Course Introduction
Strategic Decision Making
Textbook Exam Questions
Strategic Decision Making explores the frameworks, tools, and processes used by individuals and organizations to make high-impact decisions in complex and uncertain environments. The course examines the integration of analytical approaches and behavioral insights, focusing on identifying objectives, evaluating alternatives, anticipating consequences, and incorporating risk and stakeholder perspectives. Through case studies and simulations, students learn to apply decision-making models, recognize common cognitive biases, and develop strategies for effective problem-solving and critical thinking in real-world business contexts.
Recommended Textbook
Strategic Management 6th Edition by Graham Hubbard
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14 Chapters
557 Verified Questions
557 Flashcards
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Page 2
Chapter 1: What Is Strategy
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40 Verified Questions
40 Flashcards
Source URL: https://quizplus.com/quiz/47066
Sample Questions
Q1) The three levels of strategy are essential for:
A)all types of organisations
B)only large firms
C)multi-business organisations
D)global organisations only
Answer: C
Q2) De Geus argued that the main reason most organisations did not survive for very long was that they had:
A)limited experience
B)poorly trained employees
C)outdated technology
D)a learning disability
Answer: D
Q3) The first model of strategy developed at Harvard Business School proposed an exclusive role for the CEO.
A)True
B)False
Answer: False
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Chapter 2: Analysing Business Strategy: Creating Value
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41 Verified Questions
41 Flashcards
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Sample Questions
Q1) According to Hubbard,Rice and Galvin,competitive advantage is:
A)profit maximisation
B)making profits similar to the competitors
C)making more profits than competitors for similar activities
D)achieving bigger market share than the competitors
Answer: C
Q2) The creation of value for customers requires:
A)a 'supply side' perspective
B)a 'demand side' perspective
C)an 'input/output' perspective
D)a 'reverse engineering' perspective
Answer: B
Q3) 'Does the organisation plan to grow?' is an unnecessary first question of business strategy.
A)True
B)False
Answer: False
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Chapter 3: Analysing the External Environment
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43 Verified Questions
43 Flashcards
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Sample Questions
Q1) If it is difficult or costly to withdraw from an industry,competitors may decide to stay in the industry even if they are making losses.
A)True
B)False
Answer: True
Q2) The factors that influence the bargaining power of suppliers include:
A)access to distribution
B)government policy
C)decision makers' incentives
D)brand identity
Answer: C
Q3) Pensions are one of the largest costs to government and they are expected to decrease dramatically over time.
A)True
B)False
Answer: False
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Chapter 4: Analysing the External Environment
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41 Verified Questions
41 Flashcards
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Sample Questions
Q1) Which three areas have emerged as the focus of dynamic capabilities analysis?
A)Knowledge acquisition,innovation,learning outsourcing,management cognition
B)Knowledge management,learning and ability to innovate
C)Knowledge acquisition,innovation,learning by doing,management recognition
D)Knowledge management,innovation,learning organisation,management by objectives
Q2) Hubbard,Rice and Galvin recommend identifying cost drivers by:
A)looking at the cost structure by broad category of expense
B)looking at the useful information provided by functional costing
C)establishing a value chain or set of activities that the organisation performs
D)none of the above
Q3) Hubbard,Rice and Galvin do NOT suggest getting competitor intelligence by:
A)talking to customers and competitors' customers
B)visiting competitors' premises and going through their rubbish for confidential documents
C)'reverse engineering' a competitor's product or service
D)talking to people employed in the industry
Q4) Describe the links between resources,capabilities and strategic capabilities.
Q5) Where there are several competitors,the VRIO tests may break down.
A)True
B)False
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Chapter 5: Measuring Strategic Organisation Performance
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37 Verified Questions
37 Flashcards
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Sample Questions
Q1) The common factors that all the 'success' studies did NOT include were:
A)all exhibit financial success
B)internal process and strategy implementation are crucial
C)a focus on people,products and performance
D)a focus on a clear strategy that is consistent over time
Q2) The balanced scorecard approach rejects the importance of the shareholder value approach.
A)True
B)False
Q3) Criteria for an organisation to be chosen for the Collins and Porras study did NOT include that it:
A)had to be the premier institution in its industry
B)be widely admired by knowledgeable business people
C)had made an 'indelible imprint' on the world
D)had the same CEO
Q4) Since intangibles such as customer satisfaction cannot be measured,they are not important in assessing performance.
A)True
B)False
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Chapter 6: GAP Analysis and Business-Level Strategic Options
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41 Verified Questions
41 Flashcards
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Sample Questions
Q1) The 'ESC' in the ESC gap analysis process stands for:
A)external strategic capability
B)environmentally sustainable corporation
C)exogenously suitably consistent
D)environment strategy capability
Q2) The capability versus comparative strength exercise is often based on:
A)an assessment of current position
B)present capability analysis
C)both of the above
D)none of the above
Q3) Kim and Mauborgne developed the idea of 'blue sky strategy' - finding or creating marketplaces where there are many competitors with similar strategies.
A)True
B)False
Q4) In order to adopt 'premium pricing' strategy,it is important not to view organisational products and services as 'commodities'.
A)True
B)False
Q5) Describe how to build a well-defined business model.
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Chapter 7: Strategic Decision-Making
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38 Verified Questions
38 Flashcards
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Sample Questions
Q1) The fundamental assumption for understanding interpretation using 'behavioural economics' is:
A)that individuals anticipate events with respect to deviations from a reference theory
B)that individuals evaluate outcomes with respect to deviations from a reference point
C)that individuals generate reasons to explain deviations from a reference norm
D)that individuals espouse theories with regard for deviations from a reference prospect
Q2) A wide variety of conceptual approaches for decision-making are being developed.Discuss what some of them are and what they have in common.
Q3) All of the conceptual approaches to decision-making see decision-making as a process rather than a single judgment at some point in time.
A)True
B)False
Q4) Assess the relevance of the normative approaches to decision-making.Provide two examples of why rationality in decision-making may be 'bounded'.
Q5) The rational model of decision-making is not always used by managers.Why?
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Chapter 8: Dynamic Competitive Strategy
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39 Verified Questions
39 Flashcards
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Sample Questions
Q1) According to Nalebuff and Brandenburg,cooperation ______________ value,while competition ______________ value.
A)creates,divides.
B) replaces,multiplies.
C) maximises,minimises.
D)subtracts,adds.
Q2) Game theory is a complete and integrated theory of competitive strategy.
A)True
B)False
Q3) One of the principles of game theory is that all managers must think similarly if cooperation is to be promoted.
A)True
B)False
Q4) While many strategies can be successful in emerging and growing industries,there are few approaches that can be successful in declining industries.
A)True
B)False
Q5) Consider the relevance of game theory in understanding business strategy.
Q6) Describe the PARTS model set forth by Nalebuff and Brandenburger.
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Chapter 9: Corporatemulti-Business Strategy
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40 Verified Questions
40 Flashcards
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Sample Questions
Q1) Collis and Montgomery's five implementation factors do NOT include:
A)nature of the capabilities to be reallocated
B)scope of the businesses
C)type of coordinating mechanisms
D)control systems and head office size
Q2) Advantages of the diversified corporation do NOT include the claim that:
A)good diversified corporations have good control systems
B)diversification spreads risk
C)diversification trains general managers
D)diversification encourages efficient capital accumulation
Q3) Increasing market share for current products in current markets is:
A)related diversification
B)horizontal integration
C)product development
D)market penetration
Q4) The ways for the corporate centre to add value do NOT include:
A)value created by financial restructuring/engineering
B)increased value of new business options
C)increased motivation of employees from indirect ownership
D)improvements to individual business units' performance
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Chapter 10: Acquisitions and Alliances
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41 Verified Questions
41 Flashcards
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Sample Questions
Q1) Explain some of the characteristics researchers found were associated with successful acquisitions.
Q2) Hubbard,Rice and Galvin define an acquisition as:
A)the sale of 50.1% of shares by an organisation on floatation
B)a mutually agreed consolidation under joint ownership of two organisations
C)the purchase of enough shares to obtain decision-making control over an organisation
D)majority ownership by 51% of directors
Q3) It is essential to acquire 50.1% of the shares to acquire another organisation.
A)True
B)False
Q4) Explain what causes acquisitions to occur in waves and give examples.
Q5) Anslinger and Copeland's study of leveraged buyouts and diversified corporations showed that:
A)they were classified as unrelated from a resource-based perspective
B)they produced high share market returns from strategies of making acquisitions
C)they were classified as related from a product-market perspective
D)they produced low share market returns from strategies of making acquisitions
Q6) Identify the reasons for creating joint ventures.
Q7) Explain why companies might want to undertake an alliance.
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Chapter 11: International Strategy
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35 Verified Questions
35 Flashcards
Source URL: https://quizplus.com/quiz/47076
Sample Questions
Q1) In an integrated network,technical expertise tends to reside in the firm's head office.
A)True
B)False
Q2) ANZ Bank's international operations are an example of:
A)multinational strategy
B)multi-domestic strategy
C)export strategy
D)international strategy
Q3) Organisations coming from smaller countries are less likely to be able to build scale,certainly from within their own country,to compete internationally.
A)True
B)False
Q4) The reasons for a firm becoming international in scope do NOT include:
A)a desire for continued growth
B)domestic market saturation
C)the potential to exploit a new technological advantage
D)being international is the most effective strategy for growth
Q5) Describe the four alternative approaches used to manage worldwide operation.
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Page 13
Chapter 12: Capabilities, Systems and Structure
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39 Verified Questions
39 Flashcards
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Sample Questions
Q1) Decision-making systems affect what is done in the organisation's future.
A)True
B)False
Q2) At the centre of Hubbard et al.'s model of strategy implementation is the pervasive role of ___ and ___.
A)illusion,reality
B)ethics,morals
C)communication,perception
D)cause,effect
Q3) In a network organisation the nature of activities is not changed from performing the activities to coordinating activities carried out by other organisations.
A)True
B)False
Q4) Hubbard et al.quote a famous saying to summarise the key issue of information systems as:
A)if it isn't measured,it doesn't count
B)if it doesn't count,it isn't measured
C)if it ain't broke,don't fix it
D)if it can't be measured,it isn't counted
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Chapter 13: Leadership, People and Culture
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43 Verified Questions
43 Flashcards
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Sample Questions
Q1) Hubbard,Galvin and Rice's definition of leadership does NOT include the ability to:
A)motivate others to buy into the leader's vision
B)develop a vision of the future for the organisation
C)get a vision of the future for the organisation implemented
D)articulate a vision of the history of the organisation
Q2) Sustainability is an element of implementation,but not a criterion for decision-making about implementation choices.
A)True
B)False
Q3) Hubbard,Rice and Galvin suggest that leadership style will vary when:
A)the organisation lacks the time and resources to make the change
B)change is being forced from within
C)change is being forced from the outside
D)the environment is simultaneously stable and turbulent
Q4) The board of directors is:
A)a club for top managers
B)voted in by the employees
C)a form of scrutiny of the organisation imposed by the government
D)voted in by the shareholders
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Chapter 14: Change Management
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39 Verified Questions
39 Flashcards
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Sample
Questions
Q1) Hubbard,Rice and Galvin suggest that a model for change needs to consider four variables:
A)how little,how widespread,what process is needed,what barriers to implementation
B)how much,how wide,what process is lacking,what resources for implementation
C)how little,how widespread,what process is lacking,what barriers to implementation
D)how much,how widespread,what process is needed,what time and resources for implementation
Q2) A directive change management style is appropriate when most of the knowledge actually resides in the centre of the organisation.
A)True
B)False
Q3) The rational approach assumes that change is either driven from the top or everyone agrees what should be done.
A)True
B)False
Q4) Explain the cognitive perspective of change.
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Page 16