《战略管理第三章作业》.docVIP

第  PAGE 5 页 共  NUMPAGES 5 页 Chapter 3—The Internal Organization: Resources, Capabilities, Core Competencies, and Competitive Advantages TRUE/FALSE 3. The sustainability of a competitive advantage depends upon the imitability of the core competence, the availability of substitutes for the core competence, and the rate of obsolescence of the core competence. 7. Given enough time, any firm’s competitive advantage can be imitated by its competitors. 9. In the global economy, traditional factors such as labor costs, access to financial resources and raw materials, and protected or regulated markets are no longer sources of competitive advantage. 13. Value is created when the firm exploits its core competencies or competitive advantages to meet or exceed the demanding standards of global competition. 16. The need to meet quarterly earnings numbers disciplines managers to exercise judgment and to make strategic decisions that are best for the long-run performance of the firm. 17. Firms and managers can learn from the failure resulting from a mistake—that is, what not to do when seeking competitive advantage. 19. Managerial decisions concerning resources, capabilities, and core competencies are characterized by three conditions: ambiguity, interconnectivity, and intraorganizational agreement. 21. A competitive advantage can be created when several resources are bundled together in a unique fashion. 24. The value of tangible assets such as the firm’s borrowing capacity and its physical plant are high because they can be easily leveraged to derive additional value. 32. The more core competencies a firm has, the more likely it is to generate a sustained competitive advantage. 36. Costly-to-imitate capabilities are those which other firms cannot easily develop as they have no strategic equivalent. 39. Primary activities in the value chain create value, whereas support activities in the value chain generate costs. 45. One benefit of out