Chapter 4-Strategic Management (CAP) UPDATED ACTUAL
Questions and CORRECT Answers
, Opportunities are a firm's distinctive competencies that False
cannot be easily matched or imitated by competitors.
The process of performing an internal audit, compared to True
the external audit, provides more opportunity for
participants to understand how their jobs, departments
and divisions fit into the whole organization.
A task force of managers from different units of the True
organization, supported by staff, should be charged with
determining the 20 most important strengths and
weaknesses that should influence the future of the
organization.
Proponents of the resource-based view argue that False
external factors are more important than internal factors
for a firm in achieving and sustaining competitive
advantage.
The basic premise of the research-based view is that the True
mix, type, amount, and nature of a firm's internal
resources should be considered first and foremost in
devising strategies that can lead to sustainable
competitive advantage.
The subtle, elusive and largely unconscious forces that True
shape the workplace are captured by the organizational
culture.
Cultural products include values, beliefs, stories, and True
language.
Metaphors are handed-down narratives of some False
wonderful event that are based on history but have been
embellished with fictional detail.
A ritual is a standardized set of behaviors used to True
manage anxieties.
For a resource to be valuable, it must be either rare, hard True
to imitate, or not easily sustainable
Linkages between a firm's culture and strategies often True
determine success.
Resources that are common are never considered False
valuable.
Questions and CORRECT Answers
, Opportunities are a firm's distinctive competencies that False
cannot be easily matched or imitated by competitors.
The process of performing an internal audit, compared to True
the external audit, provides more opportunity for
participants to understand how their jobs, departments
and divisions fit into the whole organization.
A task force of managers from different units of the True
organization, supported by staff, should be charged with
determining the 20 most important strengths and
weaknesses that should influence the future of the
organization.
Proponents of the resource-based view argue that False
external factors are more important than internal factors
for a firm in achieving and sustaining competitive
advantage.
The basic premise of the research-based view is that the True
mix, type, amount, and nature of a firm's internal
resources should be considered first and foremost in
devising strategies that can lead to sustainable
competitive advantage.
The subtle, elusive and largely unconscious forces that True
shape the workplace are captured by the organizational
culture.
Cultural products include values, beliefs, stories, and True
language.
Metaphors are handed-down narratives of some False
wonderful event that are based on history but have been
embellished with fictional detail.
A ritual is a standardized set of behaviors used to True
manage anxieties.
For a resource to be valuable, it must be either rare, hard True
to imitate, or not easily sustainable
Linkages between a firm's culture and strategies often True
determine success.
Resources that are common are never considered False
valuable.
