Accounting
Anthropology
Archaeology
Art History
Banking
Biology & Life Science
Business
Business Communication
Business Development
Business Ethics
Business Law
Chemistry
Communication
Computer Science
Counseling
Criminal Law
Curriculum & Instruction
Design
Earth Science
Economic
Education
Engineering
Finance
History & Theory
Humanities
Human Resource
International Business
Investments & Securities
Journalism
Law
Management
Marketing
Medicine
Medicine & Health Science
Nursing
Philosophy
Physic
Psychology
Real Estate
Science
Social Science
Sociology
Special Education
Speech
Visual Arts
Question
Which of the following is TRUE?
a. Organizations tend to change structure too frequently, which erodes their competitive advantage.
b. Large organizations can retain a simple structure as long as they have a focus strategy.
c. Flexibility in structure is more important than stability.
d. Strategy has a more important influence on structure than structure has on strategy.
Answer
This answer is hidden. It contains 1 characters.
Related questions
Q:
For 15 years, Edward was a compensation specialist at a mid-sized firm. He was laid off when the firm experienced financial setbacks. Edward has decided to open his own business as a compensation consultant to small firms. He can expect that his main source of human capital will be a bank line of credit.
a. True
b. False
Q:
The Renault Nissan alliance (Chapter 9 Mini Case) is an example of a _______ created to gain economies of scope by sharing resources and capabilities.
a. diversifying strategic alliance
b. vertical complementary alliance
c. synergistic strategic alliance
d. nonequity-based horizontal complementary alliance
Q:
To increase the likelihood of success between partners assuming that trust exists, ____ approach(es) should be used to manage cooperative strategies.
a. the cost minimization
b. the opportunity maximization
c. both the cost minimization and opportunity maximization
d. None of the these options are correct.
Q:
Reduction of competition can be accomplished through all of the following EXCEPT:
a. predatory alliances.
b. explicit collusion.
c. tacit collusion.
d. mutual forbearance.
Q:
Research in the airline industry suggests that tacit collusion reduces service quality and on-time performance.
a. True
b. False
Q:
Nonequity strategic alliances are formed when one partner owns a much larger (or inequitable) share of the joint venture than do the remaining partner(s).
a. True
b. False
Q:
Acquisitions are the most common cooperative strategy used in standard-cycle markets.
a. True
b. False
Q:
A cost leadership strategy targets the industry's ____ customers.
a. most typical
b. poorest
c. least educated
d. most frugal
Q:
Before the firm decides what products to offer and what benefits and features they will have, the firm must decide all the following questions EXCEPT:
a. who the firm should serve.
b. when the customer's needs should be satisfied.
c. what needs the firm should satisfy.
d. what core competencies are needed to satisfy customer needs.
Q:
At Southwest Airlines, the complex interrelationship between its culture and human capital adds value for customers in ways that other airlines cannot, such as jokes on flights by flight attendants and cooperation between gate personnel and pilots.
a. True
b. False
Q:
Capabilities of an organization emerge spontaneously through the interaction of tangible and intangible resources.
a. True
b. False
Q:
Valuable capabilities allow the firm to exploit strengths or neutralize weaknesses in the internal environment.
a. True
b. False
Q:
The new abrasive, Cubitron II, was developed through cooperative relationships among 3M business units. As such, Cubitron II is an example of:
a. the use of autonomous strategic behavior.
b. the use of induced strategic behavior.
c. development of novel innovations.
d. innovation through acquisitions.
Q:
Entrepreneurship is the process by which individuals or groups identify and pursue ____ without being immediately constrained by the ____ they currently control.
a. opportunities; resources
b. opportunities; core competencies
c. threats; resources
d. threats; core competencies
Q:
The use or application of entrepreneurship within an established firm is called:
a. corporate emergence.
b. transformational leadership.
c. exceptional R&D.
d. corporate entrepreneurship.
Q:
Which of the following is true? For firms to be entrepreneurial, they require a culture with:
a. an emphasis on individualism in Western nations and an emphasis on collectivism in Eastern nations.
b. an exceptionally high level of collectivism.
c. a balance of individualism and collectivism.
d. an exceptionally high level of individualism.
Q:
As a process, entrepreneurship results in the "creative destruction" of existing products (goods or services) or methods of producing them and replaces them with new products and production methods.
a. True
b. False
Q:
For firms to be entrepreneurial, they must stress individualism in their employees above all other characteristics.
a. True
b. False
Q:
Acquisitions are a means of extending the company's product line and increasing revenues. The capital market values growth. Therefore, some firms make acquisitions to improve their standing in the capital markets.
a. True
b. False
Q:
An organization engaging in strategic entrepreneurship focuses on identifying opportunities that it can exploit through innovations.
a. True
b. False
Q:
An innovation developed through autonomous strategic behavior will probably take the firm into new markets not addressed by its current strategy.
a. True
b. False
Q:
Discuss the methods an organization can use to facilitate cross-functional integration.
Q:
Define the three types of innovative activity. Which is the most critical activity for U.S. firms?
Q:
Describe the three strategic approaches used to produce and manage innovation: internal corporate venturing, cooperative strategies, and acquisitions.
Q:
New entrepreneurial firms are better than larger established firms at:
a. implementing innovations.
b. gaining competitive advantage.
c. making alliances.
d. identifying entrepreneurial opportunities.
Q:
____ exist(s) when there is a need in the market that can be satisfied by new goods or services.
a. Potentiality
b. Market readiness
c. Entrepreneurial opportunities
d. Critical core competencies
Q:
Regarding partnering in cooperative alliances, entrepreneurial new companies may seek ____ while more established companies may need _____.
a. distribution channels; tacit knowledge
b. deep technological expertise; distribution channels
c. social capital; technical capital
d. investment capital; new technological knowledge
Q:
A cross-functional work team is having difficulties in operating smoothly and friction has developed among some of the members. Many of the strongest complaints are from the representatives of management who complain that the research scientists are disorganized, haphazard, and undisciplined. Managers complain the scientists do not adhere to any fixed rules or procedures. On the other hand, the research scientists complain that the managerial representatives are excessively rule-oriented bureaucrats, and have no flexibility or spontaneity. The main problem with this team seems to be centered around differences in:
a. interpersonal orientation.
b. time orientation.
c. goal orientation.
d. formality of structure.
Q:
A major barrier to the use of cross-functional teams is:
a. excessive individualism of creative people.
b. lack of communication skills of technical people.
c. independent frames of reference of team members.
d. lack of social capital by team members.
Q:
GreenBox, a company that recycles paper products to make cardboard cartons, has introduced a new product that resists damage by moisture. GreenBox can expect that:
a. this innovation will resist competitors' attempts to imitate it.
b. its investors will react positively to the introduction of the new product because of the potential for higher returns.
c. its investors will react negatively because of the risk and cost entailed in introducing a new product.
d. this will be recognized in the industry as a radical innovation.