Practice exams Strategic Management - RUG
- 2108 keer gelezen
The main factor causing the transition from corporate planning to strategic management was the work of Michael Porter and fellow academics at Harvard Business School.
An intended strategy is a set of initial ethical intentions; an emergent strategy comprises actions or changes that emerge from the organization or its environment; and finally, the realized strategy is the set of strategic changes and actions that actually takes place.
If a firm adjusts its strategy to ensure it is consistent with its external environment, it benefits from a:
To survive and prosper over the long run requires a firm to:
The primary justification for the assumption that the primary goal of strategy is to maximize profits over the long term is:
Maximizing enterprise value and maximizing shareholder value are linked because:
In formulating strategies under uncertainty, real option analysis is a valuable strategic tool because:
The level of profit in an industry is determined almost entirely by the value of products to customers.
Niche markets are often highly profitable for incumbents because they can often be dominated by a single firm.
Economies of scale, absolute cost advantages, high capital start-up costs, and lack of access to channels of distribution are all examples of “barriers to entry”.
Given the plethora of external influences, understanding the external environment requires managers to:
If an industry earns a return on capital in excess of its cost of capital:
By modeling the process of interactive decision making by rival firms, game theory can predict the outcome of a range of competitive situations.
The difference between substitute and complementary products may be summarized as follows:
Joseph Schumpeter viewed competition as:
A firm will choose to compete across multiple segments rather than specialize in a single segment if:
The ability of established firms to reconfigure their resources and capabilities around new technologies means that, typically, disruptive technologies are launched by established rather than new firms.
“Organizational capability” and organizational competence” refer to different concepts.
In 1990, C.K. Prahalad and Gary Hamel introduced the concept of “core competence.” Their argument was that:
In exploiting tangible assets, two questions must be addressed:
Enterprise Resource Planning software (such as that supplied by SAP) is unlikely, on its own, to be source of competitive advantage because:
Firms and markets represent the two primary modes of economic organization in the capitalist economy.
In general, “structure follows strategy.”
The most valuable contribution of strategic planning processes to the success of companies is by:
The main factors facilitating the emergence of large industrial enterprises towards the end of the 19th century were:
Corporate culture:
Large divisionalized firms are organized into three levels:
Which of the following product categories offers the greatest potential for differentiation?
During the introduction phase of the industry life cycle, competition is between different technologies and different design configurations.
With the onset of the decline phase of an industry’s development, an industry enters its shake-out period.
The duration of the industry life cycle:
The different stages of the industry life cycles are defined primarily on the basis of:
Being the leader in innovation is usually better than being a follower.
Cooperation with lead users and flexibility are two illustrations of:
Computers, smartphones, search engines, and online dating agencies are examples of industries where the following phenomenon is at work:
CRM stands for Cost Reduction Management
The experience economy refers to a process where firms try to involve their customers emotionally, intellectually, and even spiritually
In mature industries, the most important sources of cost advantage are:
To realize the potential for strategic innovation, managers in mature sectors need to escape from “industry recipes.” J-C Spender concept of an “industry recipe” refers to:
One of the greatest challenges of strategy implementation in mature industries is:
Firms exist in situations where the administrative costs of coordinating economic activity are less than the transactions costs of organizing such activity across markets.
The growth in the size and scope of companies throughout most of the 20th century can be attributed primarily to the increasing transaction cost of markets.
In general, vertical integration compounds risk, because all the integrated stages of the value chain are affected simultaneously
The main cause of downsizing, refocusing, and outsourcing during the latter part of the 20th century were:
When a winery opens a tasting room through which it sells its wine to visitors, this represents a strategy of:
Vertical integration by Zara, the main division and brand of the Spanish clothing firm Inditex, illustrates:
In general, internationalization of an industry results in more competition and lower profitability
For high-tech products, the international fragmentation of the value chain tends to be driven less by cost considerations and more by the availability of sophisticated technical capabilities.
Firms internationalize through two mechanisms:
According to Porter’s “national diamond” analysis, the competitive advantage of Swiss firms in watches, German firms in luxury cars, and Japanese firms in cameras is a result of:
The Dutch-based electrical and consumer electronics multinational, Philips, has transferred the headquarters for several of its global business away from the Netherlands. In terms of Bartlett and Ghoshal’s typology of multinational strategies, this represents a transition from:
The primary motives for diversification during the period 1960-1980 were growth and risk reduction
Diversification decisions by firms involve the following key issues:
When diversification combines two businesses in different industrial sectors, the key determinant of whether the diversification creates value is whether the diversification:
Besides managing the overall corporate portfolio of businesses, corporate management can add value to individual businesses by:
The development of portfolio planning techniques by General Electric at the end of the 1960s was in response to GE’s problems of:
The basic purpose of the “Ashridge portfolio display” is to:
The choice between strategic planning and financial control as a corporate management style for a particular company depends upon:
Corporate governance is:
Mergers and acquisitions represent paradoxes in the sense that:
Acquisition is the preferred mode of diversification for most firms because:
The main reason that a strategic alliance are often an attractive alternative to a merger or acquisition is:
According to systems theory, high levels of interconnectedness can lead to:
The need for “social legitimacy” implies that businesses should:
Organizational identity refers to:
According to Mintzberg (2.4 Decision-making: It's not what you think), which decision-making approach is associated with organizational behavior, Karl Weick, and the following process: enactment => selection => retention ?
Which approach claims that powerful people with the firm prevent learning in order to maintain their own power base?
In the context of efficient production and plant size, indivisibility means that:
In Prospect theory, the relationship between outcomes and the value of those outcomes is drawn as:
In the Turnbell report, which type of risk is associated with the following issues: loss of key people, succession problems and reputation damage?
Which of Porter’s generic strategies is associated with a narrow market scope and commodity products?
Which of the following is not true about strategic groups?
According to Mintzberg (Decision-making: It's not what you think), which decision-making approach is most appropriate when many elements have to be combined into creative solutions, commitment on those solutions is key, and communication across boundaries is essential?
Which of the following is the most effective way to transfer tacit knowledge to new workers?
Which organizational structure enables business managers to maximize economies of specialization, by allowing them to focus on their products and markets,.....read more
Which characteristics describe monopolistic or imperfect competition?
Some to vary few firms, high differentiation of products
Some to vary few firms, low differentiation of products
Many firms, no differentiation of products
Many firms, some differentiation of products
According to the lectures, which of the following best describes the relationship between Porter’s Five Forces analysis and the PEST analysis?
A PEST analysis focuses on process issues while a Five Forces analysis focuses on content issues.
A Five Forces analysis describes the industry (i.e., the micro-economic environment) that the firm is in, while a PEST describes the broader (macro-economic) environment that the industry is in
A Five Forces analysis describes the external environment, while PEST analysis describes the internal environment of the firm
The findings from a Five Forces analysis provide the input (the data) for a PEST analysis
According to the lecture on organizational learning, which term refers to key individuals or interest groups using their power to prevent change and maintain the status quo?
Co-evolutionism
Institutionalism
Neo-institutionalism
Isomorphism
What strategic options in decision-making are available to organizations that have a low knowledge of new markets, but have high capabilities?
No options
Trade options
Bounded options
Full set of options
Imagine an SBU within a corporate portfolio that has the second largest market share in a mature market. According to the lecture on the BCG-matrix, this SBU would be a:
Dog
Questionmark
Cash cow
Star
Henderson and Clark (1990) review two kinds of dynamic processes in modular systems: modular innovation and architectural innovation. Which statement(s) is (are) true?
I Modular innovation retains the architecture of the network, including its joints, but modifies the modules. The changes occur in innovations and improvements of the modular components.
II In architectural innovation, the modules are largely unchanged, but the architecture that connects them (the jointing system) is changed. The speed of innovation can be fast, as a key part of the system, the modular structure, is retained. New joints between these modules are installed.
Only statement I is true
Only statement II is true
Both statements are true
Both statements are false
Which statement(s) is (are) true with regard to decision-making?
I Planning facilitates decision makers in analyzing and codifying what appear initially as complex problems. Planning processes help decision makers identify key performance indicators by which.....read more
Michael Porter argued that when analyzing opportunities and threats, managers should pay particular attention to five forces that are the major threats that an organization will encounter. Which of the following forces would be affected by your customers' loyalty to your products?
The level of rivalry among organizations in an industry
The potential for entry into an industry
The power of suppliers
Substitute products
Which of the following best describes the concept of the learning curve?
Time-to-market decreases as a function of the number of innovations developed.
Technical performance increases in an S-shaped curve as a function of effort.
The ability to learn is normally distributed across firms (i.e., a bell-shaped curve).
Cost per unit drops as a function of the cumulative output (total number of units produced).
The competition among firms in the same strategic group will be ________ between firms belonging to different strategic groups even if they sell similar products or services.
similar in intensity to that
more intense than that
less intense than that
variable in intensity than that
An independent group of suppliers, such as farmers, gather to form a cooperative in order to sell their products to buyers directly, replacing their previous distributor. This is an example of
forward integration.
backward integration.
threat of substitute products.
threat of entry.
Which of Porter’s generic strategies is associated with a narrow market scope and commodity products?
Cost focus
Differentiation focus
Cost differentiation
Differentiation
Which of the following is true regarding a differentiation strategy?
A firm selects a unique position on one or more attributes (dimensions) that are important to buyers in general.
A corporation is split into a number of different strategic business units (SBUs).
A single firm develops a broad portfolio of products targeting a number of different markets.
A firm identifies the needs of a specific group of buyers and tailors its strategy to serve that group to the exclusion of other groups.
The term 'stuck in the middle':
means that the firm's cost structure is not low enough to allow it to attractively price its products and that its products are not sufficiently differentiated to create value for its target customer.
indicates that the customers of the firm are willing to pay only a mid-range price for the product.
Which one of Porter’s 5 forces would be most directly affected if an existing firm in that niche threatens to engage
in vertical integration?
Regarding the statement “patents protect innovation better than any other mechanism":
In the material from Lecture 1, Rumelt gives four criteria for evaluating a strategy. Which criterion has to do with
making sure that the strategy does not overwhelm the available resources?
The key insight from the “prisoners’ dilemma” game is:
According to the lecture, in Barney’s approach to the resource-based view, entry barriers can only provide a
sustainable competitive advantage under which condition(s)?
A well-known brand can provide a sustainable competitive advantage because:
Which of the following factors is NOT conducive to vertical integration [p.303] between two adjacent stages of
production?
If an industry earns a return on capital in excess of its cost of capital:
The main factor causing the transition from corporate planning to strategic management was the work of Michael Porter and fellow academics at Harvard Business School.
An intended strategy is a set of initial ethical intentions; an emergent strategy comprises actions or changes that emerge from the organization or its environment; and finally, the realized strategy is the set of strategic changes and actions that actually takes place.
If a firm adjusts its strategy to ensure it is consistent with its external environment, it benefits from a:
To survive and prosper over the long run requires a firm to:
The primary justification for the assumption that the primary goal of strategy is to maximize profits over the long term is:
Maximizing enterprise value and maximizing shareholder value are linked because:
In formulating strategies under uncertainty, real option analysis is a valuable strategic tool because:
The level of profit in an industry is determined almost entirely by the value of products to customers.
Niche markets are often highly profitable for incumbents because they can often be dominated by a single firm.
JoHo can really use your help! Check out the various student jobs here that match your studies, improve your competencies, strengthen your CV and contribute to a more tolerant world
There are several ways to navigate the large amount of summaries, study notes en practice exams on JoHo WorldSupporter.
Do you want to share your summaries with JoHo WorldSupporter and its visitors?
Field of study
Je vertrek voorbereiden of je verzekering afsluiten bij studie, stage of onderzoek in het buitenland
Study or work abroad? check your insurance options with The JoHo Foundation
Add new contribution