Online Exam 2
Question 1
The following are all components of an organizational vision
EXCEPT:
Question options:
a strong connection to the organization's core values and beliefs.
strategy based on the results of a focus group.
elaboration of a purpose for the organization.
summary of the organization's operations or what it does.
Question 2
The three components that form the three critical success
factors include:
Question options:
the ability to embrace change, creativity and innovation capabilities, and
being a world-class organization.
strategy formulation, strategy implementation, and strategy evaluation.
corporate, functional, and competitive strategies.
durability, imitability, and efficiency.
Question 3
Experiences, characteristics, and knowledge are all aspects that
represent __________ resources.
Question options:
financial
intangible
human
structural
Question 4
According to the guerrilla view of competitive advantage, the
state of an organization's competitive advantage is:
Question options:
temporary.
long term.
long term based on the role of strategic leadership.
able to provide stable cash flows.
Question 5
, American Airlines starting an airfare war by drastically reducing
prices is an example of a change in the __________ environment.
Question options:
internal
external
resource
modified environment
Question 6
__________ include all financial, physical, human, intangible and
structural/cultural assets used by an organization to develop,
produce and deliver products or services to its customers.
Question options:
Investments
Capabilities
Vulnerabilities
Resources
Question 7
Companies such as Google and Apple are finding that they can
achieve a sustainable competitive advantage with:
Question options:
physical assets.
physical distance.
non-physical assets.
vanishing distance.
Question 8
As you are studying your organization's context, it seems clear
that the company will have to prepare itself for continual
turbulence and change. Which of the following best describes
the driving forces for change that could affect the company's
future?
Question 1
The following are all components of an organizational vision
EXCEPT:
Question options:
a strong connection to the organization's core values and beliefs.
strategy based on the results of a focus group.
elaboration of a purpose for the organization.
summary of the organization's operations or what it does.
Question 2
The three components that form the three critical success
factors include:
Question options:
the ability to embrace change, creativity and innovation capabilities, and
being a world-class organization.
strategy formulation, strategy implementation, and strategy evaluation.
corporate, functional, and competitive strategies.
durability, imitability, and efficiency.
Question 3
Experiences, characteristics, and knowledge are all aspects that
represent __________ resources.
Question options:
financial
intangible
human
structural
Question 4
According to the guerrilla view of competitive advantage, the
state of an organization's competitive advantage is:
Question options:
temporary.
long term.
long term based on the role of strategic leadership.
able to provide stable cash flows.
Question 5
, American Airlines starting an airfare war by drastically reducing
prices is an example of a change in the __________ environment.
Question options:
internal
external
resource
modified environment
Question 6
__________ include all financial, physical, human, intangible and
structural/cultural assets used by an organization to develop,
produce and deliver products or services to its customers.
Question options:
Investments
Capabilities
Vulnerabilities
Resources
Question 7
Companies such as Google and Apple are finding that they can
achieve a sustainable competitive advantage with:
Question options:
physical assets.
physical distance.
non-physical assets.
vanishing distance.
Question 8
As you are studying your organization's context, it seems clear
that the company will have to prepare itself for continual
turbulence and change. Which of the following best describes
the driving forces for change that could affect the company's
future?
