Question 1

Which view/school of thought values the significance of power distribution, politics and organizational culture in the strategy formation process?

Accepted Answer

A)  Emergent (Learning) School 
B)  Complexity School 
C)  Design School 
D)  The Environmental (Contingency) School 
A)  Emergent (Learning) School 
B)  Complexity School 
C)  Design School 
D)  The Environmental (Contingency) School A

Question 2

All schools of thought in the strategic management field indicate and emphasise the need for critical consideration of multiple issues and factors when developing and implementing strategies.

Accepted Answer

A) True 
 B)False  True

Question 3

The learning approach/school of thought strategy is developed by the following process:

Accepted Answer

A)  Neat, Sequential, and Rational processes 
B)  Trial and error 
C)  The board of directors, Executives, and Shareholders 
D)  Scholars, academics, and educators 
A)  Neat, Sequential, and Rational processes 
B)  Trial and error 
C)  The board of directors, Executives, and Shareholders 
D)  Scholars, academics, and educators B

Question 4

Which view/school of thought offers a holistic view of strategic management, combining all theories offered to explain the strategy process?

Accepted Answer

A)  The 'Learning' or 'Emergent' Approach 
B)  The Configurational Approach 
C)  The Contingency Approach 
D)  None of the above 
A)  The 'Learning' or 'Emergent' Approach 
B)  The Configurational Approach 
C)  The Contingency Approach 
D)  None of the above

Question 5

Strategy formation is defined as strategy formulation and strategy implementation.

Accepted Answer

A) True 
 B)False

Question 6

What approach/school of thought uses a PEST and SWOT analysis?

Accepted Answer

A)  Planning school 
B)  Learning School 
C)  Complexity School 
D)  Contingency School 
A)  Planning school 
B)  Learning School 
C)  Complexity School 
D)  Contingency School

Question 7

The learning school is uses, a rational top-down approach.

Accepted Answer

A) True 
 B)False

Question 8

After the recession and the oil crises in the early 1970s the 'planning' school was heavily criticized by scholars because:

Accepted Answer

A)  It sees the external environment as simple and stable 
B)  It separates strategy formulation from strategy implementation 
C)  It does not consider organizational culture and politics 
D)  All of the above 
A)  It sees the external environment as simple and stable 
B)  It separates strategy formulation from strategy implementation 
C)  It does not consider organizational culture and politics 
D)  All of the above

Question 9

What are the aims of the contingency school?

Accepted Answer

A)  It depends on the situation 
B)  All kinds of objectives 
C)  More on financial results and market share 
D)  No clear aims or objectives 
A)  It depends on the situation 
B)  All kinds of objectives 
C)  More on financial results and market share 
D)  No clear aims or objectives

Question 10

Can you give examples of the "butterfly effect"?

Accepted Answer

The "butterfly effect" is a concept that

Question 11

According to the complexity view, the only feasible solution to strategy formation for companies is to aim to achieve and maintain a 'fit' between their external environment and their internal resources.

Accepted Answer

A) True 
 B)False

Question 12

The complexity approach identifies the "butterfly effect" explicating that the impact on an organization of even a small change in the environments in which it operates can be indeed significant.

Accepted Answer

A) True 
 B)False

Question 13

According to which view/school of thought does strategic planning consists of four separate elements: (1) analysis, (2) strategy formulation, (3) strategy implementation and (4) control/ monitoring?

Accepted Answer

A)  Contingency School 
B)  Learning School 
C)  Serving School 
D)  Planning School 
A)  Contingency School 
B)  Learning School 
C)  Serving School 
D)  Planning School

Question 14

What are the advantages of looking strategy formation from different schools of thought?

Accepted Answer

The process of strategy formation can be

Question 15

The learning school suggests formal analysis, financial resources, planning, clear top-down communication, and monitoring for strategy formation.

Accepted Answer

A) True 
 B)False

Question 16

Which view/school of thought claims that there is no need to have clear objectives because along the way new objectives and issues will emerge?

Accepted Answer

A)  Configurational approach 
B)  
B)  Contingency approach 
C)  Complexity approach 
D)  Learning approach 
A)  Configurational approach 
B)  
B)  Contingency approach 
C)  Complexity approach 
D)  Learning approach

Question 17

The Planning School is known for using what level of management for formulating strategies?

Accepted Answer

A)  Top Management 
B)  Entry Level Management 
C)  Senior Management 
D)  Middle and Front-Line Management 
A)  Top Management 
B)  Entry Level Management 
C)  Senior Management 
D)  Middle and Front-Line Management

Question 18

What is the "butterfly effect"?

Accepted Answer

A)  When nonlinear feedback loops, any small change or development, both within and outside the organization, can have significant and unexpected implications for the firm. 
B)  When people believe that they are being noticed for their leadership in a positive manner; when they are negatively affecting the operation. 
C)  When new technology is integrated into the firm and worker performance increases due to an interest in the technology and not the assigned tasks. 
D)  When an individual's first assessment of another co-worker is ambiguous and not based on relevant information. 
A)  When nonlinear feedback loops, any small change or development, both within and outside the organization, can have significant and unexpected implications for the firm. 
B)  When people believe that they are being noticed for their leadership in a positive manner; when they are negatively affecting the operation. 
C)  When new technology is integrated into the firm and worker performance increases due to an interest in the technology and not the assigned tasks. 
D)  When an individual's first assessment of another co-worker is ambiguous and not based on relevant information.

Question 19

There is a hierarchical and integrative relationship among the schools of thought in the strategic management field and they are rarely found in their pure form.

Accepted Answer

A) True 
 B)False

Question 20

According to the complexity view, managers identify emerging patterns and then develop and implement strategies rapidly.

Accepted Answer

A) True 
 B)False

Which view/school of thought values the significance of power distribution, politics and organizational culture in the strategy formation process?

All schools of thought in the strategic management field indicate and emphasise the need for critical consideration of multiple issues and factors when developing and implementing strategies.

The learning approach/school of thought strategy is developed by the following process:

Which view/school of thought offers a holistic view of strategic management, combining all theories offered to explain the strategy process?

Strategy formation is defined as strategy formulation and strategy implementation.

What approach/school of thought uses a PEST and SWOT analysis?

The learning school is uses, a rational top-down approach.

After the recession and the oil crises in the early 1970s the 'planning' school was heavily criticized by scholars because:

What are the aims of the contingency school?

Can you give examples of the "butterfly effect"?

According to the complexity view, the only feasible solution to strategy formation for companies is to aim to achieve and maintain a 'fit' between their external environment and their internal resources.

The complexity approach identifies the "butterfly effect" explicating that the impact on an organization of even a small change in the environments in which it operates can be indeed significant.

According to which view/school of thought does strategic planning consists of four separate elements: (1) analysis, (2) strategy formulation, (3) strategy implementation and (4) control/ monitoring?

What are the advantages of looking strategy formation from different schools of thought?

The learning school suggests formal analysis, financial resources, planning, clear top-down communication, and monitoring for strategy formation.

Which view/school of thought claims that there is no need to have clear objectives because along the way new objectives and issues will emerge?

The Planning School is known for using what level of management for formulating strategies?

What is the "butterfly effect"?

There is a hierarchical and integrative relationship among the schools of thought in the strategic management field and they are rarely found in their pure form.

According to the complexity view, managers identify emerging patterns and then develop and implement strategies rapidly.

Introduction to Strategic Management

Strategic Management in Hospitality and Tourism

Business Ethics and Social Responsibility

The Hospitality and Tourism Industry Context

The Organizational Context

Financial Analysis of a Hospitality and Tourism Organization

Business-Level Strategies

Corporate-Level Strategies

Network-Level Strategies

Strategy Implementation and Change

Leadership in Hospitality and Tourism

Conclusions: Relating Content, Context, and Process

Filters

Exam 10: Strategy Formation

Which view/school of thought values the significance of power distribution, politics and organizational culture in the strategy formation process?

All schools of thought in the strategic management field indicate and emphasise the need for critical consideration of multiple issues and factors when developing and implementing strategies.

The learning approach/school of thought strategy is developed by the following process:

Which view/school of thought offers a holistic view of strategic management, combining all theories offered to explain the strategy process?

Strategy formation is defined as strategy formulation and strategy implementation.

What approach/school of thought uses a PEST and SWOT analysis?

The learning school is uses, a rational top-down approach.

After the recession and the oil crises in the early 1970s the 'planning' school was heavily criticized by scholars because:

What are the aims of the contingency school?

Can you give examples of the "butterfly effect"?

According to the complexity view, the only feasible solution to strategy formation for companies is to aim to achieve and maintain a 'fit' between their external environment and their internal resources.

The complexity approach identifies the "butterfly effect" explicating that the impact on an organization of even a small change in the environments in which it operates can be indeed significant.

According to which view/school of thought does strategic planning consists of four separate elements: (1) analysis, (2) strategy formulation, (3) strategy implementation and (4) control/ monitoring?

What are the advantages of looking strategy formation from different schools of thought?

The learning school suggests formal analysis, financial resources, planning, clear top-down communication, and monitoring for strategy formation.

Which view/school of thought claims that there is no need to have clear objectives because along the way new objectives and issues will emerge?

The Planning School is known for using what level of management for formulating strategies?

What is the "butterfly effect"?

There is a hierarchical and integrative relationship among the schools of thought in the strategic management field and they are rarely found in their pure form.

According to the complexity view, managers identify emerging patterns and then develop and implement strategies rapidly.

Introduction to Strategic Management

Strategic Management in Hospitality and Tourism

Business Ethics and Social Responsibility

The Hospitality and Tourism Industry Context

The Organizational Context

Financial Analysis of a Hospitality and Tourism Organization

Business-Level Strategies

Corporate-Level Strategies

Network-Level Strategies

Strategy Implementation and Change

Leadership in Hospitality and Tourism

Conclusions: Relating Content, Context, and Process

Filters