Three conditions characterize difficult manageriat decisions concerning resources, capabilitios, and core competencies. What are those conditions? a. rarity, complexity, and human intellectual capital b. uncertainty, complexity, and introorganizational conficts C. complexity, imitability, and interorganizational conflicts d. comparability, imitability, and human intellectual capital Which of the following organizational characteristics are most numerous? 4. a. resources b. capacities c. capabilities d. core competencies Which of the following can be accurately viewed as a firm's ability to take action? 5. a. resources b. human capital c. core competencies d. dynamic capabilities Within a firm, capabilities: tend to be developed through firm-wide interactions and reside in the a. firm as a whole. b. tend to be concentrated in the support activities of the value chain. c. tend to be concentrated in the primary activities of the value chain. d. are often developed in specific functional areas. 7. A capability that another firm cannot easily develop would be classified as: a. costly to imitate. b. rare. c. valuable. d. non-substitutable. Firms that achieve competitive parity can expect to: 8. a. eam below-average levels of retums. b. eam an averago ievel of average retums. c. eam an above-average level of returns. d. see returns decline to average retums. Which of the following would be classified as a value chain support activity? 9. a. The conversion of raw inputs into products. b. The development of advertising and promotional campaigns. c. The distribution of the product to customers. d. The recruiting, hiring, and training of personnel. Ultimately, the cause of all core rigidities can be traced to what? 10. a. Changes in the external and internal environment. b. Inertia and employee resistance to change. c. Strategic myopia and managerial inflexibility. d. Failure to accurately analyze the value chain. Southwest Arlines has a complex interrelationship between its cullire and staff that adds value in Ways that other ainines cannot (such as jokes on fights or the cooperation betwaen gate personnel and piots). These examples illustrate which of the following criteria for sustainabie competitive adivantage? 7. 6 a. costly to imitate r b. valuable f c. rare d. nonsubstitutable 8. Which of the following is NOT required for a firm to achleve strategic competitiveness and eamn above-average returns from its core competencies? a. Core competencies must be acquired. b. Core competencies must be internationalized. c. Core competencies must be ieveraged: d. Core competencies must be bundled. A major reason outsourcing is being used is that: 9. a. it permits unlimited access to capital resources. b. it increases the innovative potential of the firm. c. competitors do not have access to the same external sources. few firms possess superior capability in all primary: and support d. activities. .

1. Three conditions characterize difficult manageriat decisions concerning resources, capabilitios,
and core competencies. What are those conditions? a. rarity, complexity, and human intellectual
capital b. uncertainty, complexity, and introorganizational conficts C. complexity, imitability,
and interorganizational conflicts d. comparability, imitability, and human intellectual capital
Which of the following organizational characteristics are most numerous? 4. a. resources b.
capacities c. capabilities d. core competencies Which of the following can be accurately viewed
as a firm's ability to take action? 5. a. resources b. human capital c. core competencies d.
dynamic capabilities Within a firm, capabilities: tend to be developed through firm-wide
interactions and reside in the a. firm as a whole. b. tend to be concentrated in the support
activities of the value chain. c. tend to be concentrated in the primary activities of the value
chain. d. are often developed in specific functional areas. 7. A capability that another firm cannot
easily develop would be classified as: a. costly to imitate. b. rare. c. valuable. d. non-
substitutable. Firms that achieve competitive parity can expect to: 8. a. eam below-average levels
of retums. b. eam an averago ievel of average retums. c. eam an above-average level of returns.
d. see returns decline to average retums. Which of the following would be classified as a value
chain support activity? 9. a. The conversion of raw inputs into products. b. The development of
advertising and promotional campaigns. c. The distribution of the product to customers. d. The
recruiting, hiring, and training of personnel. Ultimately, the cause of all core rigidities can be
traced to what? 10. a. Changes in the external and internal environment. b. Inertia and employee
resistance to change. c. Strategic myopia and managerial inflexibility. d. Failure to accurately
analyze the value chain. Southwest Arlines has a complex interrelationship between its cullire
and staff that adds value in Ways that other ainines cannot (such as jokes on fights or the
cooperation betwaen gate personnel and piots). These examples illustrate which of the following
criteria for sustainabie competitive adivantage? 7. 6 a. costly to imitate r b. valuable f c. rare d.
nonsubstitutable 8. Which of the following is NOT required for a firm to achleve strategic
competitiveness and eamn above-average returns from its core competencies? a. Core
competencies must be acquired. b. Core competencies must be internationalized. c. Core
competencies must be ieveraged: d. Core competencies must be bundled. A major reason
outsourcing is being used is that: 9. a. it permits unlimited access to capital resources. b. it
increases the innovative potential of the firm. c. competitors do not have access to the same
external sources. few firms possess superior capability in all primary: and support d. activities.