Question 1

Resource development of H&T firms should complement their competitive strategies so that there is alignment between the former and the latter.

Accepted Answer

A) True 
 B)False  True

Question 2

The premise of the "contingency school" is that once formed effective strategies will always promote competitive advantage.

Accepted Answer

A) True 
 B)False  False

Question 3

What results from the process of strategic management?

Accepted Answer

A)   Strategies developed for various levels in the organization
B)   Competitive advantage
C)   The mission, vision, goals and objectives of an organization
D)   All of the above D

Question 4

The configurational school claims there is ease in achieving a 'fit' between these contradictory tensions, and sustaining this coherence in dynamic and complex situations.

Accepted Answer

A) True 
 B)False

Question 5

How can we define "distinctive competencies: for a H&T organization? Give examples.

Accepted Answer

The answer of How can we define "distinctive competencies: for...

Question 6

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

Question 7

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 8

In the 1980s and 1990s scholars focused on firms' competencies to explain strategy, leading to the emergence of the resource-based view of the firm.

Accepted Answer

A) True 
 B)False

Question 9

How does the resource based view explain developing a completive advantage?

Accepted Answer

The answer of How does the resource based view explain...

Question 10

How can H&T organization become learning organizations?

Accepted Answer

The answer of How can H&T organization become learning organizations?...

Question 11

In strategic management the context refers to description, selection and justification of a certain strategy (or strategies).

Accepted Answer

A) True 
 B)False

Question 12

Which of the following statements is NOT true?

Accepted Answer

A)   Competitive advantage can be attained without core capabilities and distinctive competencies
B)   Core capabilities and distinctive competencies are built on tangible and intangible assets
C)   Core competencies include an organization's special knowledge, skills and technological know-how
D)   Distinctive competencies are the most critical and most distinctive assets an organization possesses

Question 13

Sustainable competitive advantage is the result of developing and combing several distinctive competencies that lead to superior financial performance.

Accepted Answer

A) True 
 B)False

Question 14

H&T organizations do not need to constantly analyze the external and internal environments once they formulate and implement their strategies.

Accepted Answer

A) True 
 B)False

Question 15

List 10 important things you have learned throughout this course

Accepted Answer

The answer of List 10 important things you have learned...

Question 16

How far the industry characteristics influence development and implementation of business practices?

Accepted Answer

The answer of How far the industry characteristics influence development...

Question 17

The Resource Based View (RBV) suggests that:

Accepted Answer

A)   Competitive advantage comes only from a firm's tangible assets
B)   In order for a resource to be competitively advantageous, it must be valuable, rare, inimitable, and non-substitutable
C)   The firm must have a global presence
D)   None of the above

Question 18

In the 1990's globalization led to strategic alliances as a means of addressing the challenges of operating in different cultures.

Accepted Answer

A) True 
 B)False

Question 19

The four main elements of strategic management include all of the following EXCEPT.

Accepted Answer

A)   Extermination
B)   Implementation
C)   Evaluation
D)   Formulation

Question 20

How can we define "core capabilities" for a H&T organization? Give examples.

Accepted Answer

The answer of How can we define "core capabilities" for...

Exam 13: Conclusions: Relating Content, Context, and Process

Resource development of H&T firms should complement their competitive strategies so that there is alignment between the former and the latter.

The premise of the "contingency school" is that once formed effective strategies will always promote competitive advantage.

What results from the process of strategic management?

The configurational school claims there is ease in achieving a 'fit' between these contradictory tensions, and sustaining this coherence in dynamic and complex situations.

How can we define "distinctive competencies: for a H&T organization? Give examples.

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?

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

In the 1980s and 1990s scholars focused on firms' competencies to explain strategy, leading to the emergence of the resource-based view of the firm.

How does the resource based view explain developing a completive advantage?

How can H&T organization become learning organizations?

In strategic management the context refers to description, selection and justification of a certain strategy (or strategies).

Which of the following statements is NOT true?

Sustainable competitive advantage is the result of developing and combing several distinctive competencies that lead to superior financial performance.

H&T organizations do not need to constantly analyze the external and internal environments once they formulate and implement their strategies.

List 10 important things you have learned throughout this course

How far the industry characteristics influence development and implementation of business practices?

The Resource Based View (RBV) suggests that:

In the 1990's globalization led to strategic alliances as a means of addressing the challenges of operating in different cultures.

The four main elements of strategic management include all of the following EXCEPT.

How can we define "core capabilities" for a H&T organization? Give examples.