Leadership and Strategy Question Bank
Course Introduction
This course explores the essential principles of leadership and strategic management within organizational settings. Students will examine how effective leaders develop vision, inspire teams, and drive strategic initiatives to achieve competitive advantage. Topics include leadership styles, decision-making, change management, ethical considerations, and the alignment of organizational resources with long-term objectives. Through case studies, practical simulations, and critical discussions, students will gain insights into the complexities of leading in dynamic environments and crafting strategies that ensure organizational success.
Recommended Textbook
Strategic Management Concepts and Cases Competitiveness 12th Edition by Michael
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13 Chapters
1670 Verified Questions
1670 Flashcards
Source URL: https://quizplus.com/study-set/245
Page 2
A. Hitt
Chapter 1: Strategic Management and Strategic Competitiveness
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133 Verified Questions
133 Flashcards
Source URL: https://quizplus.com/quiz/3850
Sample Questions
Q1) Strategic leaders are:
A) located only at the executive level.
B) located in different areas and levels.
C) the CEO, COO, and CFO only.
D) located at different levels, but only in the operating area of the organization.
Answer: B
Q2) While patents may be an effective way of protecting proprietary technology, many firms competing in the electronics industry do not apply for patents to prevent competitors from utilizing the technological knowledge that would be included in the patent application.
A)True
B)False
Answer: True
Q3) Research shows that a greater percentage of a firm's profitability is explained by the I/O rather than the resource-based model.
A)True
B)False
Answer: False
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Chapter 2: The External Environment: Opportunities,
Threats, Industry Competition, and Competitor Analysis
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138 Verified Questions
138 Flashcards
Source URL: https://quizplus.com/quiz/3851
Sample Questions
Q1) All of the following are forces that create high rivalry within an industry EXCEPT:
A) numerous or equally balanced competitors.
B) high fixed costs.
C) fast industry growth.
D) high storage costs.
Answer: C
Q2) Buyers are powerful when:
A) there is a threat of forward integration.
B) they purchase a small proportion of the supplier's output.
C) switching costs are low.
D) the buyers' industry is fragmented.
Answer: C
Q3) Which of the following pairs of companies would be least likely to be examined together as part of competitive analysis?
A) Wendy's and Taco Bell
B) Samsung and Apple
C) Netflix and Microsoft
D) Coca-Cola and PepsiCo
Answer: C
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Chapter 3: The Internal Organization: Resources, Capabilities, Core Competencies, and Competitive Advantages
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133 Verified Questions
133 Flashcards
Source URL: https://quizplus.com/quiz/3852
Sample Questions
Q1) To build social capital whereby resources such as knowledge are transferred across organizations requires ______ between the parties.
A) a contract
B) determination
C) confidence
D) trust
Answer: D
Q2) By emphasizing core competencies when formulating strategies, companies learn to compete primarily on the basis of:
A) intangible resources.
B) their primary activities.
C) firm-specific differences.
D) efficiency of production.
Answer: C
Q3) Capabilities are usually developed separately from specific functional areas such as manufacturing, R&D, and marketing.
A)True
B)False
Answer: False
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Chapter 4: Business-Level Strategy
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131 Verified Questions
131 Flashcards
Source URL: https://quizplus.com/quiz/3853
Sample Questions
Q1) The best of the generic business strategies is the integrated cost leadership/differentiation strategy.
A)True
B)False
Q2) A differentiation strategy can be effective in controlling the power of substitutes in an industry because:
A) customers have low switching costs.
B) substitute products are lower quality.
C) a differentiating firm can always lower prices.
D) customers develop brand loyalty.
Q3) Zara has pioneered "cheap chic" in clothing apparel. Zara offers current and desirable fashion goods at relatively low prices. To implement the strategy, Zara uses sophisticated designers and effective means of managing costs. These are all characteristics of which business level strategy?
A) Cost leadership
B) Differentiation
C) Integrated cost leadership/differentiation
D) Stuck in the middle
Q4) Describe the additional risks undertaken by firms pursuing a focus strategy.
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Chapter 5: Competitive Rivalry and Competitive Dynamics
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107 Verified Questions
107 Flashcards
Source URL: https://quizplus.com/quiz/3854
Sample Questions
Q1) The need for quality products and services is so high that quality alone can assure a firm that it will achieve strategic competitiveness and earn above-average returns.
A)True
B)False
Q2) The chief disadvantage of being a first mover is the:
A) high degree of risk.
B) high level of competition in the new marketplace.
C) inability to earn above-average returns unless the production process is very efficient.
D) difficulty of obtaining new customers.
Q3) Research suggests that a firm with greater multimarket contact is less likely to initiate an attack, but more likely to respond aggressively when attacked.
A)True
B)False
Q4) Two firms, such as Fed Ex and UPS that have similar resources and common markets would be direct and mutually acknowledged competitors.
A)True
B)False
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Chapter 6: Corporate-Level Strategy
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140 Verified Questions
140 Flashcards
Source URL: https://quizplus.com/quiz/3855
Sample Questions
Q1) If managers diversify a firm in a way that does not produce value, the firm risks capital market intervention.
A)True
B)False
Q2) The downside of synergy in a diversified firm is:
A) increasing independence of businesses.
B) the reduction of activity sharing.
C) excessive focus on risky innovation.
D) the loss of flexibility.
Q3) When a firm simultaneously practices operational relatedness and corporate relatedness:
A) it is difficult for investors to observe the value created by the firm.
B) the firm is likely to be overvalued by investors.
C) the firm will suffer from diseconomies of scope that outweigh cost savings generated.
D) the firm is seeking to create value through financial economies.
Q4) Diversification strategies can be used with both value-creating and value-neutral objectives.
A)True B)False
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Chapter 7: Merger and Acquisition Strategies
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131 Verified Questions
131 Flashcards
Source URL: https://quizplus.com/quiz/3856
Sample Questions
Q1) The intent of the owners in a whole-firm leveraged buyout may be to increase the efficiency of the bought-out firm and resell it in 5-8 years. This tends to make the managers of the bought-out firm high-risk takers, since they will probably not survive the resale and thus have little to lose.
A)True
B)False
Q2) Caterpillar's payment of a 32 percent premium for the acquisition of Bucyrus in 2011 and subsequent need to issue more stock illustrates the acquisition problem of:
A) integration difficulties.
B) inability to achieve synergy.
C) large or extraordinary debt.
D) managers overly focused on acquisitions.
Q3) Downsizing may be necessary because acquisitions often create a situation in which the newly formed firm has duplicate organizational functions such as sales, manufacturing, distribution, human resources, and management.
A)True B)False
Q4) Describe the seven problems in achieving a successful acquisition.
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Page 9
Chapter 8: International Strategy
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129 Verified Questions
129 Flashcards
Source URL: https://quizplus.com/quiz/3857
Sample Questions
Q1) Arkadelphia Polymers, Inc., earns 60 percent of its revenue from exports to Europe and Asia. The CEO of the company would be:
A) concerned if the value of the dollar strengthened.
B) pleased if the value of the dollar strengthened.
C) unconcerned about the fluctuation in the value of the dollar because the company is widely diversified geographically.
D) likely to consider moving to international strategic alliances or acquisitions if the value of the dollar fell and remained low.
Q2) An increase in the value of the U.S. dollar is an example of an economic risk in that it can reduce the value of U.S. multinational firms' international assets and earnings in other countries.
A)True
B)False
Q3) Research suggests that the performance of the global strategy is enhanced if it deploys in areas where regional integration across countries is occurring.
A)True
B)False
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Chapter 9: Cooperative Strategy
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123 Verified Questions
123 Flashcards
Source URL: https://quizplus.com/quiz/3858
Sample Questions
Q1) To increase the likelihood of success between partners assuming that trust exists, ____ approach(es) should be used to manage cooperative strategies.
A) the cost minimization
B) the opportunity maximization
C) both the cost minimization and opportunity maximization
D) None of the these options are correct.
Q2) The primary responsibility of the franchisor, such as McDonald's or Hilton International is to:
A) learn about the brand and technology from the franchisee.
B) test the franchisee for potential future acquisition.
C) transfer to the franchisee knowledge and skills needed to compete at the local level.
D) provide feedback to the franchisee regarding how the franchisor could become more effective and efficient.
Q3) An alliance can be used to test whether the partners would benefit from a future merger.
A)True
B)False
Q4) Identify the competitive risks associated with cooperative strategies.
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11
Chapter 10: Corporate Governance
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142 Verified Questions
142 Flashcards
Source URL: https://quizplus.com/quiz/3859
Sample Questions
Q1) Product diversification provides two benefits to managers that do not accrue to shareholders: ____ and ____.
A) greater experience in a wider range of industries; lessening of managerial employment risk
B) the manager frequently invests in the acquired firm, which allows him or her extensive profits; the manager can frequently buy excess assets divested by the acquired firm
C) the manager's supervisory needs are lowered; the manager is allowed greater time to oversee a wider range of activities
D) the opportunity for higher compensation through firm growth; a reduction in managerial employment risk
Q2) The separation of the positions of CEO and chairperson of the Board of Directors reduces the power of the CEO over firm governance practices.
A)True
B)False
Q3) Define the three internal corporate governance mechanisms and how they may be used to control and monitor managerial decisions.
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Chapter 11: Organizational Structure and Controls
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136 Verified Questions
136 Flashcards
Source URL: https://quizplus.com/quiz/3860
Sample Questions
Q1) One disadvantage of the functional structure is that:
A) career paths and professional development are limited.
B) dual reporting relationships blur lines of authority.
C) the CEO cannot coordinate and control the efforts of functional-level employees.
D) communication and coordination are difficult among organizational functions.
Q2) Describe the organizational structures used to implement cooperative strategies, giving attention to the role of the strategic center firm.
Q3) The primary disadvantage of the multi-domestic strategy and worldwide geographic area structure relates to limited:
A) centralization.
B) coordination across divisions.
C) ability to meet local market needs.
D) potential for global efficiency.
Q4) Distributed strategic networks are the organizational structure used to manage international cooperative strategies.
A)True
B)False
Q5) Discuss the difference between strategic controls and financial controls.
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Chapter 12: Strategic Leadership
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118 Verified Questions
118 Flashcards
Source URL: https://quizplus.com/quiz/3861
Sample Questions
Q1) In the balanced scorecard framework, ____ controls are used to assess the organization's success in creating a climate that supports change and innovation.
A) learning and growth
B) financial
C) operational
D) innovational
Q2) The top management team is composed of the:
A) heterogeneous group of advisors selected by the CEO.
B) CEO and chairperson of the Board.
C) key individuals who are responsible for selecting and implementing a firm's strategy.
D) officers listed in a firm's annual report and the Board of Directors.
Q3) Which of the statements about CEO duality is FALSE?
A) CEO duality is associated with high CEO power.
B) CEO duality has been blamed for slow response to change by the organization.
C) CEO duality is relatively rare in the U.S. except in large Fortune 500 firms.
D) If the CEO acts a steward, CEO duality facilitates effective decisions and actions.
Q4) Define human capital and its importance to the firm's success.
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Chapter 13: Strategic Entrepreneurship
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109 Verified Questions
109 Flashcards
Source URL: https://quizplus.com/quiz/3862
Sample Questions
Q1) Internal corporate venturing does NOT involve:
A) autonomous strategic behavior.
B) induced strategic behavior.
C) strategic alliances.
D) product champions.
Q2) Panera Bread has innovated to improve the quality of its distribution system, to improve the quality of its bread dough, and to introduce new menu items. These are examples of:
A) incremental innovation.
B) invention.
C) imitation.
D) the use of social capital.
Q3) To be successful, an autonomous process for developing new products relies on:
A) the diffusion of tacit knowledge.
B) the acquisition of innovative firms.
C) strategic alliances with other firms.
D) internal corporate venturing.
Q4) Innovations can only be produced by actions and activities within the firm.
A)True
B)False
Page 15
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