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,Marketing Of High Technology Products And Innovations 3rd Edition Mohr Test Bank
Chapter 3: Culture and Climate Considerations in High-Tech Companies
Mohr, Sengupta, Slater (3/e, 2010)
Test Bank
3-1. What is the role of organizational culture?
a. Provide norms for individual and organizational behavior.
b. Create a sense of community.
c. Guide strategy development.
d. Enable employees to “unlearn” obsolete information and practices.
e. Focus the firm’s attention externally.
Answer: A Page 83 moderate
3-2. Organizational climate is:
a. another term for culture.
b. the environment in which the business competes.
c. the observable manifestation of culture.
d. most valuable when it is outward looking.
e. the foundation for innovation.
Answer: C Page 83 moderate
3-3. The boom and bust nature of business cycles:
a. often leads to cyclical funding cuts and spurts in R&D.
b. encourages most businesses to conserve cash during good times so that they can
continue to invest when times are tough.
c. is not as common in markets for high-tech products as it is in markets for low-tech
products.
d. is not as common in markets for low-tech products as it is in markets for high-tech
products.
e. has less impact on businesses with a strong climate.
Answer: A Page 84 moderate
3-4. Which of the following conditions does not facilitate a culture of innovativeness?
a. Top management attention.
b. Bureaucratic mindset.
c. Willingness to cannibalize.
d. Product champions.
e. Learning orientation.
Answer: B Page 84 moderate
Test Bank Mohr, Sengupta, and Slater 3/e Chapter 3 1
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, 3-5. ___________ is the foundation for innovation.
a. Propensity for risk
b. Experimentation
c. Creativity
d. Organizational architecture
e. Product leadership
Answer: C Page 84 easy
3-6. Creative ideas :
a. are novel and meaningful
b. are most likely to occur in bureaucratic organizations.
c. are most likely to be based on the firm’s core competencies.
d. rarely result in the cannibalization of sales from current products.
e. are rarely generated through interactions with customers.
Answer: A Page 85 easy
3-7. The most valuable creativity is:
a. very free-wheeling.
b. technology driven.
c. often the result of the lone genius.
d. stimulated by the desire to stay ahead of competition.
e. disciplined by the organization’s culture and climate.
Answer: E Page 85 moderate.
3-8. Top managers positively drive innovation when they:
a. have a future focus.
b. have an external focus.
c. view innovation is more than product development.
d. both a & b above.
e. all of the above
Answer: E Page 85 easy.
3-9. The process of developing new technologies that may make current products obsolete
and may even alienate customers is known as:
a. competence killing.
b. unlearning.
c. competence exploration.
d. creative destruction.
e. technological orientation.
Answer: D Page 86 moderate.
Test Bank Mohr, Sengupta, and Slater 3/e Chapter 3 2
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
, 3-9. The people who create, define, or adopt an idea for an innovation and are willing to
assume significant risk to make it happen are referred to as
a. product champions.
b. investment bankers.
c. angels.
d. entrepreneurs.
e. leaders.
Answer: A Page: 87 easy
3-11. A unit that senior managers isolate from normal corporate operations in order to protect
creative individuals and corporate orthodoxy is known as:
a. an R&D center.
b. a skunk works.
c. a new venture division.
d. an innovation engine.
e. a heavyweight organization.
Answer: B Page 87 easy
3-12. Skunk works are thought by some to be an important way to foster innovativeness within
large corporations, yet others argue that they are a sign that the corporation lacks
innovativeness. Which of the following statements best summarizes arguments in favor
of using skunk works to promote innovation?
a. They protect imaginative individuals from corporate bureaucracy that might hamper
innovativeness.
b. They allow individual creativity to flourish within the normal operating climate.
c. They are “orphanages” that separate creativity from the corporate hierarchy.
d. They address the underlying, systemic reasons that large corporations lack
innovativeness.
e. Skunk works are the best way to allow a brick-and-mortar company to compete in an
on-line world.
Answer: A Page 88 moderate
3-13. Firms that invest resources to acquire entirely new knowledge, skills, and processes, that
have the potential to influence the firm’s direction practice
a. market pioneering.
b. expeditionary marketing.
c. learning orientation.
d. competence exploration.
e. value creation.
Answer: C Page 88 moderate
Test Bank Mohr, Sengupta, and Slater 3/e Chapter 3 3
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
TEST BANK
,Marketing Of High Technology Products And Innovations 3rd Edition Mohr Test Bank
Chapter 3: Culture and Climate Considerations in High-Tech Companies
Mohr, Sengupta, Slater (3/e, 2010)
Test Bank
3-1. What is the role of organizational culture?
a. Provide norms for individual and organizational behavior.
b. Create a sense of community.
c. Guide strategy development.
d. Enable employees to “unlearn” obsolete information and practices.
e. Focus the firm’s attention externally.
Answer: A Page 83 moderate
3-2. Organizational climate is:
a. another term for culture.
b. the environment in which the business competes.
c. the observable manifestation of culture.
d. most valuable when it is outward looking.
e. the foundation for innovation.
Answer: C Page 83 moderate
3-3. The boom and bust nature of business cycles:
a. often leads to cyclical funding cuts and spurts in R&D.
b. encourages most businesses to conserve cash during good times so that they can
continue to invest when times are tough.
c. is not as common in markets for high-tech products as it is in markets for low-tech
products.
d. is not as common in markets for low-tech products as it is in markets for high-tech
products.
e. has less impact on businesses with a strong climate.
Answer: A Page 84 moderate
3-4. Which of the following conditions does not facilitate a culture of innovativeness?
a. Top management attention.
b. Bureaucratic mindset.
c. Willingness to cannibalize.
d. Product champions.
e. Learning orientation.
Answer: B Page 84 moderate
Test Bank Mohr, Sengupta, and Slater 3/e Chapter 3 1
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
Visit TestBankDeal.com to get complete for all chapters
, 3-5. ___________ is the foundation for innovation.
a. Propensity for risk
b. Experimentation
c. Creativity
d. Organizational architecture
e. Product leadership
Answer: C Page 84 easy
3-6. Creative ideas :
a. are novel and meaningful
b. are most likely to occur in bureaucratic organizations.
c. are most likely to be based on the firm’s core competencies.
d. rarely result in the cannibalization of sales from current products.
e. are rarely generated through interactions with customers.
Answer: A Page 85 easy
3-7. The most valuable creativity is:
a. very free-wheeling.
b. technology driven.
c. often the result of the lone genius.
d. stimulated by the desire to stay ahead of competition.
e. disciplined by the organization’s culture and climate.
Answer: E Page 85 moderate.
3-8. Top managers positively drive innovation when they:
a. have a future focus.
b. have an external focus.
c. view innovation is more than product development.
d. both a & b above.
e. all of the above
Answer: E Page 85 easy.
3-9. The process of developing new technologies that may make current products obsolete
and may even alienate customers is known as:
a. competence killing.
b. unlearning.
c. competence exploration.
d. creative destruction.
e. technological orientation.
Answer: D Page 86 moderate.
Test Bank Mohr, Sengupta, and Slater 3/e Chapter 3 2
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
, 3-9. The people who create, define, or adopt an idea for an innovation and are willing to
assume significant risk to make it happen are referred to as
a. product champions.
b. investment bankers.
c. angels.
d. entrepreneurs.
e. leaders.
Answer: A Page: 87 easy
3-11. A unit that senior managers isolate from normal corporate operations in order to protect
creative individuals and corporate orthodoxy is known as:
a. an R&D center.
b. a skunk works.
c. a new venture division.
d. an innovation engine.
e. a heavyweight organization.
Answer: B Page 87 easy
3-12. Skunk works are thought by some to be an important way to foster innovativeness within
large corporations, yet others argue that they are a sign that the corporation lacks
innovativeness. Which of the following statements best summarizes arguments in favor
of using skunk works to promote innovation?
a. They protect imaginative individuals from corporate bureaucracy that might hamper
innovativeness.
b. They allow individual creativity to flourish within the normal operating climate.
c. They are “orphanages” that separate creativity from the corporate hierarchy.
d. They address the underlying, systemic reasons that large corporations lack
innovativeness.
e. Skunk works are the best way to allow a brick-and-mortar company to compete in an
on-line world.
Answer: A Page 88 moderate
3-13. Firms that invest resources to acquire entirely new knowledge, skills, and processes, that
have the potential to influence the firm’s direction practice
a. market pioneering.
b. expeditionary marketing.
c. learning orientation.
d. competence exploration.
e. value creation.
Answer: C Page 88 moderate
Test Bank Mohr, Sengupta, and Slater 3/e Chapter 3 3
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
