Strategic Leadership
Final Exam
Course Introduction
Strategic Leadership explores the theories, principles, and practices essential for leading organizations toward long-term success in complex and rapidly changing environments. The course examines the roles and competencies of effective leaders, focusing on strategic vision, ethical decision-making, and the alignment of organizational resources and capabilities. Students will analyze real-world cases to understand how leaders anticipate challenges, foster innovation, create value, and drive transformational change. Emphasis is placed on developing skills in strategic thinking, communication, and stakeholder management to inspire teams and achieve sustainable organizational goals.
Recommended Textbook
Strategic Management Concepts and Cases Competitiveness 10th Edition by Michael
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13 Chapters
2022 Verified Questions
2022 Flashcards
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Page 2
A. Hitt
Chapter 1: Strategic Management and Strategic Competitiveness
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135 Verified Questions
135 Flashcards
Source URL: https://quizplus.com/quiz/13749
Sample Questions
Q1) The CEO of Twin Spires, Inc., is emotionally and intellectually committed to using the resources of the firm to serve the needs of the natural gardening community by providing rare and native plants to individuals and nurseries around the United States. This commitment has carried the CEO through long periods of below average returns on investment. The perspective of the CEO of Twin Spires is consistent with the assumptions of the industrial organizational (I/O) model.
A)True
B)False
Answer: False
Q2) (Refer to the above Case Scenario) Jewell Company's statement that it intends to increase shareholder value by continuing to build a company with superior earnings per share growth and return on investment indicates the importance of the capital market stakeholder group to the company.
A)True
B)False
Answer: True
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Page 3
Chapter 2: The External Environment: Opportunities,
Threats, Industry Competition, and Competitor Analysis
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164 Verified Questions
164 Flashcards
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Sample Questions
Q1) Green restaurant design, sustainable packaging, waste management, and energy efficiency are aspects of the ______________ segment of the general environment that McDonald's has sought to address (Chapter 2 Strategic Focus).
A) technological
B) political/legal
C) global
D) physical
Answer: D
Q2) In analyzing the demographic segment of the general environment, one typically examines all of the following factors EXCEPT
A) age structure.
B) ethnic mix.
C) distribution of income.
D) cultural values.
Answer: D
Q3) Any competitor intelligence practice that is legal is also ethical.
A)True
B)False
Answer: False
Page 4
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153 Verified Questions
153 Flashcards
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Sample Questions
Q1) ____ is/are the source of a firm's ____, which is/are the source of the firm's ____.
A) Resources, capabilities, core competencies
B) Capabilities, resources, core competencies
C) Capabilities, resources, above average returns
D) Core competencies, resources, competitive advantage
Answer: A
Q2) According to the Chapter 3 Strategic Focus, while P&G has only a handful of capabilities, these capabilities result in well over a hundred core competencies that allow it to create unique value for customers.
A)True
B)False
Answer: False
Q3) "Motivating, empowering, and retaining employees" is an example of a capability that resides within the "Human Resources" functional area.
A)True
B)False
Answer: True
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Chapter 4: Business-Level Strategy
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147 Verified Questions
147 Flashcards
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Sample Questions
Q1) A new generation of lunch trucks in cities such as New York, San francisco, and Los Angeles serving high-end fare such as hamburgers made from grass-fed cattle, escargot and crème brulee illustrate the focus cost leadership strategy.
A)True
B)False
Q2) Low-cost leaders usually concentrate on the value chain activities of inbound logistics and outbound logistics as a means to reduce costs.
A)True
B)False
Q3) Denver-based Kazoo Toys uses the __________ strategy to create value for parents and children interested in purchasing unique toys while simultaneously having access to unique services.
A) cost leadership
B) focused differentation
C) integrated cost leadership differentation
D) differentiation
Q4) How do focused differentiation and focused cost-leadership strategies differ from their non-focused counterparts?
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Chapter 5: Competitive Rivalry and Competitive Dynamics
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150 Verified Questions
150 Flashcards
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Sample Questions
Q1) Without available resources (such as financial capital and people), the firm lacks the ability to attack a competitor or respond to its actions.
A)True
B)False
Q2) The CEO of the Wholesome Food retail grocery chain, which specializes in organic and natural produce and meat, has stated, "The key to success is to find your niche and focus on it, regardless of what anyone else does." The CEO
A) realizes that he must understand competitors in order to predict their competitive actions and responses.
B) understands that he is the market leader in his niche and thus has a sustainable competitive advantage.
C) believes he has placed his firm in a slow-cycle industry where concerns about protecting unique competencies dominate concerns about market share.
D) realizes his firm has such lower resources than other competitors that his chain is "competitively invisible" to them.
Q3) (Refer to the above Case Scenario) Is the toolbox business a slow-, standard-, or fast-cycle business?
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Chapter 6: Corporate-Level Strategy
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162 Verified Questions
162 Flashcards
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Sample Questions
Q1) (Refer to the above Case Scenario) Why would the acquisition of Plastico be good for JC?
Q2) Large diversified businesses often face what is known as the "conglomerate discount." This discount means that investors
A) understand that the financial efficiencies of this strategy automatically make these stocks worth more than their current market valuation.
B) believe that the value of conglomerates is less than the value of the sum of their parts.
C) increase the expected future earnings of conglomerates.
D) have found that over time, conglomerates earn more than the component companies would have earned independently.
Q3) The basic types of operational economies through which firms seek value from economies of scope are
A) synergies between internal and external capital markets.
B) the leveraging of individual tangible resources.
C) the sharing of value chain activities and support functions.
D) joint ventures and outsourcing.
Q4) Describe the primary reasons a firm pursues increased diversification.
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Page 8
Chapter 7: Merger and Acquisition Strategies
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174 Verified Questions
174 Flashcards
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Sample Questions
Q1) What are the attributes of a successful acquisition program?
Q2) The presence of barriers to entry in a particular market will generally make acquisitions ____ as an entry strategy.
A) less likely
B) more likely
C) prohibitive
D) illegal
Q3) How difficult is it for merger and acquisition strategies to create value and which firms benefit the most from M & A activity?
Q4) Currently, the rationale for making an acquisition includes each of the following EXCEPT
A) To increase market power.
B) To decrease taxes paid by shareholders.
C) To overcome entry barriers.
D) To increase diversification.
Q5) Part 1: (Refer to the above Case Scenario) Why do you suppose that SI sold off or spun-off its non-retail businesses?
Part 2: What should SI do after selling off the non-retail businesses?
Q6) What is restructuring and what are its common forms?
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Chapter 8: International Strategy
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167 Verified Questions
167 Flashcards
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Sample Questions
Q1) When a firm INITIALLY becomes internationally diversified, its returns
A) remain stable.
B) decrease.
C) become more variable.
D) increase.
Q2) Both the size and the nature of a country's domestic demand for a particular industry's good or service are important in Porter's determinants of national advantage.
A)True
B)False
Q3) A multidomestic strategy is an international strategy in which a firm's home office determines the strategies business units are to use in each region.
A)True
B)False
Q4) Walmart depends on its distribution, warehousing, logistics, and data management core competencies developed in domestic markets when entering international markets (Chapter 8 Strategic Focus).
A)True
B)False
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Chapter 9: Cooperative Strategy
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148 Verified Questions
148 Flashcards
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Sample Questions
Q1) Fujitsu Siemens Computers is a legally independent company of which Fujitsu and Siemens each own 50%. (Chapter 9 Strategic Focus). This collaboration is an example of a ________ which is effective at transferring ___________.
A) nonequity strategic alliance; explicit knowledge
B) joint venture; tacit knowledge
C) joint venture; explicit knowledge
D) equity strategic alliance; tacit knowledge
Q2) One area in which joint ventures are effective is the transfer of tacit knowledge as illustrated in the Fujitsu Siemens joint venture (Chapter 9 Strategic Focus).
A)True
B)False
Q3) A stable alliance network is used in industries characterized by frequent product innovations and short product life cycles.
A)True
B)False
Q4) Why are cooperative strategies often used when firms pursue international strategies? What are the advantages and disadvantages of international cooperative strategies?
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11
Chapter 10: Corporate Governance
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170 Flashcards
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Sample Questions
Q1) Scandals at Enron, WorldCom, and HealthSouth illustrate the negative effects of poor ethical behavior on a firm's efforts to satisfy stakeholders.
A)True
B)False
Q2) DDD MetalWorks plans to go public in the next two years. In order to be listed on the New York Stock Exchange, the firm will need to restructure its present board of directors which is made up of a majority outside independent directors to a board of directors that is dominated by insiders and related outsiders.
A)True
B)False
Q3) A major conflict of interest between top executives and owners, is that top executives wish to diversify the firm in order to ____, while owners wish to diversify the firm to ____.
A) generate free cash flows, reduce the risk of total firm failure
B) increase the price of the firm's stock, increase the dividends paid out from free cash flows
C) reduce the risk of total firm failure, reduce their total portfolio risk
D) reduce their employment risk, increase the company's value
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Page 12
Chapter 11: Organizational Structure and Controls
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157 Verified Questions
157 Flashcards
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Sample Questions
Q1) Firms seeking to differentiate particularly need support from the ____ and ____ functions.
A) finance, accounting
B) engineering, operations
C) product R&D, marketing
D) management information, finance
Q2) A firm's ____ specifies the work to be done and how to do it given the firm's strategy or strategies.
A) structure
B) controls
C) culture
D) strategy
Q3) Which of the following is NOT associated with an organizational structure that supports a cost leadership strategy?
A) centralization
B) specialization
C) formalization
D) integration
Q4) Describe the three major types of organizational structure and their appropriate use.
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Chapter 12: Strategic Leadership
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148 Verified Questions
148 Flashcards
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Sample Questions
Q1) Research shows that ____________ is the most effective means of ensuring that employees comply with the firm's ethical requirements.
A) a written code of ethics
B) a statement in the firm's mission statement
C) a speech on ethics by the CEO of the company
D) a value-based culture
Q2) What is a top management team, and how does it affect a firm's performance and its abilities to innovate and design and implement effective strategic changes?
Q3) Which of the following is NOT one of the four perspectives in the balanced scorecard framework?
A) entrepreneurial
B) financial
C) customer
D) learning and growth
Q4) An emphasis on strategic controls encourages managers to be risk averse.
A)True
B)False
Q5) (Refer to the above Case Scenario) What are this firm's core resources and capabilities?
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Chapter 13: Strategic Entrepreneurship
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147 Verified Questions
147 Flashcards
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Sample Questions
Q1) Independent frames of reference and organizational politics are the two primary barriers to cross-functional team integration. Two methods to facilitate cross-functional integration are _________ and ___________.
A) autonomous strategic behavior; induced strategic behavior
B) incremental innovations; radical innovations
C) bottom-up integration; top-down integration
D) shared values; effective leadership
Q2) The use or application of entrepreneurship within an established firm is called A) corporate emergence.
B) transformational leadership.
C) exceptional R&D.
D) corporate entrepreneurship.
Q3) The iPod likely resulted from autonomous strategic behavior at Apple, though the iPhone was more the result of induced strategic behavior.
A)True
B)False
Q4) Describe the three strategic approaches used to produce and manage innovation: internal corporate venturing, cooperative strategies, and acquisitions.
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