Question 1

Peteraf (1993) explains the difference in firm performances as the difference in the resource bases of organizations

Accepted Answer

A) True 
 B)False  True

Question 2

In describing resources which were once valuable, and are still considered so in strategy work, but which are in actuality a hindrance to organizational performance, Dorothy Leonard-Barton (1992) used the term:

Accepted Answer

A)  Core rigidities 
B)  Path resources 
C)  Dependent resources 
D)  Resource rigidities 
A)  Core rigidities 
B)  Path resources 
C)  Dependent resources 
D)  Resource rigidities A

Question 3

Which of the following are steps in a dynamic capability audit?

Accepted Answer

A)  Evaluate the existing profile of capabilities 
B)  Identify resource base changes to enable revised capability profile 
C)  Evaluate the adequacy of existing dynamic capabilities 
D)  Evaluate resource value 
E)  Evaluate competitor dynamic capabilities 
A)  Evaluate the existing profile of capabilities 
B)  Identify resource base changes to enable revised capability profile 
C)  Evaluate the adequacy of existing dynamic capabilities 
D)  Evaluate resource value 
E)  Evaluate competitor dynamic capabilities A,B,C

Question 4

Which of the following are steps in a value chain analysis?

Accepted Answer

A)  Set the boundaries for your analysis 
B)  Evaluate the current configuration of the value chain 
C)  Draw implications and options for action 
D)  Evaluate functional areas 
E)  Evaluate value-generating activities 
A)  Set the boundaries for your analysis 
B)  Evaluate the current configuration of the value chain 
C)  Draw implications and options for action 
D)  Evaluate functional areas 
E)  Evaluate value-generating activities

Question 5

Connor (2002) has criticised RBV for being too…

Accepted Answer

A)  theoretical 
B)  practical 
C)  applied 
D)  broad 
A)  theoretical 
B)  practical 
C)  applied 
D)  broad

Question 6

Winter (2003) describes dynamic capabilities as:

Accepted Answer

A)  First order 
B)  Zero order 
C)  Third order 
D)  Second order 
A)  First order 
B)  Zero order 
C)  Third order 
D)  Second order

Question 7

A stock of resources needs to be managed according to…

Accepted Answer

A)  Situational need 
B)  Value 
C)  Opportunity cost 
D)  Cost management agenda 
A)  Situational need 
B)  Value 
C)  Opportunity cost 
D)  Cost management agenda

Question 8

Procurement is a primary activity in the value chain

Accepted Answer

A) True 
 B)False

Question 9

What is the purpose of a value chain analysis?

Accepted Answer

A)  To identify how new resource configurations and capabilities can be
Arranged in order to meet shifting organizational needs. 
B)  To identify resources that are under-utilised 
C)  To identify the source of competitive advantage 
D)  To identify cost savings 
A)  To identify how new resource configurations and capabilities can be
Arranged in order to meet shifting organizational needs. 
B)  To identify resources that are under-utilised 
C)  To identify the source of competitive advantage 
D)  To identify cost savings

Question 10

What an organization is capable of doing in the present is a function of…

Accepted Answer

A)  what has happened in the past 
B)  what will happen in the future 
C)  what the present demands on the business are 
D)  the resource stock of the business 
A)  what has happened in the past 
B)  what will happen in the future 
C)  what the present demands on the business are 
D)  the resource stock of the business

Peteraf (1993) explains the difference in firm performances as the difference in the resource bases of organizations

In describing resources which were once valuable, and are still considered so in strategy work, but which are in actuality a hindrance to organizational performance, Dorothy Leonard-Barton (1992) used the term:

Which of the following are steps in a dynamic capability audit?

Which of the following are steps in a value chain analysis?

Connor (2002) has criticised RBV for being too…

Winter (2003) describes dynamic capabilities as:

A stock of resources needs to be managed according to…

Procurement is a primary activity in the value chain

What is the purpose of a value chain analysis?

What an organization is capable of doing in the present is a function of…

Interpreting Strategy

A Process-Practice Model of Strategy

Strategic Decision Making in Organizations

Strategic Organization: Purpose, Values, and Culture

External Environment: Macro, Industry, and Competitive Settings

Corporate Strategy and Structure

Strategies for Achieving Competitive Advantage

Functional Strategy and Performance

Strategies for Growth

Innovation, Disruption, and Digitalization

Competing in a Globalized World

Sustainability and Strategy

Leading Strategic Change

Designing Effective Strategy Activities

Strategy-In-Practice: Learning, Reflecting, Thinking

Filters

Exam 6: Internal Environment: Resources, Capabilities, and Activities

Peteraf (1993) explains the difference in firm performances as the difference in the resource bases of organizations

In describing resources which were once valuable, and are still considered so in strategy work, but which are in actuality a hindrance to organizational performance, Dorothy Leonard-Barton (1992) used the term:

Which of the following are steps in a dynamic capability audit?

Which of the following are steps in a value chain analysis?

Connor (2002) has criticised RBV for being too…

Winter (2003) describes dynamic capabilities as:

A stock of resources needs to be managed according to…

Procurement is a primary activity in the value chain

What is the purpose of a value chain analysis?

What an organization is capable of doing in the present is a function of…

Interpreting Strategy

A Process-Practice Model of Strategy

Strategic Decision Making in Organizations

Strategic Organization: Purpose, Values, and Culture

External Environment: Macro, Industry, and Competitive Settings

Corporate Strategy and Structure

Strategies for Achieving Competitive Advantage

Functional Strategy and Performance

Strategies for Growth

Innovation, Disruption, and Digitalization

Competing in a Globalized World

Sustainability and Strategy

Leading Strategic Change

Designing Effective Strategy Activities

Strategy-In-Practice: Learning, Reflecting, Thinking

Filters