are a
hospital in a city with a population of 30,000 people, located about 50 miles away from a
large city.
Answer: Without a strategic intent, the hospital will fail to recognize future market needs
and will only try to maintain its current market position. Most likely hospitals from the
larger city will try to become more regional in nature by opening satellite centers in the
county where the local hospital is located. They will also adopt the latest medical
technology. Local physicians may start sending patients to the larger hospitals as the
hospital will not be able to provide the best medical treatment to its patients. Employees
will complain about having out of date technology and of losing patients to larger
hospitals. This lower morale will adversely affect turnover. The local community will
probably also become disgruntled.
Difficulty: Moderate
Page: 125-126
6-13
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