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MQM 385 – 75 Exam Questions on Core Competencies, VRIO & Value Chain

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This document presents 75 exam-ready questions with correct answers from Chapter 4 of MQM 385 (Organizational Strategy) at Illinois State University, focusing on internal firm analysis and sources of sustainable competitive advantage. Key topics include core competencies, resource-based view (RBV), tangible and intangible resources, the VRIO framework, isolating mechanisms, dynamic capabilities, and the value chain model. The content is a mix of multiple-choice, fill-in-the-blank, and conceptual definition formats, each designed to strengthen understanding of how firms build and maintain strategic advantages in a competitive environment. This study resource is especially valuable for students in Strategic Management, Business Administration, Organizational Theory, or MBA-level courses. It supports exam preparation by breaking down abstract theoretical concepts into clear, application-focused questions. Learners will gain a deeper grasp of strategic tools that evaluate firm-level resources and capabilities, making this an essential revision guide for mastering internal analysis. Keywords: core competencies, VRIO framework, resource-based view, tangible resources, intangible resources, dynamic capabilities, strategic activities system, value chain, isolating mechanisms, resource heterogeneity, resource immobility, causal ambiguity, path dependence, intellectual property, competitive advantage, firm capabilities

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MQM 385 CHAPTER 4 QUESTIONS WITH
CORRECT ANSWERS

__________ are unique strengths, embedded deep within a firm. - 🧠

ANSWER ✔✔core competencies


______ can be driven by core competencies. - 🧠 ANSWER ✔✔competitive

advantage

Companies develop core competencies through the interplay of ____ and

____. - 🧠 ANSWER ✔✔resources and capabiliies


________ are any assets such as cash, buildings, machinery, or

intellectual property, that a firm can draw on when crafting and executing a

strategy. - 🧠 ANSWER ✔✔resources

,Resources can either be ________ or _____. - 🧠 ANSWER ✔✔tangible or

intangible

_______ are the organizational and managerial skills necessary to

orchestrate a diverse set of resources and to deploy them strategically. - 🧠

ANSWER ✔✔capabilities


Capabilities are, by nature, ______. They find their expression in a

company's structure, routines, and culture. - 🧠 ANSWER ✔✔intangible


______ are distinct and fine-grained business processes such as order

taking, the physical delivery of products, or invoicing customers. - 🧠

ANSWER ✔✔activities


Each distinct _____ enables firms to add value by transforming inputs into

goods and services. - 🧠 ANSWER ✔✔actvity


resources reinforce _____, while capabilities allow managers to orchestrate

them. - 🧠 ANSWER ✔✔core competencies


Core competencies that are not continuously nourished will eventually lose

their ability to yield a ________. - 🧠 ANSWER ✔✔competitive advantage

, The ________ is a model that sees certain types of resources as key to

superior firm performance. - 🧠 ANSWER ✔✔resource-based view


_________ resources have physical attributes and are visible. - 🧠

ANSWER ✔✔tangible


_________ resources have no physical attributes and thus are invisible. - 🧠

ANSWER ✔✔intangible


Labor, capital, land, buildings, plant, equipment, and supplies are examples

of _____ resources. - 🧠 ANSWER ✔✔tangible


Culture, knowledge, brand equity, reputation, and intellectual property are

examples of ____ resources. - 🧠 ANSWER ✔✔intangible


Competitive advantage is more likely to spring from _____ resources. - 🧠

ANSWER ✔✔intangible resources


2 critical assumptions in the resource-based view: - 🧠 ANSWER

✔✔resource heterogeneity and resource immobility


________ comes from the insight that bundles of resources, capabilities,

and competencies differ across firms. - 🧠 ANSWER ✔✔resource

heterogenity

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