LSU BADM 7050 Test 1 Questions With
Correct Answers
What |position |should |managers |hold |regarding |IT |and |its |influence |on |decision |making? |- |
CORRECT |ANSWER✔✔-align |IS |strategy |with |business |strategy |
Identify |what |makes |the |information |resource |valuable |and |sustainable.
3 |views |to |align |IS |Strategy |with |Business |strategy |- |CORRECT |ANSWER✔✔-Porter's |five |
competitive |forces |model
Porter's |Value |chain |model
IS |resources |needed |to |gain |and |sustain |competitive |advantage
What |variable |does |IS |help |to |determine |for |an |organization's |business |strategy |to |adapt |and |
remain |competitive? |- |CORRECT |ANSWER✔✔-Sustainable |competitive |advantage. |The |
capabilities |of |the |organization |coupled |IS |can |create |competitive |advantages, |continue |to |
innovate
resource-based |view |(RBV) |- |CORRECT |ANSWER✔✔-RBV |focuses |on |sustaining |competitive |
advantage, |but |through |use |of |resources |rather |than |by |raising |competitive |barriers
Useful |for |determining |whether |a |firm's |strategy |has |created |value |by |using |IT.
RBV |helps |identify |two |types |of |information |resources |- |CORRECT |ANSWER✔✔-Resources |that
|enable |a |firm |to |attain |competitive |advantage |(value |and |rarity)
Resources |that |enable |a |firm |to |sustain |an |advantage |over |the |long |term |(low |sustainability, |
low |mobility, |low |imitability) |- |Gaining |a |competitive |advantage |through |a |system |does |not |
, mean |you |can |sustain |that |competitive |advantage. |The |only |way |to |be |sustainable |over |the |
long |term |is |to |protect |against |resource |imitation, |substitution, |or |transfer |(technical |
knowledge |cannot |always |be |bought, |hard |to |transfer)
Table |Stakes |- |CORRECT |ANSWER✔✔-part |of |RBV: |resources |required |just |to |be |in |business |
(many |could |have |at |one |point |been |rare |and |valuable, |but |with |improvements |in |technology |
and |innovation |they |are |now |only |valuable)
Co-opetition |- |CORRECT |ANSWER✔✔-a |strategy |whereby |companies |cooperate |and |compete |
at |the |same |time |with |companies |in |their |value |net. |The |value |net |includes |a |company |and |its
|competitors |and |complementors |as |well |as |its |customers |and |suppliers |and |the |interactions |
among |all |of |them. |Co-opetition |is |the |strategy |for |creating |the |best |possible |outcome |for |a |
business |by |optimally |combining |competition |and |cooperation. |Frequently |creates |competitive
|advantage |by |sharing |information |between |organizations |and |groups.
Strategic |Alliance |- |CORRECT |ANSWER✔✔-a |relationship |between |one |or |more |companies |
that |creates |a |strategic |advantage. |Zynga |and |Facebook. |IS |often |provides |the |platform |for |
these |strategic |alliances |between |companies |through |communication, |coordination, |and |
transfer |of |information.
Elastic |Enterprises |- |CORRECT |ANSWER✔✔-Companies |that |have |a |core |competency |of |being |
able |to |add |partners |as |necessary |to |quickly |respond |to |customer |needs. |Elastic |enterprises |
build |strong |Business |ecosystems.
difference |between |primary |and |secondary |value |activities |- |CORRECT |ANSWER✔✔-Primary |
Activities |- |relate |directly |to |the |value |created |in |a |product |or |service
Support |or |secondary |value |activities |- |make |it |possible |for |primary |activities |to |exist |and |
remain |coordinated
How |should |IS |interact |with |Primary |and |Secondary |activities? |- |CORRECT |ANSWER✔✔-These |
two |activities |affect |how |the |other |is |performed, |suggesting |that |IS |should |not |be |
implemented |in |isolation. |
Correct Answers
What |position |should |managers |hold |regarding |IT |and |its |influence |on |decision |making? |- |
CORRECT |ANSWER✔✔-align |IS |strategy |with |business |strategy |
Identify |what |makes |the |information |resource |valuable |and |sustainable.
3 |views |to |align |IS |Strategy |with |Business |strategy |- |CORRECT |ANSWER✔✔-Porter's |five |
competitive |forces |model
Porter's |Value |chain |model
IS |resources |needed |to |gain |and |sustain |competitive |advantage
What |variable |does |IS |help |to |determine |for |an |organization's |business |strategy |to |adapt |and |
remain |competitive? |- |CORRECT |ANSWER✔✔-Sustainable |competitive |advantage. |The |
capabilities |of |the |organization |coupled |IS |can |create |competitive |advantages, |continue |to |
innovate
resource-based |view |(RBV) |- |CORRECT |ANSWER✔✔-RBV |focuses |on |sustaining |competitive |
advantage, |but |through |use |of |resources |rather |than |by |raising |competitive |barriers
Useful |for |determining |whether |a |firm's |strategy |has |created |value |by |using |IT.
RBV |helps |identify |two |types |of |information |resources |- |CORRECT |ANSWER✔✔-Resources |that
|enable |a |firm |to |attain |competitive |advantage |(value |and |rarity)
Resources |that |enable |a |firm |to |sustain |an |advantage |over |the |long |term |(low |sustainability, |
low |mobility, |low |imitability) |- |Gaining |a |competitive |advantage |through |a |system |does |not |
, mean |you |can |sustain |that |competitive |advantage. |The |only |way |to |be |sustainable |over |the |
long |term |is |to |protect |against |resource |imitation, |substitution, |or |transfer |(technical |
knowledge |cannot |always |be |bought, |hard |to |transfer)
Table |Stakes |- |CORRECT |ANSWER✔✔-part |of |RBV: |resources |required |just |to |be |in |business |
(many |could |have |at |one |point |been |rare |and |valuable, |but |with |improvements |in |technology |
and |innovation |they |are |now |only |valuable)
Co-opetition |- |CORRECT |ANSWER✔✔-a |strategy |whereby |companies |cooperate |and |compete |
at |the |same |time |with |companies |in |their |value |net. |The |value |net |includes |a |company |and |its
|competitors |and |complementors |as |well |as |its |customers |and |suppliers |and |the |interactions |
among |all |of |them. |Co-opetition |is |the |strategy |for |creating |the |best |possible |outcome |for |a |
business |by |optimally |combining |competition |and |cooperation. |Frequently |creates |competitive
|advantage |by |sharing |information |between |organizations |and |groups.
Strategic |Alliance |- |CORRECT |ANSWER✔✔-a |relationship |between |one |or |more |companies |
that |creates |a |strategic |advantage. |Zynga |and |Facebook. |IS |often |provides |the |platform |for |
these |strategic |alliances |between |companies |through |communication, |coordination, |and |
transfer |of |information.
Elastic |Enterprises |- |CORRECT |ANSWER✔✔-Companies |that |have |a |core |competency |of |being |
able |to |add |partners |as |necessary |to |quickly |respond |to |customer |needs. |Elastic |enterprises |
build |strong |Business |ecosystems.
difference |between |primary |and |secondary |value |activities |- |CORRECT |ANSWER✔✔-Primary |
Activities |- |relate |directly |to |the |value |created |in |a |product |or |service
Support |or |secondary |value |activities |- |make |it |possible |for |primary |activities |to |exist |and |
remain |coordinated
How |should |IS |interact |with |Primary |and |Secondary |activities? |- |CORRECT |ANSWER✔✔-These |
two |activities |affect |how |the |other |is |performed, |suggesting |that |IS |should |not |be |
implemented |in |isolation. |
