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MGT 411 Final Exam
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MGT 411 Final Exam Answers
1. Technology pushes society when:
a. Innovations make unwanted changes in society that are unfortunate such as

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pollution.
b. Innovations push the government to make new regulations in order to
control the activity.
c. New technology strains the social fabric of the society to the breaking point.
d. The technology was not demanded by society but once available it is quickly
adopted by society.
e. The technology is demanded by society and it leads to changes in the
society.
2. Technology’s impact:
a. Is ongoing.
b. Occurs in small very distinct steps.
c. Occurs in large shifts over time.
d. Is not significant.
e. Is limited unless combined with money.
3. Technology’s impact is:
a. Only in particular business units
b. Is significant only for certain people in the organization
c. Occurs only outside the business organization since it is so pervasive.
d. Is organization wide.

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e. Effects societies not businesses.
4. The goal of management of technology and innovation in an organization should
always be to:
a. Create new technology that is groundbreaking.
b. Expand the number of employees in R&D
c. Create value for the firm.
d. Be efficient
e. Maximize this quarter’s profits.
5. There are several definitions of technology in the text; all the definitions have so
me
common elements. Each definition implies:
a. A systematic approach to the desired outcome.
b. Change is an outcome.
c. Change occurs rapidly.
d. Changes in technology occur at random.
e. Both A and B
6. Technology can be broadly defined as:
a. A process whereby new and improved products, processes, materials, and
services are developed and transferred to a new plant or market where they

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are appropriate.
b. All the knowledge, products, processes, tools, methods, and systems
employed in the creation of goods or in providing services.
c. A coordinated set of actions that fulfill the firm’s objectives, purposes, and
goals.
d. The systematic gathering of information that leads to the generation of
feasible alternatives for the firm.
e. The elements of planning, implementation, and evaluation and control.
7. Evaluation and control of technology is the:
a. Checking to be sure the technology works
b. Ensuring the technology meets the specifications of the manual
c. Commonly ignored.
d. Monitoring to ensure technology meets goals and desired outcomes.
e. Typically outsourced to ensure proper operation.
8. The management of technology is defined as the linking of different disciplines to
:
a. Plan, develop, implement, monitor and control technological capabilities.
b. Make sure that the technology works.
c. To find the most efficient technology.
d. To find the most economical technology.

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e. Control the use of technology.
9. Innovation can be defined as:
a. The process whereby new and improved products, processes, materials, and
services are developed and transferred to a new plant or market where they
are appropriate.
b. All the knowledge, products, processes, tools, methods, and systems
employed in the creation of goods or providing services.
c. A coordinated set of actions that fulfill the firm’s objectives, purposes, and
goals.
d. The systematic gathering of information that leads to the generation of
feasible alternatives for the firm.
e. The elements of planning, implementation, and evaluation and control.
10. All of the following are elements of strategic management EXCEPT:
a. return on investment
b. implementation
c. planning
d. evaluation
e. control

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11. __________ are the monitoring of technology to ensure that it meets the desire
d
outcomes.
a. implementation and control
b. planning and implementation
c. evaluation and control
d. evaluation and monitoring
e. implementations and evaluations
12. Firms that manage innovation well have which of the following characteristics?
a. They provide clear direction
b. They provide a supportive atmosphere
c. They separate funds for innovation.
d. They have realistic expectations.
e. All of the above.
13. Technology is defined to include ____ employed in producing a good or service
.
a. knowledge
b. products
c. processes
d. methods

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e. all of the above
14. Benefits of innovation include all of the following except:
a. Greater control over process and outcomes
b. Greater profit potential as first mover
c. Greater ability to evaluate competitors
d. Greater understanding of the technology
e. Greater ability to potentially develop the next generation of technology
15. Drawbacks of innovation include all of the following except:
a. Keeping a pipeline of new products is difficult
b. Greater risk of failure to develop the right products at the right time
c. Greater liability for failed products
d. Usually internal development is slower
e. there is always the danger of someone beating you to the market
16. The first question that should take place as the firm conducts it innovation strat
egy
planning is ____?
a. Do we innovate internally or not
b. Are we making a profit
c. What is happening in economy
d. What is attitude of leadership to innovation

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e. Will shareholders tolerate innovative strategy
17. Systems integration:
a. is R&D that largely takes place outside of the firm.
b. is high risk/high return.
c. involves adjusting the ways a firm organizes it systems, structures, and
knowledge to increase leverage.
d. adds to basic understanding of a new field.
e. Is the most difficult type of innovation to accomplish.
18. Process innovation focuses on ____.
a. The development of new products.
b. Increasing effectiveness and effectiveness of the organization.
c. Increasing profits.
d. Decreasing the number of employees in the firm.
e. basic R&D
19. Reengineering’s goals include all of the following except:
a. increasing productivity
b. optimizing value to shareholders
c. achieving quantum results
d. expanding functions

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e. eliminating unnecessary levels and work
20. To create an environment for innovation a manager must understand all of the
following except?
a. The reality of innovation
b. What are the needed characteristics of innovation for their business climate
c. What each level of the organization should be doing to create a climate of
innovation within the organization
d. What organization needs to do to maintain this innovation climate
e. Seek a new vision for the organization
21. How should you describe the innovation process?
a. irregular and unpredictable
b. straight and narrow
c. defined and renowned
d. nice and easy
e. slow and steady
22. Which one of these statements is a myth about innovation?
a. Seek a balance of behaviors
b. Leadership, culture and process form a three-legged stool
c. Ideas are the key to innovation
d. You organization has lots of brilliant ideas that you’ve never heard of

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e. Do not blind yourself to the human dimension
23. Which is not one of the four critical elements to implementing innovation as a
strategy in the organization?
a. Opportunity
b. Leadership
c. Extension
d. Alignment
e. Engagement
24. For successful innovation implementation leaders need to ensure;
a. a clear identification of those financial goals that will drive the firm.
b. that there are strong accounting and financial sectors of the firm to ensure
that funding is strictly accounted for.
c. that there is a culture of collaboration and cross functional initiatives.
d. that perform measures are strictly used.
e. those members of the leadership team that do not support the goals are
replaced.
25. Innovative organizations typically are founded and lead by;
a. a strong leader that utilizes a hierarchical organization.
b. leaders that are willing to “break a few eggs” to get things done.

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c. individuals driven by financial rewards.
d. teams of individuals.
e. individuals who had the “ah-ha” moment that led to the founding of the firm.
26. Informal power comes from:
a. the title of the individual.
b. the official position of the individual.
c. the expertise and knowledge of the individual.
d. age of the person.
e. strength of the person.
27. A leader should ask all of the following questions in the implementation process
except:
a. Is there an open, questioning attitude among employees?
b. Does the organization have a clear hierarchy that ensures all opinions are
processed to
prevent information overload?
c. Is the organization avoiding the ruts?
d. Are there strategic gaps?
e. Is there a vision of where the firm needs to go?

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28. The three methods that can help to establish the view by employees that they a
re
part of the organization or system are all of the following except:
a. mentor
b. train and develop
c. sympathize
d. build a knowledge-based culture
e. none of the above
29. Mentoring can be ____ to be successful:
a. Formal but not informal.
b. Informal but not formal.
c. Unobserved.
d. Informal or formal.
e. Structured.
30. Benchmarking involves the:
a. building a bench or portfolio of new products that can be introduced to
market
b. building a bench or portfolio of innovations that the firm pursues
consecutively
c. comparing the “best” firms in any domain to a given firm’s performance and

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processes in that domain
d. comparing your firm’s performance and processes in a given domain to the
industry average in that domain
e. determining how the firms with the largest sales in a given domain conduct
their activities in a given domain
31. Extension occurs when _____ and _____ competencies are understood sufficie
ntly so
that ideas lead to action.
a. innovation, market
b. market, strategy
c. product, market
d. strategy, product
e. innovation, strategy
32. One of the primary reasons firms have difficulty being innovative is:
a. the firm’s structure
b. competitors’ actions
c. industry structure
d. communication technology failures
e. skills of people in the organization

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33. The strategic reasons a firm would look to use a merger or acquisition include a
ll of
the following except:
a. the firm’s current product line is falling quickly behind that of its
competitors.
b. a new competitor is about to enter the market the dynamics of the industry
will change.
c. the firm discoveries its processes are not as efficient or effective as
competitors’.
d. the firm believes its current products or processes are not going to be
successful in long
run
e. the firm wishes to eliminate all potential competitors
34.
The key element of planning externally focused technology acquisition effort
s is to:
a. determine the nature of competitors
b. determine the nature of the external activity that will occur
c. determine the industry structure
d. determine the firm’s internal resources
e. determine the top management’s orientation to such activities.

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35. A _______ is defined as a partnership of two more corporations to achieve
strategically significant objectives that are mutually beneficial.
a. Limited Partnership
b. Strategic Partnership
c. Strategic Alliance
d. Limited Alliance
e. Informal Alliance
36.
Mergers and acquisitions can allow a firm to accomplish a variety of strategi
c
goals. Which one is not associated with the purchasing firm?
a. Enter a market quickly or increase speed to market
b. Avoid costs and risks of new product development
c. Gain market power
d. Earn premiums from the stock market
e. Acquire knowledge
37. The outright purchase of a firm or some part of that firm is known as:
a. Acquisition
b. Merger
c. Joint Venture
d. Franchising

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e. Alliance
38. The keys in planning for a merger or acquisition includes all of the following
except:
a. whether the merger and acquisition creates value
b. the evaluation of whether the technology has the ability to maintain
competitive advantage
c. compatibility
d. immediate ability to be profitable
e. design of organizational systems, structures and processes
39.
Key expectations should take priority in the integration effort except in which
area.
a. Service/product continuity
b. Cost structures
c. External administrative services
d. Productivity
e. Information systems alternatives
40. The three elements that need to be considered in integration are:
a. Due diligence, shared lessons, and blended structures and cultures
b. Due diligence, training and development, and shared lessons

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c. Shared lessons, training and development, and fit
d. Training and development, fit, and due diligence
e. Speed, synergies, and diligence
41. The reasons that training and development are so important in the execution of
an
alliance or merger/acquisition include:
a. There is an evolution of cultural norms that necessitate changes in policies
and procedures
b. The new employees need to learn the cultural norms of the larger partner to
enhance blending
c. Changes in reporting relationships need to be understood so old
interpersonal connections are not disruptive to the goals of the new entity
d. The manager needs to indicate that the “ship is rising on the rising tide.”
e. T&D lessens the need for meetings and explanations that are unnecessary
.
42. The losses an employee can feel during integration typically can include all of t
he
following except:
a. status
b. network of informal relationships

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c. understanding of the future
d. prior pay level
e. understanding of what their individual job entails
43. The basis for competitive advantage of a technology focused firm ___.
a. is difficult to identify.
b. are the capabilities of the firm.
c. will be changed every year.
d. cannot be overcome due to patents held by the firm.
e. is a daily struggle for the firm to maintain.
44. All of the following are strategic capabilities that a firm needs for success excep
t __.
a. leadership
b. a culture of support
c. appropriate industry structure
d. an organizational structure that fits with goals
e. skills necessary to implement given strategy
45. When a company is developing its capabilities, it should do all of the following
except:
a. Develop a clear strategic logic for processing information and sharing
knowledge

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b. Put into place the appropriate structures and processes for technical and
nontechnical activities
c. Motivate employees to take advantage of capabilities
d. Make sure the structure of the organization is hierarchical and well-defined
e. Allow resources to be captured by the right people at the right place at the
right time to make a competitive difference.
46. The key sustainable competitive advantages for a firm using an internal innovat
ion
strategy include
a. improved process control, broader portfolio possibilities, and higher value-
added products
b. improved process control, higher value-added products, and better
proprietary positioning
c. reduced time to market, broader portfolio possibilities, faster decisions
d. faster decisions, higher value-added products, larger structures
e. better product understanding, faster decisions about market entry, larger
firms
47. The result of a competitive advantage should focus on ___.
a. obtaining excessive rewards from market

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b. creation of value for firm
c. creation of value for consumers
d. obtaining profits
e. expanded job opportunities
48. For technology oriented firms, it is important for managers to understand that
value must be
a. the result of customer expectations
b. customer driven
c. added to the product through any means possible
d. closely tied to profitability
e. maintained by the employees
49. The ___ view of the firm argues that industry structure is the principal determin
ant
of profitability.
a. resource
b. industrial organization
c. agency
d. hypercompetition
e. re-engineering
50. All of the following would be intangible resources except ___.

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a. brand recognition
b. perception of quality
c. culture
d. innovation
e. financing
51. The most common sources of competitive advantage would be ____.
a. intangible resources
b. tangible resources
c. either intangible or tangible
d. the equipment that advances the ability to produce quality
e. the CEO
52. Each of the following is a step in the value creation process except ___.
a. develop capabilities/investments that increase innovation
b. recognize and deploy innovation by increasing product activity or the
number of products introduced
c. exploit innovation through sales growth
d. expand the market size through creative marketing
e. continue to improvement through investment in support capabilities and/or
improvements in efficiency and productivity

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53. The foundation which must be present before an organization can effectively
conduct implementation is ___
a. knowledge
b. financial resources
c. structure
d. equipment
e. culture
54. Learning in the organization is the ___.
a. conversion of data into information
b. is knowledge that can be written down
c. comes for experience of the individual and is internal to that individual
d. gathering and sharing of existing knowledge from internal or external
sources
e. the ability to obtain data
55. Explicit knowledge is ____.
a. the conversion of data into information
b. knowledge that can be written down
c. the experience of the individual that is internal to that individual
d. the gathering and sharing of existing knowledge from internal or external
sources

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e. the ability to obtain data
56. Organizational learning is the ____.
a. conversion of data into information
b. is knowledge that can be written down
c. comes for experience of the individual and is internal to that individual
d. the acquisition of knowledge through the application and mastery of new
information, tools and methods
e. the ability to obtain data
57. The type and the amount of learning that must take place for the firm to compet
e
successfully depends upon
a. how much the organization needs to retrench its activities
b. the organizational and technical complexity of the firm’s internal and
external environments
c. the knowledge acquisition strategy of the firm
d. the ability of top management to guide employees’ actions
e. how far behind the industry norm the firm is
58. The firm’s ability to learn
a. is a critical intangible resource for the firm’s long term success

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b. is tied to the firm’s ability to stay the strategic course it has mapped out
c. is not as critical as its ability to acquire knowledge
d. is based upon the firm’s tacit knowledge
e. none of the above
59. The greater organizational learning will occur when ___.
a. there are fewer numbers and a smaller range of things to gather data on
b. there are fewer number but a broader range of things to gather data on
c. there are greater number but smaller range of things to gather data on
d. there are a greater number and a broader range of things to gather data on
e. the organization is small
60. Organizations that are structured for learning are characterized by all of the
following except ____.
a. a hierarchical structure to allow clear flow of information
b. processes that encourage boundary spanning
c. internal network development
d. reward systems that tied to team and system wide goals.
e. decision making based on shared and transferred knowledge
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