BPL 5100 MIDTERM EXAM QUESTIONS
AND ANSWERS GRADED A+ 2025/2026
Strategic management - ANS the analysis, decisions, and actions an organization undertakes
in order to create and sustain competitive advantage
Strategy - ANS ideas. decisions, and actions that enable a firm to succeed. (Analyze,
formulate, implementate, evaluate)
Levels of strategy - ANS 1. corporate (where we going, businesses?)
2. competitive (how are we going to compete?)
3. Functional (resources/capabilities)
Effective Strategic leadership - ANS 1. set vision
2. exploiting core competencies
3. develop human capital
4. creating strong org. culture
5. balanced controls
6. ethical practices
Competitive advantage - ANS a firm's resources and capabilities that enable it to overcome
the competitive forces in its industry
1 @COPYRIGHT 2025/2026 ALLRIGHTS RESERVED.
, Strategic Competitiveness - ANS 1. internal org: What a firm can do (challenge: managers
face uncertainty, proprietary tech, changes in economic & politics, societal values, environment)
2. External envir: firm might do
Core Competence - ANS Unique set of lasting capabilities that a co. relies on to achieve
competitive adv. and add value (must be: Valuable, rare, costly-to-imitate, non-substitutable
capabilities).
Operational effectiveness - ANS performing similar activities better than rivals
External control view of leadership - ANS situations in which external forces- where the
leader has limited influence determine the organization's success
Romantic view of leadership - ANS situations in which the leader is the key force determining
the organization's success -or lack thereof
4 Key attributes of Strategic Management - ANS -Directs the organization toward overall goals
and objectives
-Includes multiple stakeholders in decision-making
-Needs to incorporate sh-term l-term perspectives
-Recognizes trade-offs between efficiency and effectiveness.
Effectiveness - ANS Tailoring actions to the needs of an organization rather than wasting
effort, or "doing the right thing".
Efficiency - ANS Perfoeming actions at a low cost relative to a benchmark, or "doing things
right"
Ambidexterity - ANS The challenge managers face of both aligning resources to take
advantage of existing product markets and proactively exploring new opportunities.
2 @COPYRIGHT 2025/2026 ALLRIGHTS RESERVED.
AND ANSWERS GRADED A+ 2025/2026
Strategic management - ANS the analysis, decisions, and actions an organization undertakes
in order to create and sustain competitive advantage
Strategy - ANS ideas. decisions, and actions that enable a firm to succeed. (Analyze,
formulate, implementate, evaluate)
Levels of strategy - ANS 1. corporate (where we going, businesses?)
2. competitive (how are we going to compete?)
3. Functional (resources/capabilities)
Effective Strategic leadership - ANS 1. set vision
2. exploiting core competencies
3. develop human capital
4. creating strong org. culture
5. balanced controls
6. ethical practices
Competitive advantage - ANS a firm's resources and capabilities that enable it to overcome
the competitive forces in its industry
1 @COPYRIGHT 2025/2026 ALLRIGHTS RESERVED.
, Strategic Competitiveness - ANS 1. internal org: What a firm can do (challenge: managers
face uncertainty, proprietary tech, changes in economic & politics, societal values, environment)
2. External envir: firm might do
Core Competence - ANS Unique set of lasting capabilities that a co. relies on to achieve
competitive adv. and add value (must be: Valuable, rare, costly-to-imitate, non-substitutable
capabilities).
Operational effectiveness - ANS performing similar activities better than rivals
External control view of leadership - ANS situations in which external forces- where the
leader has limited influence determine the organization's success
Romantic view of leadership - ANS situations in which the leader is the key force determining
the organization's success -or lack thereof
4 Key attributes of Strategic Management - ANS -Directs the organization toward overall goals
and objectives
-Includes multiple stakeholders in decision-making
-Needs to incorporate sh-term l-term perspectives
-Recognizes trade-offs between efficiency and effectiveness.
Effectiveness - ANS Tailoring actions to the needs of an organization rather than wasting
effort, or "doing the right thing".
Efficiency - ANS Perfoeming actions at a low cost relative to a benchmark, or "doing things
right"
Ambidexterity - ANS The challenge managers face of both aligning resources to take
advantage of existing product markets and proactively exploring new opportunities.
2 @COPYRIGHT 2025/2026 ALLRIGHTS RESERVED.
