,TESTBANK for Foundations of Strategy, 2nd
edition by Robert M. Grant
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,1. Strategy today is essentially a detailed plan which every member of the organization must follow
to ensure success.
@Pages and References: Page 2
a. T
*b. F
2. Strategy is a unifying theme that gives coherence and direction to the actions and decisions of an
individual or an organization.
@Pages and References: Page 2
*a. T
b. F
3. For most firms, although good luck may play a part, success is more likely to be a result of a
soundly grounded and well executed strategy.
@Pages and References: Page 6
*a. T
b. F
4. Sound strategy and effective implementation largely determine the probability and extent of the
success of a firm.
@Pages and References: Page 6
*a. T
b. F
5. A sound strategy relies on four factors: measurable short-term targets; sound understanding of
the competitive environment; objective appraisal of resources; and top down implementation of
strategic decisions.
@Pages and References: Pages 6-7
a. T
*b. F
6. Usually, business success has been proved to rely in the end on superior resources.
@Pages and References: Pages 6-7
a. T
*b. F
7. From the military arena, tactics are about actions and techniques for winning battles, whereas
strategy is about winning the war.
@Pages and References: Page 8
*a. T
b. F
8. Strategic decisions are likely to have important implications for the organisation as a whole and
involve major resource commitment.
@Pages and References: Pages 8
*a. T
b. F
9. The evolution of business strategy has been driven more by academic thinking than the practical
needs of business.
@Pages and References: Page 9
© 2012 John Wiley & Sons Ltd.
www.foundationsofstrategy.com
,a. T
*b. F
10. Strategy in the 1950's and 1960's was dominated by corporate planning based on economic
forecasting..
@Pages and References: Page 9
*a. T
b. F
11. In the 1970's and 1980's, strategy evolved to be viewed more in terms of positioning the
company in markets and in relation to competitors in order to maximise the potential for profit..
@Pages and References: Page 9
*a. T
b. F
12. Strategy has been forced to evolve to cope with an increasingly fast-paced and volatile
environment, making inflexible long-term plans redundant.
@Pages and References: Page 10
*a. T
b. F
13. Strategy has evolved from "strategy as a detailed plan" to become "strategy as direction" in the
early 21st century.
@Pages and References: Page 12
*a. T
b. F
14. Corporate strategy is also called business strategy, or competitive strategy.
@Pages and References: Page 12
a. T
*b. F
15. Strategy is predominantly about countering short-term competition.
@Pages and References: Page 13
a. T
*b. F
16. Much can be learned about a firm's actual strategy by looking at where it invests most money,
and what products, services and technologies it is working on.
@Pages and References: Pages 14
*a. T
b. F
17. Some observers have noticed that there's only a weak link between a firm's intended or stated
strategy, and its actual or realised strategy.
@Pages and References: Page 15
*a. T
b. F
18. Stakeholder analysis is a useful tool for analysing how profit is distributed amongst
shareholders..
© 2012 John Wiley & Sons Ltd.
www.foundationsofstrategy.com
,@Pages and References: Page 18-20
a. T
*b. F
19. Company law throughout the developed, industrialised world obliges firms to primarily focus on
profit for shareholders.
@Pages and References: Pages 20-21
a. T
*b. F
20. Paradoxically, the most consistently profitable companies are those whose primary goals are not
stated in terms of profits.
@Pages and References: Pages 22-23
*a. T
b. F
21. Strategy is fundamentally about:
@Pages and References: Page 2
a. Being better than rivals
*b. Success in achieving long-term goals
c. Satisfying all stakeholders
d. Being an excellent “corporate citizen”
22. Success is fundamentally linked to:
@Pages and References: Pages 6-8
a. A soundly formulated strategy and luck
b. An effectively formulated strategy and a strong awareness of the rivals’ strengths
c. A clear understanding of the environment and strong political skills
*d. A soundly formulated and effectively implemented strategy
23. From the two illustrations describing key attributes of strategy at the beginning of the chapter,
four factors stand out:
@Pages and References: Pages 6-8
a. Goals, environment, appraisal of resources, and social and cultural implications
b. Goals, internal and external analysis of the environment, effective implementation, and
awareness of rivals’ strengths
*c. Consistent goals, understanding the environment, objective appraisal of resources, and effective
implementation
d. Goals, environment, irreversibility of decision, and effective implementation
24. Strategic goals should be:
@Pages and References: Pages 6-8
a. Simple
b. Consistent
c. Long term
*d. All of the above
25. Appraising a firm’s resources consists of:
@Pages and References: Pages 6-8
a. Protecting the firm from its weaknesses and trying to reduce or eliminate them
b. Leveraging the firm’s strengths to increase market share and profit
© 2012 John Wiley & Sons Ltd.
www.foundationsofstrategy.com
,*c. Being very realistic yet creative about what can be achieved with what you've got
d. Completing 360-degree analytical evaluations of top managers’ strengths and weaknesses
26. The success of an organization in general, depends on the following:
@Pages and References: Pages 6-8
a. Being consistently focused on an achievable goal
b. Having a strong and in-depth knowledge of the competitive environment
c. Realistic appraisal of its own strengths and weaknesses
*d. All of the above plus the ability to implement strategy with commitment, consistency and
determination
27. Modern strategy applied to the business world shares with military strategy:
@Pages and References: Page 8
a. Only linguistic roots
b. Some authors such as Sun Tzu and his “Art of War”
c. The existence of resources, conflict, and battle between players
*d. Decisions of significance to overall success, and major resource commitment
28. In the military field, we generally make the following distinction between strategy and tactics:
@Pages and References: Pages 8
a. Tactics are the overall plan whereas strategy focuses on specific actions
*b. Tactics are a scheme of specific everyday actions, practices and techniques whereas strategy
relates to the top-level plan
c. Tactics encompass specific political actions within the firm whereas strategy is the overall plan for
deploying resources to establish a favourable position
d. Tactics are the overall plan whereas strategy is concerned with the manoeuvres to win battles
29. Strategy and tactics:
@Pages and References: Page 8
a. Are interchangeable terms
*b. Relate to achievement of overall long-term objectives, and multiple short-term objectives,
respectively
c. Can be seen as what top managers do and what lower level employees do, respectively
d. None of the above
30. Corporate strategy and business strategy
@Pages and References: Pages 9-12
a. Are interchangeable terms
b. Relate to achievement of overall long-term objectives, and multiple short-term objectives,
respectively
c. Can be seen as what top managers do and what lower level employees do, respectively
*d. concern the scope of the firm’s activities and how the firm competes in its chosen areas
respectively
31. Modern business strategy has evolved across time due to:
@Pages and References: Pages 9-10
a. Business school academics developing new theories, which are taught to new graduates
b. Earlier methods have simply been seen as old-fashioned
© 2012 John Wiley & Sons Ltd.
www.foundationsofstrategy.com
,*c. Changes in the practical needs of business and developments in academic thought
d Computerisation and the internet age meaning that we know more about what's really going on
nowadays
32. By the early 1980s, thinking on strategy had shifted to:
@Pages and References: Pages 9-10
a. an emphasis on macro-economic forecasting and financial planning
b. the development of formal corporate plans
*c. the positioning of firms in markets and a focus on competition
d. the analysis the drivers of profitability and the development of diversification strategies
33. The shift from Corporate Planning to Strategy-Making implies:
@Pages and References: Pages 9-10
a. From the sources of profit outside the firm to the sources of profit within the firm
b. To the Resource-based view of the firm
*c. Both a and b
d. From the structure-based approach to the value-added perspective
34. The contemporary phenomena of “winner-takes-all markets” and “standards battles” are a
feature of which of the following:
@Pages and References: Pages 9-10
a Smartphone operating systems
b. online auctions
c.the market for digital media storage devices
*d. all of the above
35. The simplest useful definition of business strategy would be:
@Pages and References: Pages 11-12
a. A sort of plan
b. A conceptual construct relating to the juxtaposition of corporate richness versus the snakes and
ladders of a kaleidoscopic environment
c. How to win the corporate wars; price wars, technology races, develop killer applications
*d. The means by which organisations achieve their long-term objectives
36. Corporate and Business strategy differ mainly in that:
@Pages and References: Pages 11-12
a. Corporate Strategy has a broader scope, including decisions about which industries to operate in
b. Business strategy is subordinate to corporate strategy
*c. Both a and b
d. There is no real difference; they are the same thing
37. Business strategy defines:
@Pages and References: Pages 11-13
a. The way a firm competes in a particular industry or market
b. How a firm gains a competitive advantage over its rivals within a specific industry or market
*c. Both a and b
d. Neither a nor b
38. Business strategy can be summarized as:
© 2012 John Wiley & Sons Ltd.
www.foundationsofstrategy.com
,@Pages and References: Pages 11-13
*a. The means by which organisations achieve their long-term objectives
b. The means by which individuals achieve their objectives
c. The formal detailed plans used by organizations to guide their actions
d. The will of top managers to change their organization
39. Two basic questions concern corporate and business strategy:
@Pages and References: Pages 11-13
*a. Where and how to compete?
b. How and when to compete?
c. What are the best arenas and structures to compete?
d. When and where to compete?
40. A mission statement:
@Pages and References: Pages 14-15
a. is a statement of the company’s values
*b. is a basic statement of the organization’s purpose
c. outlines what the company wants to be
d. articulates the company’s competitive strategy
41. In addition to just reading published information, to identify a firm's strategy you could
@Pages and References: Pages 14-15
a. Identify where the company is making most of its investments
b. Identify where the company is doing most of its business
c. Find out what new products and services the company is putting most effort into
*d. All of the above
42. The 1950's/60's style of Corporate Planning assumed that:
@Pages and References: Pages 15-17
a. There would be almost no difference between the intended strategy and the realised strategy
b. The business world is essentially a predictable environment
c. There was unlikely to be anything unexpected to occur of sufficient importance to disrupt the
strategic plan
*d. All of the above
43. The shift in strategy from a plan to a direction leads to:
@Pages and References: Pages 15-17
a. A downgrade its role in management
*b. An overt quest for flexibility and responsiveness
c. A need for top managers’ training
d. Less work for top managers
44. As the environment becomes more turbulent, or unpredictable:
@Pages and References: Pages 15-17
a. Strategy appears to not be very useful
*b. Strategy remains just as vital a tool to navigate the firm through “stormy seas”
c. Strategy is put into the hands of external consultants
d. Strategy becomes an “impossible exercise”
45. The difference between intended and realised strategy is:
© 2012 John Wiley & Sons Ltd.
www.foundationsofstrategy.com
,@Pages and References: Pages 15-17
*a. Significant because studies suggest that only 10 to 30% of intended strategy becomes realised
b. Greater in unsuccessful companies
c. Unimportant, because no-one ever expects the intended strategy to seriously be implemented
d. Only a very small difference, in general
46. A strategy can be described as:
@Pages and References: Pages 15-17
*a. Intended, emergent, or realized
b. Intended, emergent, or sustained
c. Emergent, critical, or sustained
d. Realized, emergent, failed
47. In practice, strategy making is:
@Pages and References: Pages 15-17
*a. A combination of centrally-driven rational design and decentralized adaptation
b. A combination of luck, organizational politics, and centrally-driven planning
c. The expression of political games among top managers
d. None of the above
48. In regard to strategy making, most firms are likely to exhibit:
@Pages and References: Pages 15-17
a. A combination of design and emergence
b. A process labeled as “planned emergence”
c. An interaction between strategic design, through formal top-level processes, and strategic
enactment through decisions made by all management levels of the organization
*d. All of the above
49. The balance between designed strategy and emergent strategy depends mostly on:
@Pages and References: Pages 15-17
a. The type of organizational structure
*b. The stability and predictability of a firm’s environment
c. Top managers’ personalities
d. Middle managers’ autonomy
50. The role of strategy today is claimed to be:
@Pages and References: Pages 17-18
a. A unifying role underpinning all consequent decisions
b. A means by which top management can communicate and gain commitment to a sense of
direction
c. A means by which top management can inspire and motivate the workforce
*d. All of the above
51. Profit-making firms are about creating value:
@Pages and References: Pages 17-18
a. This value is simply the profit generated at the end of the year
© 2012 John Wiley & Sons Ltd.
www.foundationsofstrategy.com
, b. They must create value for several stakeholder groups if this is to result in sustainable long-term
profit generation
c. Value to some stakeholders eg customers, may be difficult to quantify in money terms
*d. Both c and b
52. To business organizations, the term ‘stakeholders’ refers to:
@Pages and References: Pages 18-20
a. the organizations shareholders
b. all those parties the organization does business with
*c. all those who have an interest in the company
d. all potential and actual employees
53. Stakeholder analysis:
@Pages and References: Pages 18-20
a. is a useful tool for deciding the distribution of profit to shareholders
*b. is a useful tool for identifying, understanding and prioritizing the needs of key stakeholders
c. is a useful tool for mapping potential futures for the organization
d. all of the above
54. what should organizations seek to do with stakeholders that have high levels of interest in the
organization but low power?
@Pages and References: Pages 18-20
a.monitor
b. keep satisfied
*c. Keep informed
d. Manage closely
55. Maximising shareholder value:
@Pages and References: Pages 20-22
a. Is the sole objective of all profit-making companies in every country
b. Is the primary legal obligation only in the English-speaking countries
c. Is not the only legal obligation in central & southern Europe, and in Asia. Firms here are legally
obliged to take account of a broad range of stakeholder interests
*d. Both b and c
56. Corporate Social Responsibility:
@Pages and References: Pages 20-22
a. Fits more readily with the central/southern Europe and Asian legal framework of broader
stakeholder obligations
b. Is not seen as an imperative requirement by all influential thinkers
c. Is becoming more important for all firms to take account of due to the threat of adverse publicity
*d. All of the above
57. Shareholder interests are commonly prioritised over those of other stakeholders because:
@Pages and References: Pages 24-25
© 2012 John Wiley & Sons Ltd.
www.foundationsofstrategy.com
edition by Robert M. Grant
Hello all ,
We have all what you need with best price
Our email :
Our website :
testbanks-store.com
,1. Strategy today is essentially a detailed plan which every member of the organization must follow
to ensure success.
@Pages and References: Page 2
a. T
*b. F
2. Strategy is a unifying theme that gives coherence and direction to the actions and decisions of an
individual or an organization.
@Pages and References: Page 2
*a. T
b. F
3. For most firms, although good luck may play a part, success is more likely to be a result of a
soundly grounded and well executed strategy.
@Pages and References: Page 6
*a. T
b. F
4. Sound strategy and effective implementation largely determine the probability and extent of the
success of a firm.
@Pages and References: Page 6
*a. T
b. F
5. A sound strategy relies on four factors: measurable short-term targets; sound understanding of
the competitive environment; objective appraisal of resources; and top down implementation of
strategic decisions.
@Pages and References: Pages 6-7
a. T
*b. F
6. Usually, business success has been proved to rely in the end on superior resources.
@Pages and References: Pages 6-7
a. T
*b. F
7. From the military arena, tactics are about actions and techniques for winning battles, whereas
strategy is about winning the war.
@Pages and References: Page 8
*a. T
b. F
8. Strategic decisions are likely to have important implications for the organisation as a whole and
involve major resource commitment.
@Pages and References: Pages 8
*a. T
b. F
9. The evolution of business strategy has been driven more by academic thinking than the practical
needs of business.
@Pages and References: Page 9
© 2012 John Wiley & Sons Ltd.
www.foundationsofstrategy.com
,a. T
*b. F
10. Strategy in the 1950's and 1960's was dominated by corporate planning based on economic
forecasting..
@Pages and References: Page 9
*a. T
b. F
11. In the 1970's and 1980's, strategy evolved to be viewed more in terms of positioning the
company in markets and in relation to competitors in order to maximise the potential for profit..
@Pages and References: Page 9
*a. T
b. F
12. Strategy has been forced to evolve to cope with an increasingly fast-paced and volatile
environment, making inflexible long-term plans redundant.
@Pages and References: Page 10
*a. T
b. F
13. Strategy has evolved from "strategy as a detailed plan" to become "strategy as direction" in the
early 21st century.
@Pages and References: Page 12
*a. T
b. F
14. Corporate strategy is also called business strategy, or competitive strategy.
@Pages and References: Page 12
a. T
*b. F
15. Strategy is predominantly about countering short-term competition.
@Pages and References: Page 13
a. T
*b. F
16. Much can be learned about a firm's actual strategy by looking at where it invests most money,
and what products, services and technologies it is working on.
@Pages and References: Pages 14
*a. T
b. F
17. Some observers have noticed that there's only a weak link between a firm's intended or stated
strategy, and its actual or realised strategy.
@Pages and References: Page 15
*a. T
b. F
18. Stakeholder analysis is a useful tool for analysing how profit is distributed amongst
shareholders..
© 2012 John Wiley & Sons Ltd.
www.foundationsofstrategy.com
,@Pages and References: Page 18-20
a. T
*b. F
19. Company law throughout the developed, industrialised world obliges firms to primarily focus on
profit for shareholders.
@Pages and References: Pages 20-21
a. T
*b. F
20. Paradoxically, the most consistently profitable companies are those whose primary goals are not
stated in terms of profits.
@Pages and References: Pages 22-23
*a. T
b. F
21. Strategy is fundamentally about:
@Pages and References: Page 2
a. Being better than rivals
*b. Success in achieving long-term goals
c. Satisfying all stakeholders
d. Being an excellent “corporate citizen”
22. Success is fundamentally linked to:
@Pages and References: Pages 6-8
a. A soundly formulated strategy and luck
b. An effectively formulated strategy and a strong awareness of the rivals’ strengths
c. A clear understanding of the environment and strong political skills
*d. A soundly formulated and effectively implemented strategy
23. From the two illustrations describing key attributes of strategy at the beginning of the chapter,
four factors stand out:
@Pages and References: Pages 6-8
a. Goals, environment, appraisal of resources, and social and cultural implications
b. Goals, internal and external analysis of the environment, effective implementation, and
awareness of rivals’ strengths
*c. Consistent goals, understanding the environment, objective appraisal of resources, and effective
implementation
d. Goals, environment, irreversibility of decision, and effective implementation
24. Strategic goals should be:
@Pages and References: Pages 6-8
a. Simple
b. Consistent
c. Long term
*d. All of the above
25. Appraising a firm’s resources consists of:
@Pages and References: Pages 6-8
a. Protecting the firm from its weaknesses and trying to reduce or eliminate them
b. Leveraging the firm’s strengths to increase market share and profit
© 2012 John Wiley & Sons Ltd.
www.foundationsofstrategy.com
,*c. Being very realistic yet creative about what can be achieved with what you've got
d. Completing 360-degree analytical evaluations of top managers’ strengths and weaknesses
26. The success of an organization in general, depends on the following:
@Pages and References: Pages 6-8
a. Being consistently focused on an achievable goal
b. Having a strong and in-depth knowledge of the competitive environment
c. Realistic appraisal of its own strengths and weaknesses
*d. All of the above plus the ability to implement strategy with commitment, consistency and
determination
27. Modern strategy applied to the business world shares with military strategy:
@Pages and References: Page 8
a. Only linguistic roots
b. Some authors such as Sun Tzu and his “Art of War”
c. The existence of resources, conflict, and battle between players
*d. Decisions of significance to overall success, and major resource commitment
28. In the military field, we generally make the following distinction between strategy and tactics:
@Pages and References: Pages 8
a. Tactics are the overall plan whereas strategy focuses on specific actions
*b. Tactics are a scheme of specific everyday actions, practices and techniques whereas strategy
relates to the top-level plan
c. Tactics encompass specific political actions within the firm whereas strategy is the overall plan for
deploying resources to establish a favourable position
d. Tactics are the overall plan whereas strategy is concerned with the manoeuvres to win battles
29. Strategy and tactics:
@Pages and References: Page 8
a. Are interchangeable terms
*b. Relate to achievement of overall long-term objectives, and multiple short-term objectives,
respectively
c. Can be seen as what top managers do and what lower level employees do, respectively
d. None of the above
30. Corporate strategy and business strategy
@Pages and References: Pages 9-12
a. Are interchangeable terms
b. Relate to achievement of overall long-term objectives, and multiple short-term objectives,
respectively
c. Can be seen as what top managers do and what lower level employees do, respectively
*d. concern the scope of the firm’s activities and how the firm competes in its chosen areas
respectively
31. Modern business strategy has evolved across time due to:
@Pages and References: Pages 9-10
a. Business school academics developing new theories, which are taught to new graduates
b. Earlier methods have simply been seen as old-fashioned
© 2012 John Wiley & Sons Ltd.
www.foundationsofstrategy.com
,*c. Changes in the practical needs of business and developments in academic thought
d Computerisation and the internet age meaning that we know more about what's really going on
nowadays
32. By the early 1980s, thinking on strategy had shifted to:
@Pages and References: Pages 9-10
a. an emphasis on macro-economic forecasting and financial planning
b. the development of formal corporate plans
*c. the positioning of firms in markets and a focus on competition
d. the analysis the drivers of profitability and the development of diversification strategies
33. The shift from Corporate Planning to Strategy-Making implies:
@Pages and References: Pages 9-10
a. From the sources of profit outside the firm to the sources of profit within the firm
b. To the Resource-based view of the firm
*c. Both a and b
d. From the structure-based approach to the value-added perspective
34. The contemporary phenomena of “winner-takes-all markets” and “standards battles” are a
feature of which of the following:
@Pages and References: Pages 9-10
a Smartphone operating systems
b. online auctions
c.the market for digital media storage devices
*d. all of the above
35. The simplest useful definition of business strategy would be:
@Pages and References: Pages 11-12
a. A sort of plan
b. A conceptual construct relating to the juxtaposition of corporate richness versus the snakes and
ladders of a kaleidoscopic environment
c. How to win the corporate wars; price wars, technology races, develop killer applications
*d. The means by which organisations achieve their long-term objectives
36. Corporate and Business strategy differ mainly in that:
@Pages and References: Pages 11-12
a. Corporate Strategy has a broader scope, including decisions about which industries to operate in
b. Business strategy is subordinate to corporate strategy
*c. Both a and b
d. There is no real difference; they are the same thing
37. Business strategy defines:
@Pages and References: Pages 11-13
a. The way a firm competes in a particular industry or market
b. How a firm gains a competitive advantage over its rivals within a specific industry or market
*c. Both a and b
d. Neither a nor b
38. Business strategy can be summarized as:
© 2012 John Wiley & Sons Ltd.
www.foundationsofstrategy.com
,@Pages and References: Pages 11-13
*a. The means by which organisations achieve their long-term objectives
b. The means by which individuals achieve their objectives
c. The formal detailed plans used by organizations to guide their actions
d. The will of top managers to change their organization
39. Two basic questions concern corporate and business strategy:
@Pages and References: Pages 11-13
*a. Where and how to compete?
b. How and when to compete?
c. What are the best arenas and structures to compete?
d. When and where to compete?
40. A mission statement:
@Pages and References: Pages 14-15
a. is a statement of the company’s values
*b. is a basic statement of the organization’s purpose
c. outlines what the company wants to be
d. articulates the company’s competitive strategy
41. In addition to just reading published information, to identify a firm's strategy you could
@Pages and References: Pages 14-15
a. Identify where the company is making most of its investments
b. Identify where the company is doing most of its business
c. Find out what new products and services the company is putting most effort into
*d. All of the above
42. The 1950's/60's style of Corporate Planning assumed that:
@Pages and References: Pages 15-17
a. There would be almost no difference between the intended strategy and the realised strategy
b. The business world is essentially a predictable environment
c. There was unlikely to be anything unexpected to occur of sufficient importance to disrupt the
strategic plan
*d. All of the above
43. The shift in strategy from a plan to a direction leads to:
@Pages and References: Pages 15-17
a. A downgrade its role in management
*b. An overt quest for flexibility and responsiveness
c. A need for top managers’ training
d. Less work for top managers
44. As the environment becomes more turbulent, or unpredictable:
@Pages and References: Pages 15-17
a. Strategy appears to not be very useful
*b. Strategy remains just as vital a tool to navigate the firm through “stormy seas”
c. Strategy is put into the hands of external consultants
d. Strategy becomes an “impossible exercise”
45. The difference between intended and realised strategy is:
© 2012 John Wiley & Sons Ltd.
www.foundationsofstrategy.com
,@Pages and References: Pages 15-17
*a. Significant because studies suggest that only 10 to 30% of intended strategy becomes realised
b. Greater in unsuccessful companies
c. Unimportant, because no-one ever expects the intended strategy to seriously be implemented
d. Only a very small difference, in general
46. A strategy can be described as:
@Pages and References: Pages 15-17
*a. Intended, emergent, or realized
b. Intended, emergent, or sustained
c. Emergent, critical, or sustained
d. Realized, emergent, failed
47. In practice, strategy making is:
@Pages and References: Pages 15-17
*a. A combination of centrally-driven rational design and decentralized adaptation
b. A combination of luck, organizational politics, and centrally-driven planning
c. The expression of political games among top managers
d. None of the above
48. In regard to strategy making, most firms are likely to exhibit:
@Pages and References: Pages 15-17
a. A combination of design and emergence
b. A process labeled as “planned emergence”
c. An interaction between strategic design, through formal top-level processes, and strategic
enactment through decisions made by all management levels of the organization
*d. All of the above
49. The balance between designed strategy and emergent strategy depends mostly on:
@Pages and References: Pages 15-17
a. The type of organizational structure
*b. The stability and predictability of a firm’s environment
c. Top managers’ personalities
d. Middle managers’ autonomy
50. The role of strategy today is claimed to be:
@Pages and References: Pages 17-18
a. A unifying role underpinning all consequent decisions
b. A means by which top management can communicate and gain commitment to a sense of
direction
c. A means by which top management can inspire and motivate the workforce
*d. All of the above
51. Profit-making firms are about creating value:
@Pages and References: Pages 17-18
a. This value is simply the profit generated at the end of the year
© 2012 John Wiley & Sons Ltd.
www.foundationsofstrategy.com
, b. They must create value for several stakeholder groups if this is to result in sustainable long-term
profit generation
c. Value to some stakeholders eg customers, may be difficult to quantify in money terms
*d. Both c and b
52. To business organizations, the term ‘stakeholders’ refers to:
@Pages and References: Pages 18-20
a. the organizations shareholders
b. all those parties the organization does business with
*c. all those who have an interest in the company
d. all potential and actual employees
53. Stakeholder analysis:
@Pages and References: Pages 18-20
a. is a useful tool for deciding the distribution of profit to shareholders
*b. is a useful tool for identifying, understanding and prioritizing the needs of key stakeholders
c. is a useful tool for mapping potential futures for the organization
d. all of the above
54. what should organizations seek to do with stakeholders that have high levels of interest in the
organization but low power?
@Pages and References: Pages 18-20
a.monitor
b. keep satisfied
*c. Keep informed
d. Manage closely
55. Maximising shareholder value:
@Pages and References: Pages 20-22
a. Is the sole objective of all profit-making companies in every country
b. Is the primary legal obligation only in the English-speaking countries
c. Is not the only legal obligation in central & southern Europe, and in Asia. Firms here are legally
obliged to take account of a broad range of stakeholder interests
*d. Both b and c
56. Corporate Social Responsibility:
@Pages and References: Pages 20-22
a. Fits more readily with the central/southern Europe and Asian legal framework of broader
stakeholder obligations
b. Is not seen as an imperative requirement by all influential thinkers
c. Is becoming more important for all firms to take account of due to the threat of adverse publicity
*d. All of the above
57. Shareholder interests are commonly prioritised over those of other stakeholders because:
@Pages and References: Pages 24-25
© 2012 John Wiley & Sons Ltd.
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