l O M oA R c P S D | 30 23 14 3 9
TEST BANK FOR:
CONTEMPORARY STRATEGY ANALYSIS,
10TH EDITION
BY ROBERT M. GRANT (AUTHOR) LATEST UPDATE.
, l O M oA R c P S D | 30 23 14 3 9
TABLE OF CONTENTS
CHAPTER 1 .................................................................................................................................................................. 1
THE CONCEPT OF STRATEGY ................................................................................................................................... 1
CHAPTER 2 .................................................................................................................................................................. 8
GOALS, VALUES AND PERFORMANCE...................................................................................................................... 8
CHAPTER 3 ................................................................................................................................................................ 16
INDUSTRY ANALYSIS: THE FUNDAMENTALS ......................................................................................................... 16
CHAPTER 04 .............................................................................................................................................................. 23
FURTHER TOPICS IN INDUSTRY AND COMPETITIVE ANALYSIS ........................................................................... 23
CHAPTER 5 ................................................................................................................................................................ 32
ANALYZING RESOURCES AND CAPABILITIES ........................................................................................................ 32
CHAPTER 6 ................................................................................................................................................................ 39
ORGANIZATION STRUCTURE AND MANAGEMENT SYSTEMS:THE FUNDAMENTALS OF STRATEGY
IMPLEMENTATION .................................................................................................................................................... 39
CHAPTER 7 ................................................................................................................................................................ 45
THE SOURCES AND DIMENSIONS OF COMPETITIVE ADVANTAGE....................................................................... 45
CHAPTER 8 ................................................................................................................................................................ 53
INDUSTRY EVOLUTION AND STRATEGIC CHANGE................................................................................................ 53
CHAPTER 9 ................................................................................................................................................................ 61
TECHNOLOGY-BASED INDUSTRIES ANDTHE MANAGEMENT OF INNOVATION................................................... 61
CHAPTER 10 .............................................................................................................................................................. 69
VERTICAL INTEGRATION AND THE SCOPE OF THE FIRM ..................................................................................... 69
CHAPTER 11 .............................................................................................................................................................. 75
GLOBAL STRATEGY AND THE MULTINATIONAL CORPORATION .......................................................................... 75
CHAPTER 12 .............................................................................................................................................................. 82
DIVERSIFICATION STRATEGY ................................................................................................................................. 82
CHAPTER 13 .............................................................................................................................................................. 90
IMPLEMENTING CORPORATE STRATEGY:MANAGING THE MULTIBUSINESS FIRM ............................................ 90
CHAPTER 14 .............................................................................................................................................................. 98
EXTERNAL GROWTH STRATEGIES: MERGERS, ACQUISITIONS, AND ALLIANCES .............................................. 98
CHAPTER 15 ............................................................................................................................................................ 104
CURRENT TRENDS IN STRATEGIC MANAGEMENT .............................................................................................. 104
, l O M oA R c P S D | 30 23 14 3 9
CONTEMPORARY STRATEGY ANALYSIS 10E
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]
a. TANS ---
b. F
2. THE SUCCESSFUL CAREERS OF BOTH QUEEN ELIZABETH II AND LADY GAGA MAY
BE ATTRIBUTED TO THEIR COMMITMENT TO SYSTEMATIC STRATEGIC PLANNING
[SEE P.5]
a. T
b. FANS ---
3. A KEY COMPONENT OF AN EFFECTIVE STRATEGY IS CLEAR,
CONSISTENT, LONG-TERM GOALS. [SEE PP.5-6]
ANS ---A. T
B. F
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
ANS ---B. F
5. A MAJOR PROBLEM OF USING SWOT ANALYSES IN DISTINGUISHING STRENGTHS
FROM WEAKNESSES AND OPPORTUNITIES FROM THREATS.
[SEE P.10]
ANS ---A. T
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]
ANS ---A. T
B. F
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
ANS ---B. F
8. STRATEGY DENOTES AN OVERALL PLAN WHEREAS A TACTIC IS A
© 2019 John Wiley & Sons, Inc. 1
, l O M oA R c P S D | 30 23 14 3 9
SCHEME FOR A SPECIFIC ACTION. [SEE P.11]
ANS ---A. T
B. F
9. THE PRINCIPLES OF MILITARY STRATEGY ARE RARELY APPLICABLE
TO BUSINESS SITUATIONS. [SEE PP.11-12]
© 2019 John Wiley & Sons, Inc. 2
TEST BANK FOR:
CONTEMPORARY STRATEGY ANALYSIS,
10TH EDITION
BY ROBERT M. GRANT (AUTHOR) LATEST UPDATE.
, l O M oA R c P S D | 30 23 14 3 9
TABLE OF CONTENTS
CHAPTER 1 .................................................................................................................................................................. 1
THE CONCEPT OF STRATEGY ................................................................................................................................... 1
CHAPTER 2 .................................................................................................................................................................. 8
GOALS, VALUES AND PERFORMANCE...................................................................................................................... 8
CHAPTER 3 ................................................................................................................................................................ 16
INDUSTRY ANALYSIS: THE FUNDAMENTALS ......................................................................................................... 16
CHAPTER 04 .............................................................................................................................................................. 23
FURTHER TOPICS IN INDUSTRY AND COMPETITIVE ANALYSIS ........................................................................... 23
CHAPTER 5 ................................................................................................................................................................ 32
ANALYZING RESOURCES AND CAPABILITIES ........................................................................................................ 32
CHAPTER 6 ................................................................................................................................................................ 39
ORGANIZATION STRUCTURE AND MANAGEMENT SYSTEMS:THE FUNDAMENTALS OF STRATEGY
IMPLEMENTATION .................................................................................................................................................... 39
CHAPTER 7 ................................................................................................................................................................ 45
THE SOURCES AND DIMENSIONS OF COMPETITIVE ADVANTAGE....................................................................... 45
CHAPTER 8 ................................................................................................................................................................ 53
INDUSTRY EVOLUTION AND STRATEGIC CHANGE................................................................................................ 53
CHAPTER 9 ................................................................................................................................................................ 61
TECHNOLOGY-BASED INDUSTRIES ANDTHE MANAGEMENT OF INNOVATION................................................... 61
CHAPTER 10 .............................................................................................................................................................. 69
VERTICAL INTEGRATION AND THE SCOPE OF THE FIRM ..................................................................................... 69
CHAPTER 11 .............................................................................................................................................................. 75
GLOBAL STRATEGY AND THE MULTINATIONAL CORPORATION .......................................................................... 75
CHAPTER 12 .............................................................................................................................................................. 82
DIVERSIFICATION STRATEGY ................................................................................................................................. 82
CHAPTER 13 .............................................................................................................................................................. 90
IMPLEMENTING CORPORATE STRATEGY:MANAGING THE MULTIBUSINESS FIRM ............................................ 90
CHAPTER 14 .............................................................................................................................................................. 98
EXTERNAL GROWTH STRATEGIES: MERGERS, ACQUISITIONS, AND ALLIANCES .............................................. 98
CHAPTER 15 ............................................................................................................................................................ 104
CURRENT TRENDS IN STRATEGIC MANAGEMENT .............................................................................................. 104
, l O M oA R c P S D | 30 23 14 3 9
CONTEMPORARY STRATEGY ANALYSIS 10E
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]
a. TANS ---
b. F
2. THE SUCCESSFUL CAREERS OF BOTH QUEEN ELIZABETH II AND LADY GAGA MAY
BE ATTRIBUTED TO THEIR COMMITMENT TO SYSTEMATIC STRATEGIC PLANNING
[SEE P.5]
a. T
b. FANS ---
3. A KEY COMPONENT OF AN EFFECTIVE STRATEGY IS CLEAR,
CONSISTENT, LONG-TERM GOALS. [SEE PP.5-6]
ANS ---A. T
B. F
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
ANS ---B. F
5. A MAJOR PROBLEM OF USING SWOT ANALYSES IN DISTINGUISHING STRENGTHS
FROM WEAKNESSES AND OPPORTUNITIES FROM THREATS.
[SEE P.10]
ANS ---A. T
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]
ANS ---A. T
B. F
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
ANS ---B. F
8. STRATEGY DENOTES AN OVERALL PLAN WHEREAS A TACTIC IS A
© 2019 John Wiley & Sons, Inc. 1
, l O M oA R c P S D | 30 23 14 3 9
SCHEME FOR A SPECIFIC ACTION. [SEE P.11]
ANS ---A. T
B. F
9. THE PRINCIPLES OF MILITARY STRATEGY ARE RARELY APPLICABLE
TO BUSINESS SITUATIONS. [SEE PP.11-12]
© 2019 John Wiley & Sons, Inc. 2
