Question 1

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 2

Which of the following is not part of the framework of interorganizational relationships?

Accepted Answer

A)  Population ecology 
B)  Institutionalism 
C)  Collaborative network 
D)  Shared competition 
A)  Population ecology 
B)  Institutionalism 
C)  Collaborative network 
D)  Shared competition

Question 3

What kind of education and training do you think would help prepare you for the reality of being a manager who has to manage a set of interorganizational relationships, beyond managing internal affairs of your own company?

Accepted Answer

The answer of What kind of education and training do...

Question 4

The prevailing philosophy is that organizations consider themselves autonomous and separate, trying to outdo other companies so that they can grow and prosper.

Accepted Answer

A) True 
 B)False

Question 5

The population-ecology model is developed from theories of natural selection in biology, and the terms retention and variation are used to refer to the underlying behavioral processes.

Accepted Answer

A) True 
 B)False

Question 6

Mimetic forces refer to the similarity that is brought between organizations from environmental influences such as governmental laws and legislative requirements.

Accepted Answer

A) True 
 B)False

Question 7

____ 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)  Coercive forces 
B)  Mimetic forces 
C)  Normative forces 
D)  Legitimacy forces 
A)  Coercive forces 
B)  Mimetic forces 
C)  Normative forces 
D)  Legitimacy forces

Question 8

Discuss how the adversarial versus partnership orientations work among students in class. What carryover from the classroom settings at your university will help or hinder interorganizational relationships you may be managing in the future?

Accepted Answer

The adversarial versus partnership orien

Question 9

How have manager's viewpoints and focuses changed in this new world?

Accepted Answer

The answer of How have manager's viewpoints and focuses changed...

Question 10

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

Accepted Answer

A) True 
 B)False

Question 11

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

Accepted Answer

A) True 
 B)False

Question 12

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 13

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 is 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 is widely varying functional areas and varying degree programs.

Question 14

Because of the diversity of products, services, and customers, generalists are able to reallocate resources internally to adapt to a changing environment, whereas specialists are not.

Accepted Answer

A) True 
 B)False

Question 15

A basic assumption of the population ecology model is that:

Accepted Answer

A)  management competence is the biggest factor in the survival of organizations. 
B)  the environment determines which organizations survive or fail. 
C)  principles of evolution are not applicable to organizations because the fittest don't survive. 
D)  a community of organizations is a closed system. 
A)  management competence is the biggest factor in the survival of organizations. 
B)  the environment determines which organizations survive or fail. 
C)  principles of evolution are not applicable to organizations because the fittest don't survive. 
D)  a community of organizations is a closed system.

Question 16

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

Accepted Answer

A) True 
 B)False

Question 17

In the changing role of management, managers think about vertical processes rather than horizontal structures.

Accepted Answer

A) True 
 B)False

Question 18

The adversarial orientation to other organizations involved this characteristic:

Accepted Answer

A)  short-term contracts. 
B)  long-term contracts. 
C)  high dependence. 
D)  business assistance beyond the contract 
A)  short-term contracts. 
B)  long-term contracts. 
C)  high dependence. 
D)  business assistance beyond the contract

Question 19

Organizations with a wide niche or domain, that is, those that offer a broad range of products and services or that serve abroad market, are:

Accepted Answer

A)  specialists. 
B)  generalists. 
C)  niches. 
D)  legitimate. 
A)  specialists. 
B)  generalists. 
C)  niches. 
D)  legitimate.

Question 20

An organizational niche:

Accepted Answer

A)  once found, makes the process of retention occur. 
B)  is a person within an organization who is highly specialized. 
C)  is a domain of unique environmental resources and needs. 
D)  is found only in Japanese organizations. 
A)  once found, makes the process of retention occur. 
B)  is a person within an organization who is highly specialized. 
C)  is a domain of unique environmental resources and needs. 
D)  is found only in Japanese organizations.

An example of mimetic force is:

Which of the following is not part of the framework of interorganizational relationships?

What kind of education and training do you think would help prepare you for the reality of being a manager who has to manage a set of interorganizational relationships, beyond managing internal affairs of your own company?

The prevailing philosophy is that organizations consider themselves autonomous and separate, trying to outdo other companies so that they can grow and prosper.

The population-ecology model is developed from theories of natural selection in biology, and the terms retention and variation are used to refer to the underlying behavioral processes.

Mimetic forces refer to the similarity that is brought between organizations from environmental influences such as governmental laws and legislative requirements.

____ 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.

Discuss how the adversarial versus partnership orientations work among students in class. What carryover from the classroom settings at your university will help or hinder interorganizational relationships you may be managing in the future?

How have manager's viewpoints and focuses changed in this new world?

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

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

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

Institutional similarity would include the perspective that:

Because of the diversity of products, services, and customers, generalists are able to reallocate resources internally to adapt to a changing environment, whereas specialists are not.

A basic assumption of the population ecology model is that:

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

In the changing role of management, managers think about vertical processes rather than horizontal structures.

The adversarial orientation to other organizations involved this characteristic:

Organizations with a wide niche or domain, that is, those that offer a broad range of products and services or that serve abroad market, are:

An organizational niche:

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 It for Coordination and Control

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

An example of mimetic force is:

Which of the following is not part of the framework of interorganizational relationships?

What kind of education and training do you think would help prepare you for the reality of being a manager who has to manage a set of interorganizational relationships, beyond managing internal affairs of your own company?

The prevailing philosophy is that organizations consider themselves autonomous and separate, trying to outdo other companies so that they can grow and prosper.

The population-ecology model is developed from theories of natural selection in biology, and the terms retention and variation are used to refer to the underlying behavioral processes.

Mimetic forces refer to the similarity that is brought between organizations from environmental influences such as governmental laws and legislative requirements.

____ 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.

Discuss how the adversarial versus partnership orientations work among students in class. What carryover from the classroom settings at your university will help or hinder interorganizational relationships you may be managing in the future?

How have manager's viewpoints and focuses changed in this new world?

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

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

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

Institutional similarity would include the perspective that:

Because of the diversity of products, services, and customers, generalists are able to reallocate resources internally to adapt to a changing environment, whereas specialists are not.

A basic assumption of the population ecology model is that:

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

In the changing role of management, managers think about vertical processes rather than horizontal structures.

The adversarial orientation to other organizations involved this characteristic:

Organizations with a wide niche or domain, that is, those that offer a broad range of products and services or that serve abroad market, are:

An organizational niche:

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 It for Coordination and Control

Organization Size, Life Cycle, and Decline

Organizational Culture and Ethical Values

Innovation and Change

Decision Making Processes

Conflict, Power, and Politics

Filters