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True / False
1. Strategic competitiveness is achieved when a firm successfully formulates and implements a value-creating strategy.
a. True
b. False
ANSWER: True
2. Alligator Enterprises has earned above-average returns since its founding five years ago. No other firm has challenged
Alligator in its particular market niche; therefore, the firm's owners can feel secure that Alligator has established a
competitive advantage.
a. True
b. False
ANSWER: False
3. The goal of strategy implementation is to develop a permanent competitive advantage.

a. True
b. False
ANSWER: False
4. Risk in terms of financial returns reflects an investor's uncertainty about the economic gains or losses that will result
from a particular investment.
a. True
b. False
ANSWER: True
5. The difference between average and above-average returns is that average returns are returns that an investor expects to
earn from an investment as compared to other investments with similar stock prices, while above-average returns are in
excess of expectations for similarly priced stocks.
a. True
b. False
ANSWER: False
6. Above-average returns are returns in excess of what an investor expects to earn from other investments with a similar
amount of risk.
a. True
b. False
ANSWER: True
Copyright Cengage Learning. Powered by Cognero. Page 1

7. Particularly when assessing investments in new venture firms, the most effective, and often the only, way to measure
the performance of the firms and determine their viability as an investment option is to examine financial metrics such as
returns on assets, and sales.
a. True
b. False
ANSWER: False
8. To implement a firm’s strategies, the firm takes actions to enact each strategy with the intent of achieving strategic
competitiveness and above-average returns.
a. True
b. False
ANSWER: True
9. Economies of scale and huge advertising budgets are more effective in the new competitive landscape than they were in
the past.
a. True
b. False
ANSWER: False
10. The two primary drivers of hypercompetition are the emergence of the global economy and technology.
a. True
b. False
ANSWER: True
11. The rate of technology diffusion has increased significantly over the last two decades.
a. True
b. False
ANSWER: True
12. RelTech is a firm in the electronics industry. It could protect its proprietary technology through patents. However, it
likely will not apply for patents to keep competitors from gaining access to the technological knowledge included in the
patent application.
a. True
b. False
ANSWER: True
13. Examples of incremental innovations include iPads, Wi-Fi, and the web browser.
a. True
b. False
ANSWER: False

14. The rapid rate of technological diffusion has increased the competitive benefits of patents.
a. True
b. False
ANSWER: False
15. Companies searching for opportunities in the global economy would likely conclude that the three leading European
economies of Germany, United Kingdom, and France would be good investments because they are predicted to continue
increasing in size.
a. True
b. False
ANSWER: False
16. Since the 1980s, the basis for competition has shifted from intangible resources to hard assets.
a. True
b. False
ANSWER: False
17. The new CEO of Opacity Enterprises is determined to make the long-established firm strategically flexible. The CEO
should understand that the task is not easy, largely because of inertia that can build up over time.
a. True
b. False
ANSWER: True
18. The industrial organization (I/O) model suggests that above-average returns are determined primarily by the firm's
unique internal resources rather than by external capabilities.
a. True
b. False
ANSWER: False
19. The CEO of Twin Spires, Inc., is committed to using the expertise and resources currently in the firm to serve the
needs of the natural gardening community by providing rare and native plants to individuals and nurseries around the
United States. The perspective of the CEO of Twin Spires is consistent with the assumptions of the industrial organization
(I/O) model.
a. True
b. False
ANSWER: False
20. The five forces model suggests that firms should target the industry with the highest potential for above-average
returns and then implement either a cost-leadership strategy or a differentiation strategy.
a. True
b. False

ANSWER: True
21. The uniqueness of a firm's resources and capabilities is the basis for a firm's strategy and its ability to earn above-
average returns under the industrial organization (I/O) model.
a. True
b. False
ANSWER: False
22. Research shows that a greater percentage of a firm's profitability is explained by the I/O model rather than the
resource-based model.
a. True
b. False
ANSWER: False
23. All of a firm's resources and capabilities have the potential to be the foundation for a competitive advantage.
a. True
b. False
ANSWER: False
24. The I/O and resource-based models contain many of the same steps. One clear difference between the two models is
the resource-based model starts by looking at the internal strengths and weaknesses of a firm, while the I/O model begins
with an examination of the external environment. Another key difference is the resource-based model identifies an
attractive industry much earlier in the process than does the I/O model.
a. True
b. False
ANSWER: False
25. The assumptions of the industrial organization model and the resource-based model are contradictory. Therefore,
organizational strategists must choose one or the other model as the basis for developing a strategic plan.
a. True
b. False
ANSWER: False
26. An effective vision statement must specify the industry in which a company will operate.
a. True
b. False
ANSWER: False
27. An effective vision stretches and challenges people and can result in increased innovation. This is illustrated by
Apple's CEO Steve Jobs, who was known to think bigger and differently than most people.
a. True

b. False
ANSWER: True
28. The firm's mission is more concrete than its vision.

a. True
b. False
ANSWER: True
29. A firm's mission tends to be enduring while its vision can change in light of changing environmental conditions.
a. True
b. False
ANSWER: False
30. Stakeholders are people located in different areas and levels of the firm using the strategic management process to
select strategic actions that help the firm achieve its vision and fulfill its mission.
a. True
b. False
ANSWER: False
31. If a firm is dependent on a specific stakeholder group, that group has less influence on the firm’s strategic decision
making.
a. True
b. False
ANSWER: False
32. Power is the most critical criterion in prioritizing stakeholders.

a. True
b. False
ANSWER: True
33. Hourly workers on the production line of a chicken-processing plant are considered organizational stakeholders.
a. True
b. False
ANSWER: True
34. The local government with whom a firm interacts, the people who buy its products, and the contractors who supply
raw materials are all part of a firm's capital market stakeholders.
a. True
b. False
ANSWER: False

35. When a firm earns lower-than-average returns, the highest priority is given to satisfying the needs of capital market
stakeholders over the needs of product market and organizational shareholders.
a. True
b. False
ANSWER: False
36. Six years ago, Colette Smith founded a successful catering company that specializes in providing a wide assortment of
miniature cheesecakes for corporate and social events. Although Ms. Smith is no longer active in the actual production of
the cheesecakes, she continues as president of the catering company. Ms. Smith could be considered a strategic leader of
this firm.
a. True
b. False
ANSWER: True
37. In contrast to shareholders, a firm's customers prefer that investors receive a minimum return on their investments.
a. True
b. False
ANSWER: True
38. Strategic leaders must have a strong strategic orientation while simultaneously embracing change in the dynamic
competitive landscape.
a. True
b. False
ANSWER: True
39. Strategy formulation and implementation must be simultaneously integrated for a successful strategic management
process.
a. True
b. False
ANSWER: True
40. An organization's willingness to tolerate or encourage unethical behavior is a reflection of its core values.
a. True
b. False
ANSWER: True
Multiple Choice
41. A firm has achieved __________ when it successfully formulates and implements a value-creating strategy.
a. strategic competitiveness
b. a permanently sustainable competitive advantage

c. substantial returns
d. legal and ethical core values
ANSWER: a
42. A competitive advantage:

a. can be permanent if the firm has successfully implemented the strategic management process.
b. entails reducing investors' risk to near zero.
c. can be identified when competitors are unable to duplicate a strategy or find it too costly to try to imitate.
d. exists when competing firms are unable to find investors.
ANSWER: c
43. Above-average returns are:

a. higher profits than the firm earned the previous year.
b. higher profits than the industry averaged over the last 10 years.
c. profits in excess of what an investor expects to earn from a historical pattern of performance of the firm.
d. returns in excess of what an investor expects to earn from other investments with a similar level of risk.
ANSWER: d
44. The strategic management process is:

a. a set of activities that will assure a sustainable competitive advantage and above-average returns for the firm.
b. a decision-making activity concerned with a firm's internal resources, capabilities, and competencies,
independent of the conditions in its external environment.
c. a process directed by top management with input from other stakeholders that seeks to earn above-average
returns for investors through effective use of the organization's resources.
d. the full set of commitments, decisions, and actions required for a firm to achieve strategic competitiveness and
earn above-average returns.
ANSWER: d
45. The primary drivers of hypercompetition are __________ and __________.

a. rising global socio-economic instability; increased inflation
b. the emergence of a global economy; rapid technological change
c. increased global competition; decreased tariffs
d. increased availability of capital; increased competition
ANSWER: b
46. All of the following are characteristics of the global economy EXCEPT:
a. the increasing importance of emerging economies as sources of revenue growth.
b. the free movement of goods, services, people, skills, and ideas across geographic borders.
c. the increased use of tariffs to protect industries.
d. higher levels of opportunities and challenges in new geographic markets.
ANSWER: c
47. A forward-looking analysis suggests that markets in __________ will yield significant opportunities, as their
economies, while currently not the largest, are expected to exceed the size of the U.S. economy by the year 2050.
a. the European Union
b. Germany and India
c. India and China
d. China and Japan
ANSWER: c
48. In 2018, __________ was the second-largest economy in the world, with a value of $14 trillion.
a. the United States
b. the European Union
c. Japan
d. China
ANSWER: d
49. The increasing economic interdependence among countries and their organizations as reflected in the flow of goods
and services, financial capital, and knowledge across country borders is defined as:
a. hypercompetition.
b. boundaryless retailing.
c. strategic intensity.
d. globalization.
ANSWER: d
50. Globalization has led to:

a. lower operational efficiency, as firms must transport raw materials and finished goods farther.
b. increasing loyalty of customers for products made domestically.
c. declining returns from investment in research and development.
d. higher performance standards in competitive dimensions, including quality and cost.
ANSWER: d
51. The "liability of foreignness" is the:

a. inability of most U.S. managers to truly comprehend foreign cultures.
b. political disadvantage that U.S. firms have when doing business abroad.
c. risk of participating outside a firm's domestic markets in the global economy.
d. preference for "buying local," which always puts foreign firms at a disadvantage when competing in the U.S.
market.
ANSWER: c

52. Even for companies capable of succeeding in global markets, it is critical that they:
a. remain committed to and strategically competitive in their domestic market.
b. introduce many new products immediately after entering a new market.
c. acquire a local competitor in each significant foreign market.
d. develop good negotiating skills in order to take advantage of local suppliers in the international market.
ANSWER: a
53. The rate of technological diffusion has increased substantially over the past 15 to 20 years. Which of the following
was fastest in penetrating 25 percent of homes in the United States?
a. Mobile phones
b. Television
c. Personal computers
d. Internet
ANSWER: d
54. New markets created by the technologies underlying the development of products such as iPods, iPads, and Wi-Fi are
a result of:
a. disruptive technologies.
b. global competition.
c. knowledge intensity.
d. hypercompetition.
ANSWER: a
55. Henry Ford once said, “If I had asked people what they wanted, they would have said faster horses.” The invention of
the car is an early example of:
a. the march of globalization.
b. rapid technological diffusion.
c. disruptive technologies.
d. products that were not imitated by competitors.
ANSWER: c
56. A company’s ability to acquire knowledge is:

a. less important in the twenty-first century than in previous periods of business history.
b. an increasingly valuable source of competitive advantage.
c. not considered an asset or resource for businesses.
d. only important in high-technology industries.
ANSWER: b
57. The CEO of Ridgeway, Inc., realizes that the company's survival depends on developing and acquiring knowledge.
Which of the following actions by the CEO would be MOST consistent with this need?

a. Ensuring that all current, unique knowledge of the firm is protected by patents
b. Planning extensive employee training and hiring educated and experienced employees
c. Investing in sophisticated databases in relevant knowledge areas
d. Establishing a system of organizational intelligence gathering
ANSWER: b
58. RelTech has developed a proprietary approach to supply chain management and uses that expertise as a source of
competitive advantage. RelTech is relying on what intangible asset as a basis of competition?
a. Knowledge
b. Insight
c. Intensity
d. Strategic flexibility
ANSWER: a
59. Which of the following statements about organizational knowledge is true?

a. Knowledge is an intangible resource.
b. Firms with appropriate internal knowledge resources are likely to invest an appropriate amount of money in
research and development.
c. The value of knowledge as a proportion of total shareholder value is increasing.
d. All of these are correct.
ANSWER: d
60. In order to cope with hypercompetition, firms need to develop __________ through continuous learning.
a. competitive resilience
b. strategic flexibility
c. strategic power
d. competitive dominance
ANSWER: b
61. All of the following are assumptions of the industrial organization (I/O) model EXCEPT:
a. organizational decision makers are assumed to be rational and committed to acting in the firm's best interests.
b. resources to implement strategies are firm-specific and attached to firms over the long-term.
c. the external environment is assumed to impose pressures and constraints that determine the strategies that
would result in above-average returns.
d. most firms competing within an industry or within a segment of that industry are assumed to control similar
strategically relevant resources and to pursue similar strategies in light of those resources.
ANSWER: b
62. The industrial organization (I/O) model argues that the:

a. key factor in success is choosing the correct industry in which to compete.
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b. firm's internal resources and capabilities represent the foundation for development of a value-creating strategy.
c. key to earning above-average returns is strategic flexibility.
d. internal structure of the organization must match the industry in which it competes for it to earn above-average
returns on investment.
ANSWER: a
63. Which of the following statements is MOST consistent with the I/O view? Performance of a firm is most directly
attributable to:
a. the power of the financial market stakeholders.
b. the resources the firm possesses.
c. the profitability of the industry in which the firm competes.
d. hypercompetition within the industry.
ANSWER: c
64. Firms use the five forces model of competition to identify the __________ of an industry, as measured by its
__________.
a. size; number of competitors
b. globalization; percentage of exports
c. hypercompetition; technology diffusion
d. attractiveness; profitability potential
ANSWER: d
65. Alibaba is a company in the Internet services industry that has improved its performance by focusing on its unique
abilities in the area of innovation and service diversification. This improved performance is best explained by:
a. globalization.
b. the resource-based model.
c. the industrial organization (I/O) model.
d. hypercompetition.
ANSWER: b
66. An investor is considering in which of two start-up companies to invest. The investor has faith in the industrial
organization (I/O) model of above-average returns and is using that as a guideline to make a decision. Both start-up
companies propose to manufacture health-focused foods with low salt, low sugar, high fiber, and no artificial additives.
RexRich Foods has a business strategy of producing a differentiated product for which consumers will pay more. Green
Pastures Foods is in the health-foods industry because of its internal culture and commitment to healthy lifestyles, but it
does not have any executives with experience in food production. Which investment decision is the investor most likely to
make?
a. The investor will select Green Pastures Foods since it is most consistent with the I/O model.
b. The investor will select RexRich Foods since it is most consistent with the I/O model.
c. Since both firms are consistent with the I/O model, the investor will seek additional information before
making a decision.
d. At the entrepreneurial stage, the model that companies follow is not important, and the investor will wait
before making any investments.
ANSWER: b
67. Research shows that approximately _____ percent of a firm's profitability is explained by the industry in which it
chooses to compete, whereas _____ percent is explained by the firm's characteristics and actions.
a. 90; 10
b. 60; 40
c. 36; 20
d. 20; 36
ANSWER: d
68. All of the following are resources of an organization EXCEPT:

a. an hourly production employee's ability to catch subtle quality defects in products.
b. oil drilling rights in a promising region.
c. weak competitors in the industry.
d. a charity's board of directors of experienced executives.
ANSWER: c
69. All of the following are assumptions of the resource-based model EXCEPT:
a. firms acquire different resources and develop unique capabilities based on how they combine and use
resources.
b. firms' performances across time are due primarily to their unique resources and capabilities rather than the
industry's structural characteristics.
c. resources and capabilities are highly mobile across firms.
d. differences in resources and capabilities are the basis of competitive advantage.
ANSWER: c
70. __________ is the capacity for a set of resources to perform a task or an activity in an integrative manner.
a. A capability
b. A core competence
c. Sustainable competitive advantage
d. Organizational intelligence
ANSWER: a
71. When capabilities serve as a source of competitive advantage for a firm over its rivals, the firm has created a(n):
a. strategic mission.
b. inspiring vision.
c. core competence.
d. sustainable market niche.
ANSWER: c
72. In the resource-based model, which of the following factors would be considered a key to organizational success?
a. Unique market niche
b. Weak competition
c. Economies of scale
d. Skilled employees
ANSWER: d
73. To have the potential to become sources of competitive advantage, resources and capabilities must be non-
substitutable, valuable, __________, and __________.
a. unique; easy to imitate
b. easy to imitate; difficult to implement
c. rare; costly to imitate
d. easy to implement; unique
ANSWER: c
74. The resource-based model argues that:

a. all resources have the potential to be the basis of sustainable competitive advantage.
b. resources alone can be a source of sustainable competitive advantage.
c. the key to competitive success is the structure of the industry in which the firm competes.
d. resources that are valuable, rare, costly to imitate, and non-substitutable form the basis of a firm's core
competencies.
ANSWER: d
75. The resource-based view of the firm:

a. emphasizes that it is difficult to achieve and sustain a competitive advantage based on resources alone.
b. argues that the industry environment has a stronger influence on firms' ability to implement strategies
successfully than does the competitive environment.
c. calls for firms to focus on their homogeneous capabilities to compete against their rivals.
d. suggests that vision and mission are marketing messages not tied to strategic plans.
ANSWER: a
76. The goal of the organization's __________ is to point the firm in the direction of where it would like to be in the years
to come.
a. vision
b. mission
c. culture
d. strategy
ANSWER: a
77. The Princeton Alliance Church states on its website that "PAC exists to help you live life to the fullest by knowing
God, developing community and bringing hope." This pronouncement is MOST precisely a statement of organizational:
a. values.
b. structure.
c. vision.
d. culture.
ANSWER: c
78. A firm's mission is:

a. a statement of a firm's businesses in which it intends to compete and the customers it intends to serve.
b. an internally-focused affirmation of the organization's financial, social, and ethical goals.
c. mainly intended to emotionally inspire employees and other stakeholders.
d. the foundation for the firm's vision.
ANSWER: a
79. Jan is the CEO of GlenOak Corp. After analyzing GlenOak's vision statement and aligning it with new environmental
conditions, Jan rewrote GlenOak's mission. Which of the following best characterizes Jan's action?
a. Jan should have involved managers at all levels in the firm as well as employees who interact with customers
and the markets for input when rewriting the mission statement.
b. Because a mission can change along with environmental circumstances, Jan did the right thing in rewriting the
mission.
c. Because the CEO has the final responsibility for forming a firm's mission, it was proper for Jan to rewrite the
mission statement.
d. A mission statement is an enduring reflection of the values and aspirations of a firm, and Jan should not have
rewritten it.
ANSWER: a
80. A key purpose of a vision and mission statement is to inform _________ what a firm is, what it seeks to accomplish,
and who it seeks to serve.
a. CEOs
b. stakeholders
c. regulators
d. former employees
ANSWER: b
81. Todd works at EnergyOne and also owns shares of stock in the company and is a member in the union there. Todd
himself is a(n) __________ stakeholder; the union is a(n) __________ stakeholder.
a. product market and organizational; organizational
b. capital market; capital market
c. capital market and organizational; product market
d. organizational; organizational and product market
ANSWER: c
82. EnergyOne wants to install a high-capacity gas pipeline extension in the region. Shareholders anticipate better
delivery of energy at lower costs, which will increase profitability. State and local governments are expecting increased
tax revenue as well as new jobs in the region during construction of the expansion. Some customers look forward to lower
gas rates as a result of more efficient delivery. Residents of the area, including customers and environmental groups, are
opposed to the pipeline because of the increased risk for explosion and danger to the surrounding area. If EnergyOne
cannot meet the needs of each stakeholder, what is the most critical way the firm prioritize them?
a. By identifying its level of dependence on each stakeholder
b. By considering the urgency of each stakeholder's need
c. By classifying the vulnerability of each stakeholder
d. By assessing the social value of each stakeholder
ANSWER: a
83. Capital market stakeholders include:

a. industry competitors.
b. shareholders.
c. employees.
d. government regulators.
ANSWER: b
84. Dissatisfied capital market stakeholders may:

a. sell their stock.
b. impose more flexible covenants on subsequent borrowing of capital.
c. lobby for better working conditions for employees.
ANSWER: a
85. Greenleaf Property Management has been earning below-average returns for the last three years. Which of the
following statements is true?
a. Greenleaf will be able to satisfy its multiple stakeholders easily as long as the stakeholders are committed to
the strategic mission of the firm.
b. Greenleaf 's current goal should be to satisfy each group's minimal expectations.
c. Greenleaf will need to prioritize the demands of its stakeholders to maximize the interests of all stakeholders.
d. Greenleaf will not be able to minimally satisfy all stakeholders.
ANSWER: d
86. Product market stakeholders include the firm's customers, and the principal concern of this stakeholder group is:
a. maximizing the firm's return on investment.
b. receiving the highest-quality services in the industry at any price.
c. obtaining reliable products at the lowest possible prices.
d. increasing the profitability of the firm.

ANSWER: c
87. Product market stakeholders generally are satisfied when:

a. a firm's profit margin reflects at least a balance between the returns to capital market stakeholders and the
returns in which they share.
b. a firm's profit margin yields an above-average return to its capital market stakeholders.
c. the interests of the firm's organizational stakeholders have been maximized.
d. the interests of all stakeholders have been at least minimally satisfied.
ANSWER: a
88. Before liquidating during a bankruptcy, a company will take several actions to try to satisfy its __________
stakeholders.
a. capital market
b. product market
c. organizational
d. governmental
ANSWER: a
89. The Chambers of Commerce of cities and towns often implore citizens to buy from local businesses. This is because
the organization's role as a taxpayer is MOST important to __________ as stakeholders.
a. major suppliers of capital
b. shareholders
c. host communities
d. unions
ANSWER: c
90. A retail outlet can attempt several remedies to improve profitability to meet the expectations of its __________
stakeholders, including closing stores, changing the top management team, and seeking potential buyers.
a. product market
b. capital market
c. organizational
d. governmental
ANSWER: b
91. Organizational stakeholders are usually satisfied when:

a. their return on investment has been maximized.
b. customers pay the highest sustainable price for the goods and services they receive.
c. companies provide a dynamic, stimulating, and rewarding work environment.
d. companies are paying the highest prices to suppliers.
ANSWER: c
92. GlenOak Corp. is planning to open a second corporate office in a new city. The legal team at GlenOak Corp. is
studying the various state and local regulations that control its industry in order to narrow down the possible sites to those
which would be most conducive to success. What type of stakeholder is being focused at this stage?
a. Host communities, which are product market stakeholders
b. Shareholders, which are capital market stakeholders
c. Primary customers, which are product market stakeholders
d. Managers, which are organizational stakeholders
ANSWER: a
93. Refuge Nursing Homes, Inc., (RNH) has been highly profitable in the past 10 years, providing its investors higher
returns than those earned by its direct competitors' investors. RNH has a reputation for providing high-paying managerial
and hourly-employee jobs. However, recent investigations have revealed that the nursing home residents have been
provided substandard care, including non-nutritious and unappetizing meals, non-functional medical equipment, and
inadequate patient-care staffing. Which of the following statements best describes the situation?
a. RNH has been earning below-average returns, so it has had to prioritize the demands of its various
stakeholders.
b. RNH has prioritized the demands of capital market stakeholders and organizational stakeholders over the
demands of product market stakeholders.
c. RNH has earned above-average returns and so has satisfied the needs of all relevant stakeholders.
d. RNH has been attempting to minimally satisfy the demands of all of its stakeholders.
ANSWER: b
94. Knollbridge Industries has been expanding globally. The company wants to build employee skills for the global
landscape in order to provide employees with more opportunities and also leverage their expertise in more markets. They
can best facilitate this effort through what strategy?
a. Establishing first-mover advantage
b. Making international assignments
c. Designing diversity training programs
d. Limiting expatriate experiences
ANSWER: b
95. The global economy, globalization, rapid technological change, and the increasing importance of knowledge and
people as sources of competitive advantage are creating the need to:
a. delegate strategic responsibilities to employees "closer to the action."
b. split responsibilities between the CEO and the board of directors to minimize the possibility of corporate
scandals triggered by unethical CEOs.
c. re-centralize the responsibility for strategy to the CEO.
d. expand the strategic responsibilities to all organizational stakeholders.
ANSWER: a

96. The strategic leader's work is characterized by:

a. ambiguous decision situations.
b. a willingness to unify stakeholders through skillful manipulation.
c. an ability to identify solutions to long-range problems.
d. concentration on the practical day-to-day aspects of the organization's operations.
ANSWER: a
97. A major assumption about the strategic management process is that it is:
a. inspired.
b. team-based.
c. rational.
d. inclusive.
ANSWER: c
98. A business-level strategy describes:

a. the businesses in which the company intends to compete.
b. all policies and procedures used in functional departments.
c. the actions a firm takes to exploit its competitive advantage over rivals.
d. a firm's resources, intent, and mission.
ANSWER: c
99. For a diversified firm, corporate-level strategy is concerned with:

a. operating each individual business under the corporate umbrella.
b. determining how each functional department of the firm will operate.
c. determining the businesses in which the company intends to compete as well as how to manage its different
businesses.
d. coordinating the vision and mission of each subsidiary firm.
ANSWER: c
100. PGG Mining is making a strategic decision whether to shut down a coal mine in Pennsylvania. It is important to
consider that the decision:
a. should be based solely on the results of the CEO’s approval of the mine’s general manager.
b. has ethical implications for organizational stakeholders.
c. need not be socially responsible if the firm is making below-average returns from the mine.
d. All of these are important to consider.
ANSWER: b
101. A large corporation has earned a reputation for being a challenging work environment for employees, placing
demands on employees’ time and pushing them to accomplish tasks, sometimes with little recognition. A recent audit
found that the company was denying employees overtime pay despite the extra work. This is a reflection of the
company’s:
a. core values of hard work to gain advancement.

b. unethical organizational culture.
c. lack of an organizational mission.
d. search for its core competencies.
ANSWER: b
102. In smaller, new venture firms, returns are sometimes measured in terms of:
a. return on assets.
b. return on equity.
c. return on sales.
d. the amount and speed of growth.
ANSWER: d
103. A __________ is an integrated and coordinated set of commitments and actions designed to exploit core
competencies and gain a competitive advantage.
a. goal
b. strategy
c. tactic
d. mission
ANSWER: b
104. __________ is an investor's uncertainty about the economic gains or losses that will result from a particular
investment.
a. Return
b. Reward
c. Risk
d. Revenue
ANSWER: c
105. The culmination of the strategic management process is:

a. performance.
b. strategy implementation.
c. strategy formulation.
d. analysis.
ANSWER: a
106. Managers must adopt a new mind-set that values __________ and the challenges that evolve from constantly
changing conditions.
a. flexibility
b. innovation
c. speed
ANSWER: d
107. __________ innovation is a term used to describe how rapidly and consistently new, information-intensive
technologies replace older ones.
a. Perpetual
b. Disruptive
c. Global
d. Diffusion
ANSWER: a
108. __________ provides the firm with new and up-to-date skill sets, which allow it to adapt to its environment as it
encounters changes.
a. Strategic flexibility
b. Continuous learning
c. Knowledge
d. The Internet
ANSWER: b
109. The industrial organization (I/O) model is grounded in:

a. anthropology.
b. psychology.
c. economics.
d. accounting.
ANSWER: c
110. GlenOak Corp. is conducting an analysis to determine which strategies would best enable the firm to achieve above-
average returns. How might the firm best make use of the different models available to select strategies and determine
how to implement them?
a. The firm should first focus on internal factors, using a resource-based model to acquire necessary assets and
skills.
b. The firm should first focus on external factors, using an I/O model to identify the firm's competitive
advantage.
c. If the firm should write a vision and mission, and then use the I/O or resource-based model that best aligns
with those statements.
d. The firm should use both the I/O model and the resource-based model to focus on factors outside and inside
the firm at the same time.
ANSWER: d
111. Which of the following statements about a vision and mission is true?
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a. A firm's vision is more concrete than its mission.

b. The mission points the firm in the direction of where it would like to be in the years to come.
c. A vision statement should be clearly tied to the conditions in the firm's external environment and internal
organization.
d. The mission deals more directly with capital markets.
ANSWER: c
112. William Ackman is a hedge fund manager who owned a large share of J.C. Penney stock. He was also a member of
the J.C. Penney board. He tried to get the CEO fired, but the board and top management said he breached his boardroom
duties when he publicly disclosed information about the CEO search and financial condition of the company. He resigned
from the board of directors. This is an example of a contentious relationship between:
a. the capital market stakeholders and the organizational stakeholders.
b. the organizational stakeholders and the product market stakeholders.
c. the capital market stakeholders and the product market stakeholders.
d. all of the stakeholders.
ANSWER: a
113. Strategic leaders are:

a. located only at the executive level.
b. located in different areas and levels.
c. the CEO, COO, and CFO only.
d. located at different levels, but only in the operating area of the organization.
ANSWER: b
114. Successful strategic leaders are:

a. committed to helping the firm create value for all stakeholder groups.
b. committed to nurturing those around them.
c. decisive.
ANSWER: d
115. Delegation helps:

a. overload middle managers.
b. control strategy implementation.
c. avoid too much managerial arrogance at the top.
d. emphasize profit maximization.
ANSWER: c
116. Organizational culture refers to:

a. an integrated and coordinated set of commitments and actions designed to exploit core competencies and gain
a competitive advantage.
b. the complex set of ideologies, symbols, and core values that are shared throughout the firm.
c. a set of capabilities used to respond to various demands and opportunities existing in a dynamic and uncertain
competitive environment.
d. how a firm acquires, uses, and develops its various resources and capabilities.
ANSWER: b
117. Effective strategic leaders emerge on the basis of their:

a. capabilities and accumulation of human capital and skills over time.
b. single-minded focus on strategy formation.
c. aptitude for strategy implementation.
d. focus on innovation.
ANSWER: a
118. Sandy, a line manager on the production floor at Oakway Industries, is an entry-level manager. Sandy has a strong
commitment to the Oakway's vision and mission. She has good relationships with workers on her line as well as with
employees throughout Oakway. Sandy is able to make decisions on the fly to keep the line moving, and other line
managers often ask for her help in troubleshooting different situations. Which of the following best characterizes Sandy?
a. Sandy is a strategic leader.
b. Sandy is assuming inappropriate responsibility considering her position in the firm.
c. Sandy is likely to be promoted into an upper-management position where she would become a strategic leader.
d. If Sandy were using these same skills to determine strategy, perhaps in the finance department rather than on
the production line, she would be considered a strategic leader.
ANSWER: a
119. SWOT stands for:

a. strategy, wealth, organization, and threats.
b. success, weakness, opportunities, and taxes.
c. strength, wealth, organization, and taxes.
d. strengths, weaknesses, opportunities, and threats.
ANSWER: d
120. In the strategic management process, A-S-P stands for:

a. analyses, successes, and purposes.
b. analyses, strategies, and performance.
c. ability, strategies, and purposes.
d. ability, successes, and performance.
ANSWER: b

121. The firm's __________ provide the foundation for choosing one or more __________ and deciding which one(s) to
implement.
a. analyses; strengths
b. abilities; strengths
c. analyses; strategies
d. abilities; strategies
ANSWER: c
122. It is important to emphasize that primarily because they are related to how a firm interacts with its stakeholders,
almost all strategic management process decisions have __________ dimensions.
a. ethical
b. local
c. political
d. global
ANSWER: a
123. A diversified firm competing in multiple product markets has:

a. no business-level strategy and one corporate-level strategy.
b. one business-level strategy and no corporate-level strategy.
c. more than one business-level strategy and a corporate-level strategy.
d. one business-level strategy and one corporate-level strategy.
ANSWER: d
Essay
124. Define strategic competitiveness and above-average returns. What is the relationship between strategic
competitiveness and returns on investment?
ANSWER: Strategic competitiveness is achieved when a firm successfully formulates and implements a value-creating
strategy. Above-average returns are returns in excess of what an investor expects to earn from other
investments with a similar amount of risk. Firms will only be able to earn above-average returns if they
develop a competitive advantage. A firm has a competitive advantage when it implements a strategy that
creates superior value for customers and that competitors are unable to duplicate or find it too costly to try to
imitate.
125. Hypercompetition is a characteristic of the current competitive landscape. Define hypercompetition, and identify its
primary drivers. How can organizations survive in a hypercompetitive environment?
ANSWER: Hypercompetition is a condition where competitors engage in intense rivalry, markets change quickly and
often, and entry barriers are low. Hypercompetition results from the dynamics of strategic maneuvering among
global and innovative combatants. It is a condition of rapidly escalating competition based on price-quality
positioning, competition to create new know-how and establish first-mover advantage, and competition to
protect or invade established product or geographic markets. In hypercompetition, firms often aggressively
challenge their competitors in the hopes of improving their competitive position and ultimately their

performance. The two primary drivers of hypercompetition are the global economy and rapid technological
change. To survive in a hypercompetitive environment, firms need strategic flexibility. This demands
continuous learning which allows the firm to develop new and up-to-date skills so that it can adapt to its
environment as it encounters change.
126. Describe the industrial organization (I/O) model of above-average returns. What are its main assumptions? What is
the key to success according to the I/O model?
ANSWER: The I/O model of above-average returns argues that the external environment is the primary determinant of
firm success, rather than the firm's internal resources. The model has four underlying assumptions. First, the
external environment is assumed to impose pressures and constraints that determine the strategies that would
result in above-average returns. Second, most firms competing within an industry or within a segment of that
industry are assumed to control similar strategically relevant resources and to pursue similar strategies in light
of those resources. Third, resources used to implement strategies are assumed to be highly mobile across
firms, so any resource differences that might develop between firms will be short-lived. Fourth, organizational
decision makers are assumed to be rational and committed to acting in the firm's best interests, as shown by
their profit-maximizing behaviors. The key to success according to the I/O model is to find the most attractive
industry (the one with the highest profit potential) in which to compete.
127. Describe and discuss the resource-based model of above-average returns.

ANSWER: The resource-based model focuses on the firm's internal resources and capabilities. The uniqueness of these
resources and capabilities determine the firm's strategy and its ability to earn above-average returns. The firm's
resources are inputs into its production process. Resources must be formed into capabilities, the capacity to
perform a task or activity in an integrative manner. Capabilities that give a firm a competitive advantage are
called core competencies. This model assumes that resources and capabilities are not highly mobile across
firms; consequently, all firms within a particular industry may not possess the same strategically relevant
resources and capabilities. Therefore, different firms will have different core competencies. The organization's
strategy is based on finding the best environment in which to exploit its core competencies.
128. What are a firm's vision and mission? What is the value to the firm of having a specified vision and mission?
ANSWER: Vision is a picture of what the firm wants to be and, in broad terms, what it wants to ultimately achieve. Thus,
a vision statement articulates the ideal description of an organization and gives shape to its intended future. In
other words, a vision statement points the firm in the direction of where it would like to be in the years to
come. The vision is the foundation for the firm's mission. A mission specifies the businesses in which the firm
intends to compete and the customers it intends to serve. The firm's mission is more concrete than its vision.
The value of having a vision and mission is that they inform stakeholders of what the firm is, what it seeks to
accomplish, and who it seeks to serve.
129. Describe an organization's various stakeholders and their different interests. Under what condition can the firm most
easily satisfy all stakeholders? If the firm cannot satisfy all stakeholders, which ones must it satisfy in order to survive?
ANSWER: Stakeholders are the individuals, groups, and organizations that can affect the firm's vision and mission, are
affected by the strategic outcomes achieved, and have enforceable claims on the firm's performance. There are
three principal types of stakeholders. First, there are the capital market stakeholders. These stakeholders
include the shareholders and the major suppliers of capital to the firm. They are most interested in the return
on capital in relation to the risk incurred. The second group of stakeholders is the product market stakeholders.
This group includes customers, suppliers, host communities, and unions representing workers. Customers
demand reliable products at the lowest possible prices. Suppliers seek loyal customers who are willing to pay
the highest sustainable prices for the goods and services they receive. Host communities want companies
willing to be long-term employers and providers of tax revenues without placing excessive demands on public
support services. Union officials are interest in secure jobs, under highly desirable working conditions, for
employees they represent. The final group of stakeholders is the organizational stakeholders. This group
includes the employees (both managerial and non-managerial). These stakeholders expect a firm to provide a
dynamic, stimulating, and rewarding work environment. The firm can most easily satisfy all stakeholders if it
earns above-average returns. If the firm does not earn above-average returns, it must prioritize its stakeholders
by their power, the urgency of satisfying each particular stakeholder group, and the degree of importance of
each to the firm. The firm must then make trade-offs among the stakeholders.
130. Who are the firm's strategic leaders? What things can a strategic leader focus on to be effective?
ANSWER: The firm's strategic leaders include the CEO and top-level managers, but they also include organizational
members who have been delegated strategic responsibilities. Strategic leaders use the strategic management
process to help the firm reach its vision and mission. Effective leaders must embrace change in the dynamic
competitive landscape. They should promote innovation in their organization. They can also leverage
partnerships with external parties and organizations to advance the company. To increase incremental
knowledge, strategic leaders can promote exploratory and exploitative learning within the team. An
ambicultural approach, or global mind-set, can also help the company compete in a global economy.
131. What are the primary aspects of the strategic management process? (Note: You may reference specific chapters from
the text in formulating your response.)
ANSWER: This is a roadmap question for the entire strategic management course. Students will likely have a far greater
understanding of the big picture after having gone through the entire course.
The strategic management process consists of three primary processes: analysis (Chapters 2 and 3), strategy
formulation (Chapters 4–9) and implementation (Chapters 10–13).
Analysis. Analysis involves the development of an understanding of the external environment (Chapter 2) and
internal organization (Chapter 3). These analyses are completed to identify marketplace opportunities and
threats in the external environment and to decide how to use the resources, capabilities, core competencies,
and competitive advantage in the firm's internal organization to pursue opportunities and overcome threats.
Formulation. With knowledge about its external environment and internal organization, the firm forms its
vision and mission (Chapter 1) and makes decisions as to what strategies to utilize to provide returns to
shareholders. These decisions involve the selection of business-level strategies (Chapter 4), which are the
actions a firm takes to exploit its competitive advantage over rivals, and its corporate-level strategy (Chapter
6), which is concerned with determining the businesses in which the company intends to compete as well as
how to manage its different businesses. The ability to utilize a strategy will be impacted by competing firms.
This is described as the dynamics of competition (Chapter 5). Formulation involves the selection of
mechanisms such as acquiring other businesses and restructuring the firm's portfolio of businesses (Chapter 7),
selecting an international strategy (Chapter 8), and the use of cooperative strategies (Chapter 9), wherein firms
form a partnership to share their resources and capabilities in order to develop a competitive advantage.
Implementation. Implementation is putting the formulated plan into action. Implementation is facilitated by
different mechanisms used to govern firms (Chapter 10), the use of appropriate organizational structure and
mechanisms to control the firm's operations (Chapter 11), the patterns of strategic leadership appropriate for
the firm's strategy and competitive environments (Chapter 12), and the use of strategic entrepreneurship
(Chapter 13) as a path to continuous innovation.
The objective of all of these activities is to manage the firm in a manner that produces above-average rates of
return.
132. Define globalization, and describe some of its consequences.

ANSWER: Globalization is the increasing economic interdependence among countries and their organizations as reflected
in the flow of goods and services, financial capital, and knowledge across country borders.
Globalization increases the range of opportunities for companies. Firms engaging in globalization of their
operations must make culturally sensitive decisions. Globalization has led to higher performance standards in
many competitive dimensions, including those of quality, cost, productivity, product introduction time, and
operational efficiency. In addition to firms competing in the global economy, these standards affect firms
competing on a domestic-only basis. Thus, managers have to learn how to operate effectively in a "multi-
polar" world with many important countries having unique interests and environments. Firms must learn how
to deal with the reality that in the competitive landscape of the twenty-first century, only companies capable of
meeting, if not exceeding, global standards typically have the capability to earn above-average returns. The
risks of participating outside of a firm's domestic markets in the global economy are labeled a "liability of
foreignness."

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The Fairy’s Party
Neighbors passing the house of the little Fairy Health, one lovely
summer day, noticed a most unusual stir and bustle. Large and small
packages were continually arriving and the neat little housemaid was
kept quite busy opening and closing the door to receive them.
The Fairy, flitting here and there among the flower beds, was
accosted by one curious neighbor and asked what it all meant.
With her hands full of flowers the Fairy paused to answer him:
“I am giving a party this afternoon,” she said, “to friends from a
distance, and we are all very busy.”
Cho-Cho, arriving about this time, was told to leave his bag in the
house and hurry back to help gather roses.
The curious neighbor departed, and Cho-Cho and the Fairy
worked for an hour, gathering flowers and vines, to make the
beautiful house more beautiful.
At last it was all finished, and the Fairy hurried upstairs to don her
party gown before the guests should arrive.
When she came down the stairs a half hour later, Cho-Cho, waiting
in the hallway, held his breath in admiration, for the little Fairy was
so lovely that words can scarce describe her. Her gown fell in graceful
lines about her slender figure—neck and arms were bare, and her
flower-like face crowned with its shining hair was radiant with joy.
Forget-me-nots were twined among her curls, and she carried a
bunch of them in her shapely hands. No jewels adorned the Fairy,
but in every way she expressed simplicity and grace.
Cho-Cho, coming forward, dropped lightly on one knee, and taking
the Fairy’s hand, raised it to his lips.
“You are wonderful,” he said.
“You like my gown, Cho-Cho?” she questioned, and smiled upon
him, for these two were old and tried friends.
A noise from without told of the advent of a guest, and Health
went forward to greet the visitor.
It proved to be the Persian Cat, looking quite handsome in a soft-
gray hat, which he gracefully doffed to the Fairy, and he carried a
gold-headed cane.
One could well imagine him a great favorite with the ladies, for he
was indeed a finished dandy.
“You rival your flowers in beauty, Fairy,” he said, as he took her
hand.
At the noise of the garden gate closing, they looked up to behold
the Wonderful Dog and his wife coming toward them.
The Wonderful Dog had on a smart new collar, and came forward
with dignity to present his wife to the Fairy, for they had never met.
Mrs. Dog was a fluffy little thing, who seemed really to care more
about her new dress and the latest style than any other subject.
The next arrival was the little Boy from the Farm. He came timidly
toward the group, looking rather frightened, but when he spied his
old friend, Cho-Cho, all his fears vanished and he smiled with
pleasure.
They were busily chatting in the Rose Arbor, when the little
Vegetable Men came softly in and stood beside the Fairy.
She welcomed them with kindness, for these were modest little
people and felt rather strange among the handsome company.
With a whirr of wings and a flash of color, the Lovely Bird and his
brother Rumor were among them and congratulated the Fairy on the
perfect weather she was having for her Fête.
The company were all assembled now except the Red Brown
Squirrel, and the Fairy asked if anyone had seen him on the high-
road as they came hither. But no one had heard of him, although the
Persian Cat had come from that direction.
An hour slipped by. The Fairy was growing anxious and Cho-Cho
repeatedly looked at his watch.
At last he said:
“With your permission, Fairy, I will go look for the Red Brown
Squirrel. He was my friend and I greatly fear some evil has befallen
him.”
“I, too, will go,” said the Cat, “there are many dangers upon the
high-road, and a comrade may be needed.”
“I am with you,” said the Dog. “Lead on, Cho-Cho.”
“Friends,” said the Persian Cat, “I believe I can find the Red Brown
Squirrel. Between his home and the Fairy’s garden there lives an evil
imp, called Jealousy. I passed him today as I journeyed hither and he
scowled upon me with a look of rage. He was afraid to attack me, but
the Squirrel is small and not a match for this cruel imp, and has
doubtless fallen a victim to his malice.”
“Hasten, hasten,” said Cho-Cho, and passing through the gate he
started briskly toward the Squirrel’s home.
The Cat and the Dog followed and all three were soon lost to the
view of the anxious company in the Fairy’s garden.
The friends covered the ground rapidly and were nearing the home
of the Red Brown Squirrel, when Cho-Cho’s sharp eyes spied a half-
eaten nut lying in the roadway.
There were no trees near, and they knew that it must have been
dropped by their friend.
Looking eagerly upon the ground, they discovered the tiny
footprints of the Squirrel and the larger ones of the flat-footed imp,
leading into a field of tall grass.
Here the Cat went forward, for his sharp eyes could distinguish the
footprints with great ease. Following these signs they crossed the
field and came out upon an unused road that sloped downward, until
they found themselves beside a deep river which seemed impossible
to pass.
“Get upon my back,” said the Wonderful Dog, “the River is my
comrade, it will not harm you.”
With ease and confidence he swam forward, and carried them to
safety on the further bank.
Cho-Cho and the Persian Cat stepped from the Dog’s back and
turned to thank him, when from behind a large rock, the ugly imp
darted out and sprang toward Cho-Cho, trying to push him into the
river. But the Cat, catching the imp by the neck, held him firmly, and
he was powerless to do aught but scream.
Binding him fast they went behind the great rock and found the
Red Brown Squirrel in chains.
The Cat set him free and the friendly Squirrel stood up before
them brave and unhurt.
Then they hurried back to the Fairy and were received with relief
and pleasure.
And now, the Fairy with the Wonderful Dog leads the way to the
dining-room. The Persian Cat gracefully offers his arm to little Mrs.
Dog. Cho-Cho and the Boy come hand in hand, followed by the
Lovely Bird and Mr. Beet. The Red Brown Squirrel is telling the story
of his adventure to Mr. Onion, and Rumor and Mr. Carrot bring up
the rear.
The dining-room is a mass of roses and smilax, and in the center, a
table full of all the delicious things that children like.
Mrs. Dog remarks that the decorations are lovely, and the Persian
Cat replies that the ladies are more beautiful than the flowers.
The little Fairy flits here and there among her guests, seeing, with
charming courtesy, that all their wants are well supplied, and when
at last they can eat no more, Cho-Cho rises, and with a glass of
sparkling lemonade proposes a toast:
“To our charming hostess, the Fairy Health.”
With a right good will the company drink the toast, then led by the
Persian Cat they leave the house and with laughter and jest pass by
lovely garden paths out to the fountain—and so the fun goes on,
ending at last with a dance in the dell, and joy and happiness in every
heart.
The Macmillan Company has arranged to publish a series of
health books for the CHILD HEALTH ORGANIZATION of
America
Health in
Education
Education in
Health
The Child Health Organization has undertaken a nation-

wide campaign to raise the health standard of the school child.
The following books are now ready:
Rosy Cheeks and Strong Heart
Rhymes of Cho-Cho’s Grandma
Cho-Cho and the Health Fairy
Child Health Alphabet
Price list furnished upon application

Order from any of the following addresses of
THE MACMILLAN COMPANY
New York
64 Fifth
Avenue
Chicago
25th St. &
Prairie Ave.
San Francisco
609 Mission
Street
Boston
Huntington
Chambers
Dallas
330 S. Harwood
Street
Literature published separately by the CHILD HEALTH
ORGANIZATION of America
Weight Card—Tags—Posters
Health in Play—My Health Book
Standards of Nutrition and Growth
The Demonstration and Its Application
The Nutrition Class
Alphabet Cards. A to Z
Health Plays for School Children
Four Plays Dramatizing “Cho-Cho and Health Fairy”
Stories
Happy’s Calendar
Milk, the Master Carpenter
Cho-Cho’s Health Game
Price list furnished upon application

Order from the CHILD HEALTH ORGANIZATION of America
Penn Terminal Building, 370 Seventh Avenue, New York City
THE U. S. BUREAU OF EDUCATION

has arranged for the sale of the following Reprints:
Class Room Weight Record
Right Height and Weight for Boys
Right Height and Weight for Girls
Wanted! Teachers to Enlist for Health Service
Diet for the School Child
Summer Health and Play School
Teaching Health
Child Health Program for Parent-Teacher Associations and
Women’s Clubs
Further Steps in Teaching Health
The Lunch Hour at School
Suggestions for a Program for Health Teaching in the
Elementary Schools
Your Opportunity in the Schools
Health Training for Teachers
Orders for these should be sent to: The Superintendent of
Documents, Government Printing
Office, Washington, D. C. (Remittance must accompany all
orders.)
CHILD HEALTH ORGANIZATION of America
Board of Trustees
Dr. L. Emmett Holt, President
Dr. Thomas D. Wood, Vice-President
Dr. Frederick Peterson, Secretary
James G. Berrien, Treasurer
Mrs. John Collier
Clinton H. Crane
Dr. Samuel McC. Hamill
Dr. Royal S. Haynes
Dr. Victor G. Heiser
Owen R. Lovejoy
Mrs. Frederick Peterson
Dr. Bernard Sachs
Mrs. Frank A. Vanderlip
Dr. Philip Van Ingen
Allan Wardwell
Miss Florence Wardwell
Dr. Herbert B. Wilcox
Dr. C.-E. A. Winslow
STAFF
Sally Lucas Jean, Director
Associate Directors: Marie L. Rose Anne L. Whitney Anne

Raymond, Field Representative
Assistants: Grace T. Hallock Margaret C. Carey Alice F.
Loomis
Advisory Directors: J. Mace Andress Lucy Oppen Mabel
Bragg
TRANSCRIBER’S NOTES
Typos fixed; non-standard spelling and dialect
retained.
*** END OF THE PROJECT GUTENBERG EBOOK CHO-CHO AND THE
HEALTH FAIRY ***
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Test Bank for Strategic Management

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Test Bank for Strategic Management: Competitiveness and

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3. The goal of strategy implementation is to develop a permanent competitive advantage.

Copyright Cengage Learning. Powered by Cognero. Page 1

Copyright Cengage Learning. Powered by Cognero. Page 2

Copyright Cengage Learning. Powered by Cognero. Page 3

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28. The firm's mission is more concrete than its vision.

32. Power is the most critical criterion in prioritizing stakeholders.

Copyright Cengage Learning. Powered by Cognero. Page 5

Copyright Cengage Learning. Powered by Cognero. Page 6

42. A competitive advantage:

43. Above-average returns are:

44. The strategic management process is:

45. The primary drivers of hypercompetition are __________ and __________.

50. Globalization has led to:

51. The "liability of foreignness" is the:

Copyright Cengage Learning. Powered by Cognero. Page 8

56. A company’s ability to acquire knowledge is:

Copyright Cengage Learning. Powered by Cognero. Page 9

59. Which of the following statements about organizational knowledge is true?

62. The industrial organization (I/O) model argues that the:

68. All of the following are resources of an organization EXCEPT:

74. The resource-based model argues that:

75. The resource-based view of the firm:

78. A firm's mission is:

83. Capital market stakeholders include:

84. Dissatisfied capital market stakeholders may:

d. increasing the profitability of the firm.

87. Product market stakeholders generally are satisfied when:

91. Organizational stakeholders are usually satisfied when:

Copyright Cengage Learning. Powered by Cognero. Page 17

96. The strategic leader's work is characterized by:

98. A business-level strategy describes:

99. For a diversified firm, corporate-level strategy is concerned with:

a. core values of hard work to gain advancement.

105. The culmination of the strategic management process is:

109. The industrial organization (I/O) model is grounded in:

a. A firm's vision is more concrete than its mission.

113. Strategic leaders are:

114. Successful strategic leaders are:

115. Delegation helps:

116. Organizational culture refers to:

Copyright Cengage Learning. Powered by Cognero. Page 21

117. Effective strategic leaders emerge on the basis of their:

119. SWOT stands for:

120. In the strategic management process, A-S-P stands for:

Copyright Cengage Learning. Powered by Cognero. Page 22

123. A diversified firm competing in multiple product markets has:

Copyright Cengage Learning. Powered by Cognero. Page 23

127. Describe and discuss the resource-based model of above-average returns.

45. The primary drivers of hypercompetition are and .