TESTBANK
Strategic Management, Text And Cases 11th
Edition By Mcnamara, Eisner Ch 1 to 19
TEST BANK yc
Page 2 of 655
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,Table Of Contents
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PART 1: STRATEGIC ANALYSIS
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1. Strategic Management: Creating Competitive Advantages
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2. Analyzing the External Environment of the Firm
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3. Assessing the Internal Environment of the Firm
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4. Recognizing a Firm’s Intellectual Assets: Moving beyond a Firm’s Tangible Resources
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PART 2: STRATEGIC FORMULATION
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5. Business-Level Strategy: Creating and Sustaining Competitive Advantages
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6. Corporate-Level Strategy: Creating Value through Diversification
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7. International Strategy: Creating Value in Global Markets
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8. Entrepreneurial Strategy and Competitive Dynamics
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PART 3: STRATEGIC IMPLEMENTATION
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9. Strategic Control and Corporate Governance
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10. Creating Effective Organizational Designs
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11. Strategic Leadership: Creating a Learning Organization and an Ethical Organization
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12. Managing Innovation and Fostering Corporate Entrepreneurship
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Page 3 of 655 yc yc yc
,Strategic Management: Text and Cases, 11e (Dess) yc yc yc yc yc yc
Chapter 1 Strategic Management: Creating Competitive Advantages
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1) Lands' End's failure under the leadership of Ms. Frederica Marchionni was said to be a direct resul
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t of the quality of her leadership. According to the text, this would be an example of the "romantic"
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perspective of leadership. yc yc
Answer: TRUE y c
Explanation: In the romantic view of leadership, the implicit assumption is that the leader is the key
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force in determining an organization's success or lack thereof. Under Ms. Marchionni's leadership, th
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e company reported a 19.5-million-dollar loss for 2016 after having reported a 73.8-million-
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dollar profit for the previous year under its previous CEO.
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Difficulty: 2 Medium yc yc
Topic: Strategy and the Strategic Management Process
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Learning Objective: 01- yc y c
01 The definition of strategic management and its four key attributes. Bloom's: Understand
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AACSB: Analytical Thinking Accessibil y c yc yc
ity: Keyboard Navigation
y c yc
2) Strategic management consists of the analyses, decisions, and actions an organization unde
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rtakes in order to create and sustain competitive advantages.
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Answer: TRUE y c
Explanation: According to the textbook, this is the definition of strategic management. Difficulty: 1
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Easy
Topic: Strategy and the Strategic Management Process
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Learning Objective: 01- yc y c
01 The definition of strategic management and its four key attributes. Bloom's: Remember
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AACSB: Knowledge Application Acce y c yc yc
ssibility: Keyboard Navigation y c yc
3) Management innovations such as total quality, just-in- yc yc yc yc yc yc
time, benchmarking, business process reengineering, and outsourcing are important but not enough fo
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r building sustainable competitive advantage.
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Answer: TRUE y c
Explanation: Sustainable competitive advantage cannot be achieved through operational effectivene
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ss alone. Popular management innovations of the last two decades like total quality, just-in-
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time, benchmarking, business process reengineering, and outsourcing are concerned with operational
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effectiveness.
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Difficulty: 2 Medium yc yc
Topic: Strategy and the Strategic Management Process
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Learning Objective: 01- yc y c
01 The definition of strategic management and its four key attributes. Bloom's: Understand
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AACSB: Analytical Thinking Accessibil y c yc yc
ity: Keyboard Navigation
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4) Trade-off decisions between effectiveness and efficiency are important in the practice of
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Page 4 of 655 yc yc yc
, strategic management. yc
Answer: TRUE y c
Explanation: The fourth attribute of strategic management is that it involves the recognition of trad
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e-
offs between effectiveness and efficiency. Some authors have referred to this as the difference betw
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een doing the right thing (effectiveness) and doing things right (efficiency).
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Difficulty: 2 Medium yc yc
Topic: Strategy and the Strategic Management Process
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Learning Objective: 01- yc y c
01 The definition of strategic management and its four key attributes. Bloom's: Understand
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AACSB: Analytical Thinking Accessibil y c yc yc
ity: Keyboard Navigation
y c yc
5) According to Henry Mintzberg, a management scholar, most firms do not realize their original inten
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ded strategy. yc
Answer: TRUE y c
Explanation: Henry Mintzberg states that the intended strategy rarely survives in its original form. Un
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foreseen environmental developments, unanticipated resource constraints, or changes in managerial pr
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eferences may result in at least some parts of the intended strategy remaining unrealized. On the other
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hand, good managers will want to take advantage of a new opportunity presented by the environment,
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even if it was not part of the original set of intentions.
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Difficulty: 2 Medium yc yc
Topic: Strategy and the Strategic Management Process
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Learning Objective: 01- yc y c
02 The strategic management process and its three interrelated and principal activities.
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Bloom's: Understand AACSB: y c yc
Analytical Thinking
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Accessibility: Keyboard Navigation y c yc
6) The final realized strategy of a firm is a combination of deliberate and time-tested strategies only.
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Answer: FALSE y c
Explanation: Realized strategy is that strategy of a firm in which organizational decisions are determine
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d by both analysis and unforeseen environmental developments, unanticipated resource constraints, and
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/or changes in managerial preferences.
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Difficulty: 2 Medium yc yc
Topic: Strategy and the Strategic Management Process
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Learning Objective: 01- yc y c
02 The strategic management process and its three interrelated and principal activities.
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Bloom's: Understand y c
AACSB: Knowledge Application Acce y c yc yc
ssibility: Keyboard Navigation y c yc
Page 5 of 655 yc yc yc
Strategic Management, Text And Cases 11th
Edition By Mcnamara, Eisner Ch 1 to 19
TEST BANK yc
Page 2 of 655
yc yc yc
,Table Of Contents
yc yc
PART 1: STRATEGIC ANALYSIS
yc yc yc
1. Strategic Management: Creating Competitive Advantages
yc yc yc yc yc
2. Analyzing the External Environment of the Firm
yc yc yc yc yc yc yc yc
3. Assessing the Internal Environment of the Firm
yc yc yc yc yc yc yc yc
4. Recognizing a Firm’s Intellectual Assets: Moving beyond a Firm’s Tangible Resources
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PART 2: STRATEGIC FORMULATION
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5. Business-Level Strategy: Creating and Sustaining Competitive Advantages
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6. Corporate-Level Strategy: Creating Value through Diversification
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7. International Strategy: Creating Value in Global Markets
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8. Entrepreneurial Strategy and Competitive Dynamics
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PART 3: STRATEGIC IMPLEMENTATION
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9. Strategic Control and Corporate Governance
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10. Creating Effective Organizational Designs
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11. Strategic Leadership: Creating a Learning Organization and an Ethical Organization
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12. Managing Innovation and Fostering Corporate Entrepreneurship
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Page 3 of 655 yc yc yc
,Strategic Management: Text and Cases, 11e (Dess) yc yc yc yc yc yc
Chapter 1 Strategic Management: Creating Competitive Advantages
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1) Lands' End's failure under the leadership of Ms. Frederica Marchionni was said to be a direct resul
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t of the quality of her leadership. According to the text, this would be an example of the "romantic"
yc yc yc yc yc yc yc yc yc yc yc yc yc yc yc yc yc yc yc
perspective of leadership. yc yc
Answer: TRUE y c
Explanation: In the romantic view of leadership, the implicit assumption is that the leader is the key
y c yc yc yc yc yc yc yc yc yc yc yc yc yc yc yc yc
force in determining an organization's success or lack thereof. Under Ms. Marchionni's leadership, th
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e company reported a 19.5-million-dollar loss for 2016 after having reported a 73.8-million-
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dollar profit for the previous year under its previous CEO.
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Difficulty: 2 Medium yc yc
Topic: Strategy and the Strategic Management Process
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Learning Objective: 01- yc y c
01 The definition of strategic management and its four key attributes. Bloom's: Understand
yc yc yc yc yc yc yc yc yc yc yc y c
AACSB: Analytical Thinking Accessibil y c yc yc
ity: Keyboard Navigation
y c yc
2) Strategic management consists of the analyses, decisions, and actions an organization unde
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rtakes in order to create and sustain competitive advantages.
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Answer: TRUE y c
Explanation: According to the textbook, this is the definition of strategic management. Difficulty: 1
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Easy
Topic: Strategy and the Strategic Management Process
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Learning Objective: 01- yc y c
01 The definition of strategic management and its four key attributes. Bloom's: Remember
yc yc yc yc yc yc yc yc yc yc yc y c
AACSB: Knowledge Application Acce y c yc yc
ssibility: Keyboard Navigation y c yc
3) Management innovations such as total quality, just-in- yc yc yc yc yc yc
time, benchmarking, business process reengineering, and outsourcing are important but not enough fo
yc yc yc yc yc yc yc yc yc yc yc yc
r building sustainable competitive advantage.
yc yc yc yc
Answer: TRUE y c
Explanation: Sustainable competitive advantage cannot be achieved through operational effectivene
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ss alone. Popular management innovations of the last two decades like total quality, just-in-
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time, benchmarking, business process reengineering, and outsourcing are concerned with operational
yc yc yc yc yc yc yc yc yc yc y
effectiveness.
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Difficulty: 2 Medium yc yc
Topic: Strategy and the Strategic Management Process
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Learning Objective: 01- yc y c
01 The definition of strategic management and its four key attributes. Bloom's: Understand
yc yc yc yc yc yc yc yc yc yc yc y c
AACSB: Analytical Thinking Accessibil y c yc yc
ity: Keyboard Navigation
y c yc
4) Trade-off decisions between effectiveness and efficiency are important in the practice of
yc yc yc yc yc yc yc yc yc yc yc
Page 4 of 655 yc yc yc
, strategic management. yc
Answer: TRUE y c
Explanation: The fourth attribute of strategic management is that it involves the recognition of trad
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e-
offs between effectiveness and efficiency. Some authors have referred to this as the difference betw
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een doing the right thing (effectiveness) and doing things right (efficiency).
yc yc yc yc yc yc yc yc yc yc
Difficulty: 2 Medium yc yc
Topic: Strategy and the Strategic Management Process
y c yc yc yc yc yc
Learning Objective: 01- yc y c
01 The definition of strategic management and its four key attributes. Bloom's: Understand
yc yc yc yc yc yc yc yc yc yc yc y c
AACSB: Analytical Thinking Accessibil y c yc yc
ity: Keyboard Navigation
y c yc
5) According to Henry Mintzberg, a management scholar, most firms do not realize their original inten
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ded strategy. yc
Answer: TRUE y c
Explanation: Henry Mintzberg states that the intended strategy rarely survives in its original form. Un
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foreseen environmental developments, unanticipated resource constraints, or changes in managerial pr
yc yc yc yc yc yc yc yc yc yc
eferences may result in at least some parts of the intended strategy remaining unrealized. On the other
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hand, good managers will want to take advantage of a new opportunity presented by the environment,
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even if it was not part of the original set of intentions.
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Difficulty: 2 Medium yc yc
Topic: Strategy and the Strategic Management Process
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Learning Objective: 01- yc y c
02 The strategic management process and its three interrelated and principal activities.
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Bloom's: Understand AACSB: y c yc
Analytical Thinking
y c yc
Accessibility: Keyboard Navigation y c yc
6) The final realized strategy of a firm is a combination of deliberate and time-tested strategies only.
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Answer: FALSE y c
Explanation: Realized strategy is that strategy of a firm in which organizational decisions are determine
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d by both analysis and unforeseen environmental developments, unanticipated resource constraints, and
yc yc yc yc yc yc yc yc yc yc yc
/or changes in managerial preferences.
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Difficulty: 2 Medium yc yc
Topic: Strategy and the Strategic Management Process
y c yc yc yc yc yc
Learning Objective: 01- yc y c
02 The strategic management process and its three interrelated and principal activities.
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Bloom's: Understand y c
AACSB: Knowledge Application Acce y c yc yc
ssibility: Keyboard Navigation y c yc
Page 5 of 655 yc yc yc
