Question 1

Established organizations have a difficult time adapting to a rapidly changing environment because:

Accepted Answer

A)  they don't--that's not a true statement. 
B)  of heavy investment in plant and equipment and an established viewpoint of leadership that has been successful. 
C)  when the environment changes, no one could predict that the changes will affect them. 
D)  leadership could change, but does not want to change. 
A)  they don't--that's not a true statement. 
B)  of heavy investment in plant and equipment and an established viewpoint of leadership that has been successful. 
C)  when the environment changes, no one could predict that the changes will affect them. 
D)  leadership could change, but does not want to change.

Question 2

The ____ is composed of norms and values from stakeholders.

Accepted Answer

A)  institutional environment 
B)  population ecology 
C)  organizational ecosystem 
D)  institutional isomorphism 
A)  institutional environment 
B)  population ecology 
C)  organizational ecosystem 
D)  institutional isomorphism

Question 3

In resource dependence theory:

Accepted Answer

A)  a small supplier should count on price competition for locking in accounts. 
B)  a small supplier should lock in a single large company for the bulk of its sales. 
C)  organizations will do whatever is needed to avoid dependence on the environment for reducing uncertainty. 
D)  organizations will set up dependencies when they become more self-reliant. 
A)  a small supplier should count on price competition for locking in accounts. 
B)  a small supplier should lock in a single large company for the bulk of its sales. 
C)  organizations will do whatever is needed to avoid dependence on the environment for reducing uncertainty. 
D)  organizations will set up dependencies when they become more self-reliant.

Question 4

The outcome of mechanisms of mimetic, coercive, or normative forces is that organizations become more heterogeneous to reflect the natural diversity among managers and environments.

Accepted Answer

A) True 
 B)False

Question 5

Organizations around the world are embedded in complex networks of confusing relationships--collaborating in some markets, competing fiercely in others.

Accepted Answer

A) True 
 B)False

Question 6

Which of the following is true about the struggle for existence, a principle underlying the population ecology model?

Accepted Answer

A)  Specialists are able to reallocate resources internally to adapt to a changing environment, whereas generalists are not. 
B)  Generalists are more competitive than specialists in the narrow area in which their domains overlap. 
C)  The toy company Mattel, which markets a broad range of toys, is considered a specialist. 
D)  The struggle is most intense among new organizations, and survival frequencies are related to environmental factors. 
A)  Specialists are able to reallocate resources internally to adapt to a changing environment, whereas generalists are not. 
B)  Generalists are more competitive than specialists in the narrow area in which their domains overlap. 
C)  The toy company Mattel, which markets a broad range of toys, is considered a specialist. 
D)  The struggle is most intense among new organizations, and survival frequencies are related to environmental factors.

Question 7

List the characteristics of the traditional theory of organizational relationships.

Accepted Answer

The traditional theory of organizational

Question 8

____ focuses on organizational diversity and adaptation within a population of organizations.

Accepted Answer

A)  Collaborative networks 
B)  Population ecology 
C)  Interorganizational relationships 
D)  Institutional perspective 
A)  Collaborative networks 
B)  Population ecology 
C)  Interorganizational relationships 
D)  Institutional perspective

Question 9

Normative forces are pressures to change to achieve standards of professionalism and to adopt techniques that are considered by the professional community to be up to date and effective.

Accepted Answer

A) True 
 B)False

Question 10

In the population ecology perspective, generalist and specialist strategies distinguish organizational forms in the struggle for survival.

Accepted Answer

A) True 
 B)False

Question 11

The traditional orientation to interorganizational relationships involved which of the following characteristics?

Accepted Answer

A)  Long-term contracts 
B)  Involved in partner's product design and production 
C)  Legal resolution of conflict 
D)  Electronic linkages to share key information 
A)  Long-term contracts 
B)  Involved in partner's product design and production 
C)  Legal resolution of conflict 
D)  Electronic linkages to share key information

Question 12

In population ecology theory, large dependent companies have power over small suppliers.

Accepted Answer

A) True 
 B)False

Question 13

We have seen, in this country, a history of powerful organizations exploiting the dependence of small companies. Would you anticipate an end to this phenomenon? Why or why not?

Accepted Answer

It is difficult to anticipate an end to

Question 14

An example of mimetic force is:

Accepted Answer

A)  reengineering. 
B)  accounting standards. 
C)  pollution controls. 
D)  consultant training. 
A)  reengineering. 
B)  accounting standards. 
C)  pollution controls. 
D)  consultant training.

Question 15

The third perspective, which examines how new organizations fill niches left open by established organizations and how a rich variety of new organizational forms benefits society, refers to

Accepted Answer

A)  population ecology. 
B)  resource-dependence theory. 
C)  collaborative networks. 
D)  institutionalism. 
A)  population ecology. 
B)  resource-dependence theory. 
C)  collaborative networks. 
D)  institutionalism.

Question 16

Develop your own explanation/theory as to why organizations today find collaboration as important as competition, and why they have a tendency to take on similar characteristics. Would not collaboration be enhanced just as easily with organizations that had different characteristics?

Accepted Answer

Organizations today find collaboration a

Question 17

Does the desire for legitimacy result in organizations being more similar or being more different? Take a position, and defend your position.

Accepted Answer

The desire for legitimacy can result in

Question 18

Most collaborative managers are skilled in handling operations roles, which have traditional vertical authority and are accountable for business results primarily through direct control over people and resources.

Accepted Answer

A) True 
 B)False

Question 19

Collaboration is being practiced as companies join together to become more competitive as a block.

Accepted Answer

A) True 
 B)False

Question 20

In resource-dependence theory, large, independent companies have power over small suppliers.

Accepted Answer

A) True 
 B)False

Established organizations have a difficult time adapting to a rapidly changing environment because:

The ____ is composed of norms and values from stakeholders.

In resource dependence theory:

The outcome of mechanisms of mimetic, coercive, or normative forces is that organizations become more heterogeneous to reflect the natural diversity among managers and environments.

Organizations around the world are embedded in complex networks of confusing relationships--collaborating in some markets, competing fiercely in others.

Which of the following is true about the struggle for existence, a principle underlying the population ecology model?

List the characteristics of the traditional theory of organizational relationships.

____ focuses on organizational diversity and adaptation within a population of organizations.

Normative forces are pressures to change to achieve standards of professionalism and to adopt techniques that are considered by the professional community to be up to date and effective.

In the population ecology perspective, generalist and specialist strategies distinguish organizational forms in the struggle for survival.

The traditional orientation to interorganizational relationships involved which of the following characteristics?

In population ecology theory, large dependent companies have power over small suppliers.

We have seen, in this country, a history of powerful organizations exploiting the dependence of small companies. Would you anticipate an end to this phenomenon? Why or why not?

An example of mimetic force is:

The third perspective, which examines how new organizations fill niches left open by established organizations and how a rich variety of new organizational forms benefits society, refers to

Develop your own explanation/theory as to why organizations today find collaboration as important as competition, and why they have a tendency to take on similar characteristics. Would not collaboration be enhanced just as easily with organizations that had different characteristics?

Does the desire for legitimacy result in organizations being more similar or being more different? Take a position, and defend your position.

Most collaborative managers are skilled in handling operations roles, which have traditional vertical authority and are accountable for business results primarily through direct control over people and resources.

Collaboration is being practiced as companies join together to become more competitive as a block.

In resource-dependence theory, large, independent companies have power over small suppliers.

Organizations and Organization Theory

Strategy, Organization Design, and Effectiveness

Fundamentals of Organization Structure

The External Environment

Designing Organizations for the International Environment

Manufacturing and Service Technologies

Using Information Technology for Control and Coordination

Organization Size, Life Cycle, and Decline

Organizational Culture and Ethical Values

Innovation and Change

Decision Making Processes

Conflict, Power, and Politics

Filters

Exam 5: Interorganizational Relationships

Established organizations have a difficult time adapting to a rapidly changing environment because:

The ____ is composed of norms and values from stakeholders.

In resource dependence theory:

The outcome of mechanisms of mimetic, coercive, or normative forces is that organizations become more heterogeneous to reflect the natural diversity among managers and environments.

Organizations around the world are embedded in complex networks of confusing relationships--collaborating in some markets, competing fiercely in others.

Which of the following is true about the struggle for existence, a principle underlying the population ecology model?

List the characteristics of the traditional theory of organizational relationships.

____ focuses on organizational diversity and adaptation within a population of organizations.

Normative forces are pressures to change to achieve standards of professionalism and to adopt techniques that are considered by the professional community to be up to date and effective.

In the population ecology perspective, generalist and specialist strategies distinguish organizational forms in the struggle for survival.

The traditional orientation to interorganizational relationships involved which of the following characteristics?

In population ecology theory, large dependent companies have power over small suppliers.

We have seen, in this country, a history of powerful organizations exploiting the dependence of small companies. Would you anticipate an end to this phenomenon? Why or why not?

An example of mimetic force is:

The third perspective, which examines how new organizations fill niches left open by established organizations and how a rich variety of new organizational forms benefits society, refers to

Develop your own explanation/theory as to why organizations today find collaboration as important as competition, and why they have a tendency to take on similar characteristics. Would not collaboration be enhanced just as easily with organizations that had different characteristics?

Does the desire for legitimacy result in organizations being more similar or being more different? Take a position, and defend your position.

Most collaborative managers are skilled in handling operations roles, which have traditional vertical authority and are accountable for business results primarily through direct control over people and resources.

Collaboration is being practiced as companies join together to become more competitive as a block.

In resource-dependence theory, large, independent companies have power over small suppliers.

Organizations and Organization Theory

Strategy, Organization Design, and Effectiveness

Fundamentals of Organization Structure

The External Environment

Designing Organizations for the International Environment

Manufacturing and Service Technologies

Using Information Technology for Control and Coordination

Organization Size, Life Cycle, and Decline

Organizational Culture and Ethical Values

Innovation and Change

Decision Making Processes

Conflict, Power, and Politics

Filters