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All of the following are assumptions of the industrial organization (I/O) model EXCEPT:


A) organizational decision makers are 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 result in above-average returns.
D) every firm in an industry controls similar strategically relevant resources.

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If a firm is dependent on a specific stakeholder group, that group has less influence on the firm's strategic decision making.

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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 Smith is no longer active in the actual production of the cheesecakes, she continues as president of the catering company.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.

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All of the following are assumptions of the resource-based model EXCEPT:


A) each firm is a unique collection of resources and capabilities.
B) the industry's structural characteristics have little impact on a firm's performance over time.
C) capabilities are highly mobile across firms.
D) differences in resources and capabilities are the basis of competitive advantage.

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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 achieve above-average returns for investors through effective use of the organization's resources.
D) the formulation and implementation of a full set of commitments, decisions, and actions required for the firm to achieve above-average returns and strategic competitiveness.

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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.

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A key purpose of a 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

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The economic interdependence among countries which is reflected in the flow of goods, services, financial capital, and knowledge across country borders is defined as:


A) hypercompetition.
B) boundaryless retailing.
C) strategic intensity.
D) globalization.

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Research shows that a greater percentage of a firm's profitability is explained by the I/O rather than the resource-based model.

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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.

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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 corporate culture.
C) lack of an organizational mission.
D) search for its core competencies.

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Returns can only be measured in accounting terms such as return on assets, return on equity, or return on sales.

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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 including quality and cost.

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