Contemporary Strategy
Analysis 12th Edition
ST
UV
TEST BANK
IA
_A
Robert M. Grant
PP
────────────────────────────────────────────────────
Comprehensive Test Bank for Instructors
RO
and Students
VE
© Robert M. Grant.
All rights reserved. Reproduction or distribution without permission is prohibited.
D ?
© BooksbyMed
, Test Bank for Contemporary Strategy Analysis (12th Edition)
Robert M. Grant
ISBN: 9781394251599
Chapter 1. The Concept of Strategy
Chapter 2. Goals, Values, and Performance
ST
Chapter 3. Industry Analysis – Fundamentals
Chapter 4. Industry Analysis – Dynamics of Industry and Competition
Chapter 5. Analyzing Resources and Capabilities
UV
Chapter 6. Organization Structure and Management Systems
Chapter 7. Sources and Dimensions of Competitive Advantage
Chapter 8. Industry Evolution and Strategic Change
Chapter 9. Technology-Based Industries and the Management of Innovation
IA
Chapter 10. Vertical Integration and the Scope of the Firm
Chapter 11. Global Strategy and the Multinational Corporation
Chapter 12. Diversification Strategy
_A
Chapter 13. Managing the Multibusiness Firm
Chapter 14. Current Trends in Strategic Management
PP
RO
VE
D ?
© BooksbyMed
, Contemporary Strategy Analysis 12e
TEST BANK: 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]
ST
*a. T
b. F
2. The successful of both President Zelensky in leading Ukrainian resistance to the 2022 Russian invasion
UV
and Taylor Swift’s successful career as musician and entertainer may be attributed to their use of
systematic strategic planning
[See p.4]
a. T
*b. F
IA
3. A key component of an effective strategy is clear, consistent, long-term goals.
[See p.4]
*a. T
b. F
_A
4. If a firm can devise a brilliant strategy, it will be successful irrespective of how effectively it is
implemented.
[See p.7]
PP
a. T
*b. F
RO
5. A major problem of using SWOT analyses in distinguishing strengths from weaknesses and
opportunities from threats.
[See p.9]
*a. T
b. F
VE
6. “Strategic fit” refers to the consistency between a firm’s strategy, its external environment, and its
internal resources and capabilities.
[See pp.9-10]
*a. T
b. F
D
7. Contingency theory postulates that a firm’s strategy must be flexible enough to meet every possible
contingency.
?
[See pp.10]
a. T
*b. F
8. Strategy denotes an overall plan whereas a tactic is a scheme for a specific action.
[See p.12]
*a. T
b. F
© 2025 John Wiley & Sons, Inc. 1
, 9. The principles of military strategy are rarely applicable to business situations.
[See p.12]
a. T
*b. F
10. Strategic decisions are important, involve a significant commitment of resources, and should be easily
reversible.
[See p.12]
a. T
*b. F
ST
11. The main factor causing the transition from corporate planning to strategic management was the
increasing inability of companies to forecast economic conditions four or five years into the future.
[See p.12]
UV
*a. T
b. F
12. Strategy is a detailed plan that programs the actions of an organization or an individual.
[See p.11]
a. T
IA
*b. F
13. Strategic choices involve two basic questions: where and how to compete?
[See pp.17]
_A
*a. T
b. F
14. In the large, complex firm, two main levels of strategy can be distinguished: corporate strategy and
business (or competitive) strategy.
PP
[See p.16]
*a. T
b. F
15. When describing the strategy of a firm, it is best to ignore the current positioning of the firm in order to
RO
concentrate upon the direction in which the firm will develop in the future.
[See pp.17-18]
a. T
*b. F
16. The dynamic, future-oriented dimension of a firm’s strategy is described by its
VE
mission and vision statements and its performance targets.
[See p.18]
*a. T
b. F
D
17. The reason that a firm’s realized strategy diverges from its intended strategy is because strategy
making is, to a great extent, an emergent process.
?
[See p.19]
*a. T
b. F
18. According to Henry Mintzberg, firm strategy should be formulated by top management through rational
deliberation utilizing all available data.
[See p.19]
a. T
*b. F
© 2025 John Wiley & Sons, Inc. 2
Analysis 12th Edition
ST
UV
TEST BANK
IA
_A
Robert M. Grant
PP
────────────────────────────────────────────────────
Comprehensive Test Bank for Instructors
RO
and Students
VE
© Robert M. Grant.
All rights reserved. Reproduction or distribution without permission is prohibited.
D ?
© BooksbyMed
, Test Bank for Contemporary Strategy Analysis (12th Edition)
Robert M. Grant
ISBN: 9781394251599
Chapter 1. The Concept of Strategy
Chapter 2. Goals, Values, and Performance
ST
Chapter 3. Industry Analysis – Fundamentals
Chapter 4. Industry Analysis – Dynamics of Industry and Competition
Chapter 5. Analyzing Resources and Capabilities
UV
Chapter 6. Organization Structure and Management Systems
Chapter 7. Sources and Dimensions of Competitive Advantage
Chapter 8. Industry Evolution and Strategic Change
Chapter 9. Technology-Based Industries and the Management of Innovation
IA
Chapter 10. Vertical Integration and the Scope of the Firm
Chapter 11. Global Strategy and the Multinational Corporation
Chapter 12. Diversification Strategy
_A
Chapter 13. Managing the Multibusiness Firm
Chapter 14. Current Trends in Strategic Management
PP
RO
VE
D ?
© BooksbyMed
, Contemporary Strategy Analysis 12e
TEST BANK: 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]
ST
*a. T
b. F
2. The successful of both President Zelensky in leading Ukrainian resistance to the 2022 Russian invasion
UV
and Taylor Swift’s successful career as musician and entertainer may be attributed to their use of
systematic strategic planning
[See p.4]
a. T
*b. F
IA
3. A key component of an effective strategy is clear, consistent, long-term goals.
[See p.4]
*a. T
b. F
_A
4. If a firm can devise a brilliant strategy, it will be successful irrespective of how effectively it is
implemented.
[See p.7]
PP
a. T
*b. F
RO
5. A major problem of using SWOT analyses in distinguishing strengths from weaknesses and
opportunities from threats.
[See p.9]
*a. T
b. F
VE
6. “Strategic fit” refers to the consistency between a firm’s strategy, its external environment, and its
internal resources and capabilities.
[See pp.9-10]
*a. T
b. F
D
7. Contingency theory postulates that a firm’s strategy must be flexible enough to meet every possible
contingency.
?
[See pp.10]
a. T
*b. F
8. Strategy denotes an overall plan whereas a tactic is a scheme for a specific action.
[See p.12]
*a. T
b. F
© 2025 John Wiley & Sons, Inc. 1
, 9. The principles of military strategy are rarely applicable to business situations.
[See p.12]
a. T
*b. F
10. Strategic decisions are important, involve a significant commitment of resources, and should be easily
reversible.
[See p.12]
a. T
*b. F
ST
11. The main factor causing the transition from corporate planning to strategic management was the
increasing inability of companies to forecast economic conditions four or five years into the future.
[See p.12]
UV
*a. T
b. F
12. Strategy is a detailed plan that programs the actions of an organization or an individual.
[See p.11]
a. T
IA
*b. F
13. Strategic choices involve two basic questions: where and how to compete?
[See pp.17]
_A
*a. T
b. F
14. In the large, complex firm, two main levels of strategy can be distinguished: corporate strategy and
business (or competitive) strategy.
PP
[See p.16]
*a. T
b. F
15. When describing the strategy of a firm, it is best to ignore the current positioning of the firm in order to
RO
concentrate upon the direction in which the firm will develop in the future.
[See pp.17-18]
a. T
*b. F
16. The dynamic, future-oriented dimension of a firm’s strategy is described by its
VE
mission and vision statements and its performance targets.
[See p.18]
*a. T
b. F
D
17. The reason that a firm’s realized strategy diverges from its intended strategy is because strategy
making is, to a great extent, an emergent process.
?
[See p.19]
*a. T
b. F
18. According to Henry Mintzberg, firm strategy should be formulated by top management through rational
deliberation utilizing all available data.
[See p.19]
a. T
*b. F
© 2025 John Wiley & Sons, Inc. 2
