Question 1

Discuss the cycle of strategic reorientation.

Accepted Answer

a. The first step is convergence. Manage

Question 2

Corporate level strategy is developed by the _____.

Accepted Answer

A)  shareholders 
B)  CEO and other top managers 
C)  managers of the various business units as a group 
D)  finance department 
E)  consultants 
A)  shareholders 
B)  CEO and other top managers 
C)  managers of the various business units as a group 
D)  finance department 
E)  consultants

Question 3

A breakup restructuring strategy refers to _____.

Accepted Answer

A)  breaking up the dominant logic of the organization so that new approaches are attempted 
B)  breaking up the mental models of the organization so that new approaches are attempted 
C)  focusing on the transaction cost economics so that large segments of those costs are reduced 
D)  breaking the organization structure into different units so that the strategic business units formed are more efficient 
E)  spinning off units into new public corporations 
A)  breaking up the dominant logic of the organization so that new approaches are attempted 
B)  breaking up the mental models of the organization so that new approaches are attempted 
C)  focusing on the transaction cost economics so that large segments of those costs are reduced 
D)  breaking the organization structure into different units so that the strategic business units formed are more efficient 
E)  spinning off units into new public corporations

Question 4

Forces that undermine synergies include all of the following except _____.

Accepted Answer

A)  shared R&D programs 
B)  too little effort to coordinate between businesses 
C)  additional layers of management 
D)  industry evolution 
E)  incompatible cultures 
A)  shared R&D programs 
B)  too little effort to coordinate between businesses 
C)  additional layers of management 
D)  industry evolution 
E)  incompatible cultures

Question 5

For corporations the best performance results are produced by _____.

Accepted Answer

A)  unrelated diversification 
B)  related diversification 
C)  mergers and acquisitions 
D)  tangible assets 
E)  domestic only focus 
A)  unrelated diversification 
B)  related diversification 
C)  mergers and acquisitions 
D)  tangible assets 
E)  domestic only focus

Question 6

If Wal-Mart were to purchase a fleet of trucks, this would be an example of____.

Accepted Answer

A)  forward integration. 
B)  backward integration. 
C)  concentric diversification. 
D)  conglomerate diversification. 
E)  market penetration. 
A)  forward integration. 
B)  backward integration. 
C)  concentric diversification. 
D)  conglomerate diversification. 
E)  market penetration.

Question 7

Large unrelated firms are called _____.

Accepted Answer

A)  conglomerates 
B)  business alliances 
C)  networks 
D)  joint ventures 
E)  synergistic groupings 
A)  conglomerates 
B)  business alliances 
C)  networks 
D)  joint ventures 
E)  synergistic groupings

Question 8

Discuss the feelings of survivors of downsizing and how firms can avoid those negative feelings.

Accepted Answer

Those who survive downsizing demonstrate

Question 9

The corporate strategy formulation activities typically include all of the following except _____.

Accepted Answer

A)  setting the direction of the entire organization 
B)  selecting in which business to compete 
C)  using tactics for diversification 
D)  managing corporate resources and capabilities 
E)  establishing a marketing budget 
A)  setting the direction of the entire organization 
B)  selecting in which business to compete 
C)  using tactics for diversification 
D)  managing corporate resources and capabilities 
E)  establishing a marketing budget

Question 10

Under what conditions is it better for an organization to vertically integrate to produce a good rather than produce it themselves?

Accepted Answer

It is better for an organization to inte

Question 11

The potential problems that can impact a concentration corporate strategy include all of the following except _____.

Accepted Answer

A)  the primary product can become obsolete 
B)  difficulty growing as an industry matures 
C)  focusing on a single industry which results in too much knowledge about that single industry 
D)  problematic cash flow concerns 
E)  difficulty adapting to industry change 
A)  the primary product can become obsolete 
B)  difficulty growing as an industry matures 
C)  focusing on a single industry which results in too much knowledge about that single industry 
D)  problematic cash flow concerns 
E)  difficulty adapting to industry change

Question 12

Downscoping involves _____.

Accepted Answer

A)  reducing the number of employees 
B)  cutting input expenses in a given unit 
C)  reducing the number of top mangers in an organization 
D)  cutting output expenses (transportation of products) in a given unit 
E)  reducing the diversification of the firm by selling of units 
A)  reducing the number of employees 
B)  cutting input expenses in a given unit 
C)  reducing the number of top mangers in an organization 
D)  cutting output expenses (transportation of products) in a given unit 
E)  reducing the diversification of the firm by selling of units

Question 13

Retrenchment in a decline situation involves all of the following except _____.

Accepted Answer

A)  work force reductions 
B)  closing unprofitable plants 
C)  outsourcing unprofitable activities 
D)  tighter cost control 
E)  increased advertising to increase sales 
A)  work force reductions 
B)  closing unprofitable plants 
C)  outsourcing unprofitable activities 
D)  tighter cost control 
E)  increased advertising to increase sales

Discuss the cycle of strategic reorientation.

Corporate level strategy is developed by the _____.

A breakup restructuring strategy refers to _____.

Forces that undermine synergies include all of the following except _____.

For corporations the best performance results are produced by _____.

If Wal-Mart were to purchase a fleet of trucks, this would be an example of____.

Large unrelated firms are called _____.

Discuss the feelings of survivors of downsizing and how firms can avoid those negative feelings.

The corporate strategy formulation activities typically include all of the following except _____.

Under what conditions is it better for an organization to vertically integrate to produce a good rather than produce it themselves?

The potential problems that can impact a concentration corporate strategy include all of the following except _____.

Downscoping involves _____.

Retrenchment in a decline situation involves all of the following except _____.

Strategic Management

The Environment and External Stakeholders

Strategic Direction

Organizational Resources and Competitive Advantage

Strategy Formulation at the Business-Unit Level

Strategy Implementation Through Interorganizational Relationships and Management of Functional Resources

Strategy Implementation Through Organizational Design and Control

Strategies for Entrepreneurship and Innovation

Global Strategic Management and the Future

Filters

Exam 6: Corporate-Level Strategy and Restructuring

Discuss the cycle of strategic reorientation.

Corporate level strategy is developed by the _____.

A breakup restructuring strategy refers to _____.

Forces that undermine synergies include all of the following except _____.

For corporations the best performance results are produced by _____.

If Wal-Mart were to purchase a fleet of trucks, this would be an example of____.

Large unrelated firms are called _____.

Discuss the feelings of survivors of downsizing and how firms can avoid those negative feelings.

The corporate strategy formulation activities typically include all of the following except _____.

Under what conditions is it better for an organization to vertically integrate to produce a good rather than produce it themselves?

The potential problems that can impact a concentration corporate strategy include all of the following except _____.

Downscoping involves _____.

Retrenchment in a decline situation involves all of the following except _____.

Strategic Management

The Environment and External Stakeholders

Strategic Direction

Organizational Resources and Competitive Advantage

Strategy Formulation at the Business-Unit Level

Strategy Implementation Through Interorganizational Relationships and Management of Functional Resources

Strategy Implementation Through Organizational Design and Control

Strategies for Entrepreneurship and Innovation

Global Strategic Management and the Future

Filters