Edrftgyihu jiuh
Contemporary
ST
Strategy Analysis,
UV
10th Edition
IA
TEST BANK
_A
Robert M. Grant
PP
────────────────────────────────────────────────────
Comprehensive Test Bank for Instructors
RO
and Students
||| ||| || ||| || | || ||| | || ||| |
VE
9781119495673
© Robert M. Grant. All rights reserved.
D?
Reproduction or distribution without permission is
prohibited.
© MEDGEEK
, Edrftgyihu jiuh
Contemporary Strategy Analysis — Test Bank
Robert M. Grant
ISBN: 9781119495673
ST
Chapter 1: The Concept of Strategy
Chapter 2: Goals, Values, and Performance
Chapter 3: Industry Analysis: The Fundamentals
UV
Chapter 4: Further Topics in Industry and Competitive Analysis
Chapter 5: Analyzing Resources and Capabilities
Chapter 6: Organization Structure and Management Systems: The Fundamentals of Strategy
Implementation
Chapter 7: The Sources and Dimensions of Competitive Advantage
IA
Chapter 8: Industry Evolution and Strategic Change
Chapter 9: Technology-Based Industries and the Management of Innovation
Chapter 10: Competitive Advantage in Mature Industries
Chapter 11: Global Strategy and the Multinational Corporation
_A
Chapter 12: Vertical Integration and the Scope of the Firm
Chapter 13: Diversification Strategy
Chapter 14: Implementing Corporate Strategy: Managing the Multibusiness Firm
Chapter 15: Current Trends in Strategic Management
PP
RO
VE
D?
© MEDGEEK
, Contemporary Strategy Analysis 10e
TEST BANK: CHAPTER 1
The Concept of Strategy
True or False Questions
1. Strategy is a unifying theme that gives coherence and direction to the actions and decisions of an
organization.
[See p.4]
ST
a. T*
b. F
2. The successful careers of both Queen Elizabeth II and Lady Gaga may be attributed to their
commitment to systematic strategic planning
UV
[See p.5]
a. T
b. F*
3. A key component of an effective strategy is clear, consistent, long-term goals.
[See pp.5-6]
IA
*a. T
b. F
_A
4. If a firm can devise a brilliant strategy, it will be successful irrespective of how effectively it is
implemented.
[See p.5]
a. T
*b. F
PP
5. A major problem of using SWOT analyses in distinguishing strengths from weaknesses and
opportunities from threats.
[See p.10]
*a. T
RO
b. F
6. “Strategic fit” refers to the consistency between a firm’s strategy and, on one hand, its external
environment and, on the other, its internal resources and capabilities.
[See p.10]
*a. T
b. F
VE
7. Contingency theory postulates that a firm’s strategy must to flexible in order to meet any possible
contingency.
[See pp.10-11]
a. T
D?
*b. F
8. Strategy denotes an overall plan whereas a tactic is a scheme for a specific action.
[See p.11]
*a. T
b. F
9. The principles of military strategy are rarely applicable to business situations.
, [See pp.11-12]
a. T
*b. F
10. Strategic decisions are important, involve a significant commitment of resources, and should be easily
reversible.
[See p.11]
a. T
*b. F
ST
11. Game theory is a useful for studying competitive behavior in politics, military campaigns and
international relations, but it cannot be used to analyze business strategies.
[See p.12]
a. T
*b. F
UV
12. The main factor causing the transition from corporate planning to strategic management was the
increasing inability of companies to forecast economic conditions four or five years into the future.
[See p.12]
*a. T
b. F
IA
13. Strategy is a detailed plan that programs the actions of an organization or an individual.
[See pp.14-15]
a. T
*b. F
_A
14. Strategic choices involve two basic questions: where and how to compete?
[See p.18]
*a. T
b. F
PP
15. In the large, complex firm, two main levels of strategy can be distinguished: corporate strategy and
business (or competitive) strategy.
[See pp.18-19]
*a. T
b. F
RO
16. When describing the strategy of a firm, it is best to ignore the current positioning of the firm in order to
concentrate upon the direction in which the firm will develop in the future.
[See pp.19-20]
a. T
*b. F
VE
17. The reason that a firm’s realized strategy diverges from its intended strategy is because strategy
making is, to a great extent, an emergent process.
[See pp.20-21]
*a. T
b. F
D?
18. According to Henry Mintzberg, firm strategy should be formulated by top management through rational
deliberation utilizing all available data.
[See p.21]
a. T
*b. F
19. The dynamic, future-oriented dimension of a firm’s strategy is described by its
Contemporary
ST
Strategy Analysis,
UV
10th Edition
IA
TEST BANK
_A
Robert M. Grant
PP
────────────────────────────────────────────────────
Comprehensive Test Bank for Instructors
RO
and Students
||| ||| || ||| || | || ||| | || ||| |
VE
9781119495673
© Robert M. Grant. All rights reserved.
D?
Reproduction or distribution without permission is
prohibited.
© MEDGEEK
, Edrftgyihu jiuh
Contemporary Strategy Analysis — Test Bank
Robert M. Grant
ISBN: 9781119495673
ST
Chapter 1: The Concept of Strategy
Chapter 2: Goals, Values, and Performance
Chapter 3: Industry Analysis: The Fundamentals
UV
Chapter 4: Further Topics in Industry and Competitive Analysis
Chapter 5: Analyzing Resources and Capabilities
Chapter 6: Organization Structure and Management Systems: The Fundamentals of Strategy
Implementation
Chapter 7: The Sources and Dimensions of Competitive Advantage
IA
Chapter 8: Industry Evolution and Strategic Change
Chapter 9: Technology-Based Industries and the Management of Innovation
Chapter 10: Competitive Advantage in Mature Industries
Chapter 11: Global Strategy and the Multinational Corporation
_A
Chapter 12: Vertical Integration and the Scope of the Firm
Chapter 13: Diversification Strategy
Chapter 14: Implementing Corporate Strategy: Managing the Multibusiness Firm
Chapter 15: Current Trends in Strategic Management
PP
RO
VE
D?
© MEDGEEK
, Contemporary Strategy Analysis 10e
TEST BANK: CHAPTER 1
The Concept of Strategy
True or False Questions
1. Strategy is a unifying theme that gives coherence and direction to the actions and decisions of an
organization.
[See p.4]
ST
a. T*
b. F
2. The successful careers of both Queen Elizabeth II and Lady Gaga may be attributed to their
commitment to systematic strategic planning
UV
[See p.5]
a. T
b. F*
3. A key component of an effective strategy is clear, consistent, long-term goals.
[See pp.5-6]
IA
*a. T
b. F
_A
4. If a firm can devise a brilliant strategy, it will be successful irrespective of how effectively it is
implemented.
[See p.5]
a. T
*b. F
PP
5. A major problem of using SWOT analyses in distinguishing strengths from weaknesses and
opportunities from threats.
[See p.10]
*a. T
RO
b. F
6. “Strategic fit” refers to the consistency between a firm’s strategy and, on one hand, its external
environment and, on the other, its internal resources and capabilities.
[See p.10]
*a. T
b. F
VE
7. Contingency theory postulates that a firm’s strategy must to flexible in order to meet any possible
contingency.
[See pp.10-11]
a. T
D?
*b. F
8. Strategy denotes an overall plan whereas a tactic is a scheme for a specific action.
[See p.11]
*a. T
b. F
9. The principles of military strategy are rarely applicable to business situations.
, [See pp.11-12]
a. T
*b. F
10. Strategic decisions are important, involve a significant commitment of resources, and should be easily
reversible.
[See p.11]
a. T
*b. F
ST
11. Game theory is a useful for studying competitive behavior in politics, military campaigns and
international relations, but it cannot be used to analyze business strategies.
[See p.12]
a. T
*b. F
UV
12. The main factor causing the transition from corporate planning to strategic management was the
increasing inability of companies to forecast economic conditions four or five years into the future.
[See p.12]
*a. T
b. F
IA
13. Strategy is a detailed plan that programs the actions of an organization or an individual.
[See pp.14-15]
a. T
*b. F
_A
14. Strategic choices involve two basic questions: where and how to compete?
[See p.18]
*a. T
b. F
PP
15. In the large, complex firm, two main levels of strategy can be distinguished: corporate strategy and
business (or competitive) strategy.
[See pp.18-19]
*a. T
b. F
RO
16. When describing the strategy of a firm, it is best to ignore the current positioning of the firm in order to
concentrate upon the direction in which the firm will develop in the future.
[See pp.19-20]
a. T
*b. F
VE
17. The reason that a firm’s realized strategy diverges from its intended strategy is because strategy
making is, to a great extent, an emergent process.
[See pp.20-21]
*a. T
b. F
D?
18. According to Henry Mintzberg, firm strategy should be formulated by top management through rational
deliberation utilizing all available data.
[See p.21]
a. T
*b. F
19. The dynamic, future-oriented dimension of a firm’s strategy is described by its
