20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
01
Student:
1. Keeping in mind Apple's competitive advantage, which of the following products was
introduced by Apple in 2007?
A. iPa
d
B. iPhon
e
C. iPo
d
D. iTune
s
2. is best described as an integrative management field that combines analysis,
formulation, and implementation in the quest for competitive advantage.
A. Supply chain
management
B. Integrated technology
management
C. Strategic
management
D. Inventory
management
3. is best described as a set of goal-directed actions a firm takes to gain and
sustain superior performance relative to competitors.
A. Behavior
modification
B. Strateg
y
C. Cred
o
D. Competency
management
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
,20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
4. Which of the following stages of the strategic management process involves an
evaluation of a firm's external and internal environments?
A. Strategy
analysis
B. Strategy
implementation
C. Strategy
formulation
D. Strategy
control
5. In , a firm frames a guiding policy to address the competitive challenge.
A. strategy
control
B. strategy
implementation
C. strategy
formulation
D. strategy
analysis
6. Through , a firm puts its guiding policy into practice by employing a set of
coherent actions.
A. strategy
control
B. strategy
implementation
C. strategy
formulation
D. strategy
analysis
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
,20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
7. A firm that achieves superior performance relative to other firms in the same industry
or the industry average has a(n) .
A. competitive
advantage
B. balanced
scorecard
C. power
position
D. equity
leverage
8. Cadia Foods Inc. was the first company to start selling energy drinks in its country—a
product that gained popularity among diverse groups. Soon, other companies started
to sell their own brands of energy drinks, thereby giving Cadia Foods ample
competition. In response, Cadia Foods decided to limit its variety of energy drinks to
only two. However, it ensured that these two flavors were free of calories and low in
cost. With this innovation, Cadia Foods Inc. consistently outperformed its competitors
for ten years. In this scenario, Cadia Foods Inc. has maintained a through its
innovative strategy.
A. balanced
scorecard
B. fiduciary
responsibility
C. consistent power
position
D. sustainable competitive
advantage
9. Which of the following scenarios illustrates a firm that has a sustainable competitive
advantage?
A. Newon Inc. generated a revenue of $300,000 this financial year, which is close to
the industrial revenue average of $320,000.
B. SM Inc. almost doubled its sales to 8500 units this year compared to its previous
year's sales of 5000 units, though the industry average is 10,000 units.
C. TrueLink Corp. was able to hold its market share of 68 percent in the social
networking industry for more than three years.
D. Max Electrova Inc. was able to outperform its competitors with its new production
system, in terms of revenue, for a brief period of four months.
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
, 20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
10. If SA Pharmaceuticals obtains an 18 percent return on invested capital, which of the
following will help determine if it has a competitive advantage over other
pharmaceutical companies?
A. Comparing the return to the return on invested capital obtained by other firms
in the industry
B. Assessing the value based on the shareholders' expectations of return on
their capital
C. Evaluating the liquidity ratios for other pharmaceutical
companies
D. Comparing the value to the history of the firm's return of investment over a
number of years
11. Underperformance relative to other firms in the same industry or the industry
average results in a(n) for a firm.
A. sustainable competitive
advantage
B. increased power
distance
C. diseconomies of
scope
D. competitive
disadvantage
12. New Communications Inc. is a newspaper publishing company whose average return
on invested capital is approximately 5 percent. Because newspaper publishing is a
declining industry, the industry average has been negative (-5 percent) for the last
few years. In this scenario, New Communications Inc. has a .
A. competitive
advantage
B. balanced
scorecard
C. competitive
disadvantage
D. power
position
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
01
Student:
1. Keeping in mind Apple's competitive advantage, which of the following products was
introduced by Apple in 2007?
A. iPa
d
B. iPhon
e
C. iPo
d
D. iTune
s
2. is best described as an integrative management field that combines analysis,
formulation, and implementation in the quest for competitive advantage.
A. Supply chain
management
B. Integrated technology
management
C. Strategic
management
D. Inventory
management
3. is best described as a set of goal-directed actions a firm takes to gain and
sustain superior performance relative to competitors.
A. Behavior
modification
B. Strateg
y
C. Cred
o
D. Competency
management
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
,20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
4. Which of the following stages of the strategic management process involves an
evaluation of a firm's external and internal environments?
A. Strategy
analysis
B. Strategy
implementation
C. Strategy
formulation
D. Strategy
control
5. In , a firm frames a guiding policy to address the competitive challenge.
A. strategy
control
B. strategy
implementation
C. strategy
formulation
D. strategy
analysis
6. Through , a firm puts its guiding policy into practice by employing a set of
coherent actions.
A. strategy
control
B. strategy
implementation
C. strategy
formulation
D. strategy
analysis
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
,20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
7. A firm that achieves superior performance relative to other firms in the same industry
or the industry average has a(n) .
A. competitive
advantage
B. balanced
scorecard
C. power
position
D. equity
leverage
8. Cadia Foods Inc. was the first company to start selling energy drinks in its country—a
product that gained popularity among diverse groups. Soon, other companies started
to sell their own brands of energy drinks, thereby giving Cadia Foods ample
competition. In response, Cadia Foods decided to limit its variety of energy drinks to
only two. However, it ensured that these two flavors were free of calories and low in
cost. With this innovation, Cadia Foods Inc. consistently outperformed its competitors
for ten years. In this scenario, Cadia Foods Inc. has maintained a through its
innovative strategy.
A. balanced
scorecard
B. fiduciary
responsibility
C. consistent power
position
D. sustainable competitive
advantage
9. Which of the following scenarios illustrates a firm that has a sustainable competitive
advantage?
A. Newon Inc. generated a revenue of $300,000 this financial year, which is close to
the industrial revenue average of $320,000.
B. SM Inc. almost doubled its sales to 8500 units this year compared to its previous
year's sales of 5000 units, though the industry average is 10,000 units.
C. TrueLink Corp. was able to hold its market share of 68 percent in the social
networking industry for more than three years.
D. Max Electrova Inc. was able to outperform its competitors with its new production
system, in terms of revenue, for a brief period of four months.
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
, 20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
10. If SA Pharmaceuticals obtains an 18 percent return on invested capital, which of the
following will help determine if it has a competitive advantage over other
pharmaceutical companies?
A. Comparing the return to the return on invested capital obtained by other firms
in the industry
B. Assessing the value based on the shareholders' expectations of return on
their capital
C. Evaluating the liquidity ratios for other pharmaceutical
companies
D. Comparing the value to the history of the firm's return of investment over a
number of years
11. Underperformance relative to other firms in the same industry or the industry
average results in a(n) for a firm.
A. sustainable competitive
advantage
B. increased power
distance
C. diseconomies of
scope
D. competitive
disadvantage
12. New Communications Inc. is a newspaper publishing company whose average return
on invested capital is approximately 5 percent. Because newspaper publishing is a
declining industry, the industry average has been negative (-5 percent) for the last
few years. In this scenario, New Communications Inc. has a .
A. competitive
advantage
B. balanced
scorecard
C. competitive
disadvantage
D. power
position
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
20220731043417_62e6064963bca_test_bank_for_strategic_management_frank_t._rothaermel_2e_.docx
