MGMT344 Quizzes Questions and Answers All Correct
Which of the following is a common mistake in drawing up strategic group maps?
a. Often there are mobility barriers that prevent free movement between the identified groups
b. Often the two chosen axes are related to one another so that al...
MGMT344 Quizzes Questions and
Answers All Correct
Which of the following is a common mistake in drawing up strategic group maps?
a. Often there are mobility barriers that prevent free movement between the identified
groups
b. Often the two chosen axes are related to one another so that all firms plot along the
diagonal
c. Often the analysis is incomplete, because it includes 'white spaces' or 'black holes'
d. Often firms are plotted by characteristics that are not visible to the market, such as
size or ownership structure - Answer- b. Often the two chosen axes are related to one
another so that all firms plot along the diagonal
In the 'value chain' as put forward by Michael Porter within an organisation:
a. Can be used to analyse the potential for improved value-creating linkages between
firms.
b. Once activities are identified, they can be evaluated in terms of cost drivers and in
terms of importance to the firm's competitive advantage.
c. The way the primary activities are broken down shows that the concept is designed
only for manufacturers of physical goods
d. The activites map onto the categories on a traditional organisation reporting chart, for
example 'human resource management' activities would all be carried out within the
specialist HR function.
e. It is the primary activities that create value, whereas the support activities do not. -
Answer- b. Once activities are identified, they can be evaluated in terms of cost drivers
and in terms of importance to the firm's competitive advantage.
For G. Hamel and C.K. Prahalad in 1990, core competences of the firm can be
a. The source of prediction for the future of the firm and the evolution of its external
environment, as well as the source of new products
b. None of the other answers
, c. A source of cohesion for a firm's identity
d. The basis for the firm's strategy and the unifying concepts behind its corporate culture
e. Linked sets of constituent skills, activities and resources that are the basis for
differentiation from competitors - Answer- e. Linked sets of constituent skills, activities
and resources that are the basis for differentiation from competitors
In terms of the 'resource-based view of the firm', the relationship between a firm's
resources and its capabilities can best be described as follows:
a. None of the other answers
b. They are essentially different words for the same thing
c. Capabilities are based on human resources whereas resources belong to the firm
IncorrectThis is an odd statement. The topic is about resources/capabilities that the firm
controls and can exploit.
d. Capabilities are the outcome of resources working together effectively
e. Resources are tangible assets; capabilities are intangible - Answer- d. Capabilities
are the outcome of resources working together effectively
A high level of protected intangible resources such as patents, rights, trade secrets and
trademarks can:
a. None of the three options are true, since the protections can easily be circumvented
b. All three options are true
c. Form the basis for competitive advantage
d. Require significant legal expenditure to defend
e. Result in strong licensing and royalty revenues - Answer- b. All three options are true
According to the Johnson, Whittington & Scholes textbook, balanced scorecards
typically set performance targets based on a number of different perspectives. Which of
the items below is NOT specifically referred to as a balanced scorecard perspective?
a. Customer perspective
b. Innovation and learning perspective
c. Dynamic Capabilities perspective
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