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Exam 3: The Internal Organization: Resources, Capabilities, Core Competencies, and Competitive Advantages

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Question 21

Multiple Choice

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A food bank in Florida was struggling to serve its customers.  It asked Walmart for help.  Walmart sent a team of managers who reorganized storage and transportation.  The food bank was able to increase the number of clients served by tenfold.  Walmart shared its expertise in: 

A) distribution.
B) human resources.
C) marketing.
D) manufacturing.

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Question 22

Multiple Choice

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Organizational culture is:

A) amorphous and changeable.
B) not easily imitable.
C) so difficult to analyze that most firms should choose to ignore it.
D) typically fragile in the face of changes in the external environment.

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Question 23

True/False

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Firms should never outsource a primary activity because of the danger of the activity being imitated by rivals.

A firm should outsource only activities where it cannot create value or where it is at a substantial disadvantage compared to competitors.

Compared to tangible resources, intangible resources are an inferior source of core competencies.

Capabilities that other firms cannot develop easily are classified as:

The proper matching of what a firm can do with what it might do:

A financial management firm has existed for more than 70 years. Some of its original clients' grandchildren are now clients of the firm themselves. The partners and staff of the firm have spent most or all of their careers with the firm. Many have even married into each other's families. This firm has capabilities that would be costly to imitate because of its

The firm with the most capabilities wins.

Analyzing the internal environment enables a firm to determine what it might do by identifying what opportunities and threats exist.

A product's value is created by each of the following EXCEPT: 

Costly-to-imitate capabilities can emerge for all of the following reasons EXCEPT:

Older employees are less valuable resources to firms than younger employees, because older employees have lower levels of knowledge. Consequently, employee layoffs should begin with early-retirement inducements.

Gamma, Inc., has struggled for industry dominance with Ardent, Inc., its main competitor, for years. Gamma has gathered and analyzed large amounts of competitive intelligence about Ardent. It has observed as much of the firm's internal functioning and technology as it can legally, yet Gamma cannot understand why Ardent has a competitive advantage over it. The source of Ardent's success is

Resources are the source of capabilities, some of which lead to the development of core competencies.  In turn, some core competencies may lead to competitive advantage.

Technology has made it more difficult for companies to find ways to develop competitive advantages.

Although an organization's good reputation is a valuable resource that takes years of superior marketplace competence to achieve, it is not a good basis for building a competitive advantage because it can be destroyed almost instantly by bad publicity.

The critical executive skill of the current business age is the ability to:

Subscriptions to the New York Times have been decreasing as more customers receive their news through other media.  At the same time, advertisers have shifted portions of their spending to other media.  The NYT's managers are making decisions under:

Which of the following is NOT required for a firm to achieve strategic competitiveness and earn above-average returns from its core competencies?