Strategic Management in Action 6th Edition by Mary A. Coulter - Test Bank

Strategic Management in Action 6th
Edition By Mary A. Coulter – Test Bank
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Sample Questions

Strategic Management in Action, 6e (Coulter)
Chapter 4 Assessing Strengths and Weaknesses: Doing an Internal Analysis
1) An organization’s tangible and intangible resources can be a source of competitive advantage and
these resources play an important role in determining an organization’s capabilities and
competencies.
Answer: TRUE
Diff: 2 Page Ref: 93
Topic: Describe What an Internal Analysis Is
AACSB: Analytical Skills
Objective: Describe tools and models for assessing a firm’s internal environment

2) Organizational capabilities are the special and unique processes that distinguish the organization
from its competitors.
Answer: FALSE
3) Organizational capabilities are regular, predictable, and sequential patterns of work activity by
organizational members.
Answer: FALSE
4) Dynamic capabilities are an organization’s ability to build, integrate, and reconfigure capabilities to
address rapidly changing environments.
Answer: TRUE
5) Core competencies are the organization’s major value-creating skills and capabilities that are
essential to their business.
Answer: TRUE
Topic: From Capabilities to Core Competencies and Distinctive Capabilities

6) Distinctive organizational competencies are the common capabilities that do not distinguish an
organization from its competitors.
Answer: FALSE
7) Strengths are resources that the organization possesses and capabilities that the organization
has developed, both of which can be exploited and developed into a sustainable competitive
advantage.
Answer: TRUE
8) Weaknesses are resources and capabilities that are lacking or deficient and that prevent the
organization from developing a sustainable competitive advantage.
Answer: TRUE

9) Customer value arises from the similarity of products to others, the product is low priced, and the
ability of the organization to respond to customer needs.
Answer: FALSE
Topic: Explain How to Do an Internal Analysis
10) Value chain analysis is a systematic way of examining all the organization’s functional activities
and how well they create customer value.
Answer: TRUE
11) An external audit is a thorough assessment of an organization’s various internal functional areas.
Answer: FALSE
12) An internal audit is similar to a financial audit, although it focuses on much more than just the
financial aspects.
Answer: TRUE

13) The first step in the capabilities assessment profile is to develop and leverage the organization’s
distinctive capabilities.
Answer: FALSE
14) Preparing a current product-market profile emphasizes organization-customer interactions.
Answer: TRUE
15) When customers purchase a product, they are not purchasing a bundle of attributes that they
believe will satisfy their needs.
Answer: FALSE
16) Identifying and agreeing on the key competencies and capabilities is critical to managing
strategically for a sustainable competitive advantage.
Answer: TRUE
17) One criterion that could be used to determine whether resources and capabilities are strengths
or weaknesses is past performance trends.
Answer: TRUE
18) Every organization needs goals at all levels and in all functional areas that state what it hopes to
accomplish by when.
Answer: TRUE
19) Doing an internal analysis is needed for making good strategic decisions.
Answer: TRUE
Topic: Discuss Why an Internal Analysis is Important
20) An internal analysis involves an examination of
1. A) the organization’s current vision.

2. B) the organization’s mission.
3. C) the organization’s strategic objectives.
4. D) the organization’s strategies.
5. E) None of the above answer choices are true.
Answer: E
21) Factors like Coca-Cola’s brand name “Coke” and Nike’s “swoosh” symbol construct ________
resources for the organization.
1. A) physical
2. B) intangible
3. C) financial
4. D) invisible
5. E) human
Answer: B
22) The various organizational routines and processes that determine how efficiently and effectively
the organization transforms its inputs into outputs are called
1. A) strengths.
2. B) core competencies.
3. C) capabilities.
4. D) customer value.
5. E) operations.
Answer: C

23) Identifying distinctive organizational capabilities involves
1. A) preparing an historical product/market profile.

2. B) describing top management organizational capabilities and competencies.
3. C) sorting the core capabilities and competencies according to functional level priorities.
4. D) identifying the functional strategies.
5. E) None of the answer choices is correct.
Answer: E
24) One activity in organizational routines and processes is
1. A) obtaining needed raw materials.

2. B) establishing various product pricing structures.
3. C) generating end-of-quarter financial reports.
4. D) generating operational statistical reports.
5. E) All of the answer choices are correct.
Answer: E
25) ________ are the regular, predictable, and sequential patterns of work activities performed by
organizational members.
1. A) Organizational capabilities
2. B) Accumulated knowledge
3. C) Actual work activities
4. D) Organizational routines and processes
Answer: D
26) Characteristics of dynamic capabilities include all of the following except
1. A) timely responsiveness.
2. B) reactive responsiveness.
3. C) rapid and flexible product innovation.
4. D) coordinating and deploying organizational resources and capabilities.
Answer: B
27) Southwest’s capability of quick gate turnaround time and exceptional employee-customer
interactions is known as
1. A) a distinctive organizational capability.

2. B) an exceptional opportunity.
3. C) a superior customer value.
4. D) a distinguished service.
Answer: A

28) The ability of Hampton Inn to provide customers moderately-priced accommodation with all the
amenities and conveniences travelers want is an example of
1. A) contributing to superior customer value.

2. B) a second-to-market philosophy.
3. C) operating under a benchmarking philosophy.
4. D) providing a system that is easily duplicated.
Answer: A
29) Special and unique capabilities that distinguish the organization from its competitors are called
1. A) distinguished organizational capabilities.

2. B) distinctive organizational capabilities.
3. C) demonstrated organizational capabilities.
4. D) denoted organizational capabilities.
5. E) delineated organizational capabilities.
Answer: B
30) The ability of Honda to use its fuel-efficient and reliable engines in automobiles, motorcycles,
and power generators is an example of
1. A) contributing to superior customer value.

2. B) creating a product that is difficult for competitors to imitate.
3. C) developing an innovation that can be used in a number of ways.
4. D) simulating an effective system developed by a competitor.
5. E) making a product with a low amount of financial capital.
Answer: C
31) The organization’s major value-creating skills and capabilities that are shared across multiple
product lines or multiple businesses are called
1. A) distinctive organizational capabilities.

2. B) competitive intelligence.
3. C) core weaknesses.
4. D) core competencies.
5. E) core opportunities.
Answer: D
32) Core competencies cannot be a source of ________, but can contribute to the development of
________.
1. A) organizational goals; competitive advantage

2. B) dynamic capabilities; internal analysis.
3. C) competitive advantage; distinctive capabilities.
4. D) distinctive capabilities; organizational goals
Answer: C

33) Resources that the organization possesses and capabilities that the organization has developed,
both of which can be developed into a sustainable competitive advantage, are known as
1. A) weaknesses.
2. B) strengths.
3. C) opportunities.
4. D) threats.
Answer: B
34) Resources that are lacking or deficient and that prevent the organization from developing a
sustainable competitive advantage, are known as
1. A) weaknesses.
2. B) strengths.
3. C) opportunities.
4. D) threats.
Answer: A
35) A systematic way of examining all of the organization’s functional activities and how well they
create customer value is
1. A) core competency development.

2. B) value chain analysis.
3. C) organizational goal analysis.
4. D) organizational change.
Answer: B
36) Customer value is determined by
1. A) a unique and different product.

2. B) a low-priced product.
3. C) the ability to respond to specific or distinct customer needs.
4. D) All of the answer choices are correct.
Answer: D

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Strategic Management in Action 6th

Edition By Mary A. Coulter – Test Bank

To Purchase this Complete Test Bank with Answers Click the

If face any problem or Further information contact us At tbzuiqe@gmail.com

Strategic Management in Action, 6e (Coulter)

Chapter 4 Assessing Strengths and Weaknesses: Doing an Internal Analysis

Diff: 2 Page Ref: 93

Topic: Describe What an Internal Analysis Is

AACSB: Analytical Skills

Diff: 2 Page Ref: 94

Topic: Describe What an Internal Analysis Is

AACSB: Analytical Skills

Diff: 1 Page Ref: 94

Topic: Describe What an Internal Analysis Is

AACSB: Analytical Skills

Diff: 1 Page Ref: 95

Topic: Describe What an Internal Analysis Is

AACSB: Analytical Skills

Diff: 1 Page Ref: 95

Topic: From Capabilities to Core Competencies and Distinctive Capabilities

Diff: 1 Page Ref: 95

Topic: Describe What an Internal Analysis Is

AACSB: Analytical Skills

Diff: 1 Page Ref: 97

Topic: Describe What an Internal Analysis Is

AACSB: Analytical Skills

Diff: 1 Page Ref: 97

Topic: Describe What an Internal Analysis Is

AACSB: Analytical Skills

Diff: 2 Page Ref: 98

Topic: Explain How to Do an Internal Analysis

AACSB: Analytical Skills

Diff: 2 Page Ref: 98

Topic: Explain How to Do an Internal Analysis

AACSB: Analytical Skills

Diff: 2 Page Ref: 101

Topic: Explain How to Do an Internal Analysis

AACSB: Analytical Skills

Diff: 2 Page Ref: 101

AACSB: Analytical Skills

Diff: 2 Page Ref: 104

Topic: Explain How to Do an Internal Analysis

AACSB: Analytical Skills

14) Preparing a current product-market profile emphasizes organization-customer interactions.

Diff: 3 Page Ref: 105

Topic: Explain How to Do an Internal Analysis

AACSB: Analytical Skills

Diff: 2 Page Ref: 105

Topic: Explain How to Do an Internal Analysis

AACSB: Analytical Skills

Diff: 2 Page Ref: 106

Topic: Explain How to Do an Internal Analysis

AACSB: Analytical Skills

Diff: 2 Page Ref: 107

Topic: Explain How to Do an Internal Analysis

AACSB: Analytical Skills

Diff: 1 Page Ref: 107

Topic: Explain How to Do an Internal Analysis

AACSB: Analytical Skills

Diff: 2 Page Ref: 109

Topic: Discuss Why an Internal Analysis is Important

AACSB: Analytical Skills

1. A) the organization’s current vision.