Question 1

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

Accepted Answer

A) True 
 B)False

Question 2

When organizations become aware of resource dependence and begin to develop strategies to reduce their dependence on the environment, what alternatives would be considered? Explain at least two different approaches.

Accepted Answer

When organizations become aware of resou

Question 3

The institutional perspective explains why organizational diversity continuously increases with the appearance of new organizations filling niches left open by established companies.

Accepted Answer

A) True 
 B)False

Question 4

A principle that underlies the population ecology model is the struggle for existence, or competition.

Accepted Answer

A) True 
 B)False

Question 5

Why is the mindset in U.S. companies changing away from a traditional adversarial relationship with other companies?

Accepted Answer

The mindset in U.S. companies is shiftin

Question 6

In this new world, managers think about ____ rather than vertical structures.

Accepted Answer

A)  profit-making 
B)  stakeholders 
C)  horizontal processes 
D)  competition. 
A)  profit-making 
B)  stakeholders 
C)  horizontal processes 
D)  competition.

Question 7

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

Accepted Answer

A)  Limited information and feedback 
B)  Trust 
C)  Loose performance measures 
D)  Long-term contracts 
A)  Limited information and feedback 
B)  Trust 
C)  Loose performance measures 
D)  Long-term contracts

Question 8

We studied the notion of institutional similarity and the reasons for it. Develop your own theory about the effects of the tendency for institutional similarity on business success.

Accepted Answer

The tendency for institutional similarit

Question 9

Institutional similarity would include the perspective that:

Accepted Answer

A)  common structures emerge among organizations in the same field. 
B)  common training of professionals (managers) results in common analytic processes among organizations in the same field. 
C)  divergent structures are driven among organizations in the same field for the sake of diversity. 
D)  divergent analytic processes among organizations in the same field emerge because of managers' training in widely varying functional areas and varying degree programs. 
A)  common structures emerge among organizations in the same field. 
B)  common training of professionals (managers) results in common analytic processes among organizations in the same field. 
C)  divergent structures are driven among organizations in the same field for the sake of diversity. 
D)  divergent analytic processes among organizations in the same field emerge because of managers' training in widely varying functional areas and varying degree programs.

Question 10

The four perspectives of a framework of interorganizational relationships include resource dependency, population ecology, collaborative network, and reengineering.

Accepted Answer

A) True 
 B)False

Question 11

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 12

Explain the various processes by which institutional similarity occurs. Give an example of each.

Accepted Answer

Institutional similarity occurs through

Question 13

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 14

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 15

Mimetic forces would include the perspective that:

Accepted Answer

A)  because of heavy interorganizational linkages, organizations are forced to behave similarly in order to maintain productive relationships. 
B)  political and governmental processes, to which organizations are subjected, force organizations to become similar. 
C)  in the face of uncertainty, organizations copy or model each other. 
D)  diversity is maintained in order for organizations to find and maintain a marketing niche. 
A)  because of heavy interorganizational linkages, organizations are forced to behave similarly in order to maintain productive relationships. 
B)  political and governmental processes, to which organizations are subjected, force organizations to become similar. 
C)  in the face of uncertainty, organizations copy or model each other. 
D)  diversity is maintained in order for organizations to find and maintain a marketing niche.

Question 16

Resource-dependence management refers to managing the sequence of suppliers and purchasers.

Accepted Answer

A) True 
 B)False

Question 17

Relatively enduring resource transactions, flows, and linkages that occur among two or more organizations are called:

Accepted Answer

A)  the Intranet. 
B)  interorganizational relationships. 
C)  resource dependence. 
D)  institutional environment. 
A)  the Intranet. 
B)  interorganizational relationships. 
C)  resource dependence. 
D)  institutional environment.

Question 18

Generalists are generally more competitive than specialists in the narrow area in which their domains overlap.

Accepted Answer

A) True 
 B)False

Question 19

Coercive forces result in:

Accepted Answer

A)  efficiency. 
B)  professionalism. 
C)  effectiveness. 
D)  the appearance of legitimacy. 
A)  efficiency. 
B)  professionalism. 
C)  effectiveness. 
D)  the appearance of legitimacy.

Question 20

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

Accepted Answer

A) True 
 B)False

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

When organizations become aware of resource dependence and begin to develop strategies to reduce their dependence on the environment, what alternatives would be considered? Explain at least two different approaches.

The institutional perspective explains why organizational diversity continuously increases with the appearance of new organizations filling niches left open by established companies.

A principle that underlies the population ecology model is the struggle for existence, or competition.

Why is the mindset in U.S. companies changing away from a traditional adversarial relationship with other companies?

In this new world, managers think about ____ rather than vertical structures.

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

We studied the notion of institutional similarity and the reasons for it. Develop your own theory about the effects of the tendency for institutional similarity on business success.

Institutional similarity would include the perspective that:

The four perspectives of a framework of interorganizational relationships include resource dependency, population ecology, collaborative network, and reengineering.

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

Explain the various processes by which institutional similarity occurs. Give an example of each.

In resource dependence theory:

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

Mimetic forces would include the perspective that:

Resource-dependence management refers to managing the sequence of suppliers and purchasers.

Relatively enduring resource transactions, flows, and linkages that occur among two or more organizations are called:

Generalists are generally more competitive than specialists in the narrow area in which their domains overlap.

Coercive forces result in:

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

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

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

When organizations become aware of resource dependence and begin to develop strategies to reduce their dependence on the environment, what alternatives would be considered? Explain at least two different approaches.

The institutional perspective explains why organizational diversity continuously increases with the appearance of new organizations filling niches left open by established companies.

A principle that underlies the population ecology model is the struggle for existence, or competition.

Why is the mindset in U.S. companies changing away from a traditional adversarial relationship with other companies?

In this new world, managers think about ____ rather than vertical structures.

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

We studied the notion of institutional similarity and the reasons for it. Develop your own theory about the effects of the tendency for institutional similarity on business success.

Institutional similarity would include the perspective that:

The four perspectives of a framework of interorganizational relationships include resource dependency, population ecology, collaborative network, and reengineering.

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

Explain the various processes by which institutional similarity occurs. Give an example of each.

In resource dependence theory:

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

Mimetic forces would include the perspective that:

Resource-dependence management refers to managing the sequence of suppliers and purchasers.

Relatively enduring resource transactions, flows, and linkages that occur among two or more organizations are called:

Generalists are generally more competitive than specialists in the narrow area in which their domains overlap.

Coercive forces result in:

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

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