9/3/2021 Quiz 1 | ISMA

Quiz 1 | ISMA
IS Business Strategy and Information Resources
* Required

1. Email *

2. Name *

3. Section *

Mark only one oval.

BSIS 4-1

BSIS 4-2

BSIS 4-3

Direction:
Answer the following questions below to the best of your knowledge. Remember INTEGRITY is the key to success.

4. Information Systems Strategy Triangle *

Mark only one oval.

Is a coordinated set of actions to fulfill objectives, purposes, and goals.

Are means of orchestrating a firm's resources in the face of turbulent environments.

The alignment of Business Strategy, IS strategy, and Organizational strategy.

Is a plan articulating where a business seeks to go and how it expects to get there.

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5. Strategy *

Mark only one oval.

Is a coordinated set of actions to fulfill objectives, purposes, and goals.

Results when the organization aims to be the lower-cost producer in a marketplace.

Are means of orchestrating a firm's resources in the face of turbulent environments.

Is a clear and compelling statement that unifies an organization's effort and describes
what the firm is all about (its purpose)

6. Dynamic capabilities *

Mark only one oval.

Is a coordinated set of actions to fulfill objectives, purposes, and goals.

Results when the organization aims to be the lower-cost producer in a marketplace.

Are means of orchestrating a firm's resources in the face of turbulent environments.

Is a clear and compelling statement that unifies an organization's effort and describes
what the firm is all about (its purpose)

7. Hypercompetition *

Mark only one oval.

Allows an organization to limit its scope to a narrower segment of the market and tailor
its offerings to that group of customers

The speed and aggressiveness of the moves and countermoves in a highly competitive
and turbulent market create an environment in which advantages are rapidly created and
eroded.

Is a plan articulating where a business seeks to go and how it expects to get there.

The organization offers its product or service in a way that appear unique in the
marketplace.

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8. Business Strategy *

Mark only one oval.

Allows an organization to limit its scope to a narrower segment of the market and tailor
its offerings to that group of customers

The speed and aggressiveness of the moves and countermoves in a highly competitive
and turbulent market create an environment in which advantages are rapidly created and
eroded.

Is a plan articulating where a business seeks to go and how it expects to get there.

The organization offers its product or service in a way that appear unique in the
marketplace.

9. Differentiation *

Mark only one oval.

Allows an organization to limit its scope to a narrower segment of the market and tailor
its offerings to that group of customers

The speed and aggressiveness of the moves and countermoves in a highly competitive
and turbulent market create an environment in which advantages are rapidly created and
eroded.

Is a plan articulating where a business seeks to go and how it expects to get there.

The organization offers its product or service in a way that appear unique in the
marketplace.

10. Mission *

Mark only one oval.

Allows an organization to limit its scope to a narrower segment of the market and tailor
its offerings to that group of customers

Results when the organization aims to be the lower-cost producer in a marketplace.

Is a clear and compelling statement that unifies an organization's effort and describes
what the firm is all about (its purpose)

Destroy competitive advantage to gain a better advantage

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11. Creative destruction *

Mark only one oval.

Allows an organization to limit its scope to a narrower segment of the market and tailor
its offerings to that group of customers

Results when the organization aims to be the lower-cost producer in a marketplace.

Is a clear and compelling statement that unifies an organization's effort and describes
what the firm is all about (its purpose)

Destroy competitive advantage to gain a better advantage

12. Cost leadership *

Mark only one oval.

Allows an organization to limit its scope to a narrower segment of the market and tailor
its offerings to that group of customers

Results when the organization aims to be the lower-cost producer in a marketplace.

Is a clear and compelling statement that unifies an organization's effort and describes
what the firm is all about (its purpose)

Destroy competitive advantage to gain a better advantage

13. Focus *

Mark only one oval.

Allows an organization to limit its scope to a narrower segment of the market and tailor
its offerings to that group of customers

Results when the organization aims to be the lower-cost producer in a marketplace.

Is a clear and compelling statement that unifies an organization's effort and describes
what the firm is all about (its purpose)

Destroy competitive advantage to gain a better advantage

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14. A strategy begins with a *

Mark only one oval.

Vision

Mission

Option

Data

15. Bits of information stored in the system *

Mark only one oval.

Hardware

Software

Data

Applications

16. Involve stakeholders in the business via blogs, communities, or parties. *

Mark only one oval.

Collaboration

Innovation

Engagement

Networking

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17. Extend the reach of stakeholders to find and connect with one-another. *

Mark only one oval.

Collaboration

Innovation

Engagement

Networking

18. Identify, describe, prioritize new ideas. *

Mark only one oval.

Collaboration

Innovation

Engagement

Networking

19. It is where the nodes, wires, and other transport media are. *

Mark only one oval.

Collaboration

Innovation

Engagement

Networking

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20. What are the key IS structure components. Select all that applies. *

Check all that apply.

Hardware
Software
Peopleware
Data
Networking

21. What are the ways to gain competitive advantages? Select all that applies. *

Check all that apply.

Cost Leadership
Differentiation
Innovation
Growth
Hypercompetition
Building Alliances
Creative Destruction

22. Designing, developing, implementing IS *

Mark only one oval.

Technical skills

Management skills

Relationship skills

IT Capabilities

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23. Outside organization (vendors, customers); Within the organization (Managers,

employees) *

Mark only one oval.

Technical skills

Management skills

Relationship skills

IT Capabilities

24. Managing the IT functions and IT projects *

Mark only one oval.

Technical skills

Management skills

Relationship skills

IT Capabilities

25. All are examples of ASSETS except for: *

Mark only one oval.

Proprietary technology (e.g. platforms)

Online community

Customer information

Knowledge

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26. All are examples of CAPABILITIES except for:

Mark only one oval.

Technical skills of IT staff

Friendly, helping nature of IT staff

Knowledge

IT Platforms

27. In order to maximize the effectiveness of an organization's business strategy, the

manager must be able to identify and use information resources. *

Mark only one oval.

True

False

28. A link between a firm's IS strategy and organizational strategy focuses more on its
external requirements than internal requirements. *

Mark only one oval.

True

False

29. Salesforce.com is an example of SAAS (Software as a service). *

Mark only one oval.

True

False

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9/3/2021 Quiz 1 | ISMA

30. Unlike most assets, information resources do not lose value over time. *

Mark only one oval.

True

False

31. IS Strategy Triangle are composed of Business, Organizational, and Information

Strategy *

Mark only one oval.

True

False

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