SOLVED

11Competitive advantages that are not intuitively obvious are an example of a.causal ambiguity b.competitive parity c.inimitable resources d.path-dependency 12A capability arising from a network of relationships is known as a.integrative thinking b.social complexity c.path dependency d.managerial know-how 13Resource durability is sometimes associated with a a.procedure b.patent c.brand d.position 14An organization’s resources can be enhanced or undermined by a.how rare the resources are b.the organization’s product market focus c.the break-even point d.the organization’s social values 15A resource-pushed strategy is one that a.lacks sufficiency b.leverages unique capabilities c.is sustainable d.can be readily copied 16The purpose of evaluating the strategy-resources linkage is to test for a.profitability b.managerial fit c.material gaps d.sustainability 17One of the elements taken into consideration when conducting a resource analysis by strategy component is a.managerial preferences b.break-even point c.government regulation d.value proposition 18A resource analysis by resource category considers such elements as the a.market share, technology, and employee capabilities b.population, social values, and technology c.economy, government regulation, and product life cycle d.break-even point, interest rates, and consumer preferences 19One of the considerations when evaluating resource gaps is the a.cost of failure b.likelihood of government subsidies c.nature of a competitive response d.product market focus 20Strategic proposals that fit well with the environment and available resources are further evaluated based on a.product-market focus b.break-even point c.the level of initial investment d.managerial preferences 21In a rapidly changing environment, organizations need resources that are a.stable b.easily replicated c.adaptable d.single-use 22Diversification can be defined as an organization’s ability to a.define the scope of its operations b.divest of non-core activities c.match the capabilities of its competitors d.leverage its current resources 23A firm’s value chain of activities is sometimes referred to as a.horizontal integration b.competitive parity c.structural functionality d.vertical integration 24The scope of a firm is traditionally defined by its a.work force, assets, and location b.product line, production capacity, and technological base c.product market, geography, and vertical integration d.technology, employee capabilities, and procedures 25The purpose of assessing an organization’s capabilities is to determine what the a.competition might do in response b.government might choose to regulate c.suppliers might try to copy d.organization might do to leverage an opportunity