#StrategicManagementTechnologyInnovationMCQ #MCQ #ExamPrep Master the essentials of Strategic Management of Technology and Innovation mcq set 3 with expertly crafted multiple-choice questions (MCQs) designed to excel in your exams. Explore key concepts, decision-making frameworks, and innovation strategies efficiently. Boost your knowledge and score with comprehensive practice.
Q81: Functional managers are typically responsible for which of the following? A. Annual objectives
A. Annual objectives
B. Tactics
C. Corporate goals
D. Mission
Answer
Q82: According to Henry Mintzberg, decisions following from a firm’s strategic analysis are its C. intended strategy.
A. emergent strategy.
B. deliberate strategy.
C. intended strategy.
D. realized strategy.
Answer
Q83: _____ is a critical stage in strategy implementation wherein managers attempt to recast their organization. B. Reengineering
A. Continuous improvement
B. Reengineering
C. Strategic control
D. Strategy formulation
Answer
Q84: According to Porter (1996) in his article ‘What is strategy?’, strategy is about being: a. Different
a. Different
b. Better
c. Bigger
d. Bigger
Answer
Q85: All of the following are ambidextrous behaviors EXCEPT: C. intensely focusing on one’s own responsibilities and maximizing the output of one’s department in an organization.D. being brokers, always looking to build internal linkages.
A. taking initiative and being alert to opportunities beyond the confines of one’s own job.B. being cooperative and seeking opportunities to combine one’s efforts with others.C. intensely focusing on one’s own responsibilities and maximizing the output of one’s department in an organization.D. being brokers, always looking to build internal linkages.
B. being cooperative and seeking opportunities to combine one’s efforts with others.C. intensely focusing on one’s own responsibilities and maximizing the output of one’s department in an organization.D. being brokers, always looking to build internal linkages.
C. intensely focusing on one’s own responsibilities and maximizing the output of one’s department in an organization.D. being brokers, always looking to build internal linkages.
D. being brokers, always looking to build internal linkages.
Answer
Q86: The BCG Matrix is based on d. Industry Growth rate & Relative market share
a. Industry attractiveness & Business Strength
b. Industry Growth rate & Business strength
c. Industry Attractiveness & Relative market share
d. Industry Growth rate & Relative market share
Answer
Q87: Specific actions that need to be undertaken to achieve short-term objectives, usually by functional areas, refers to C. Tactics
A. Policies
B. Formality
C. Tactics
D. Process
Answer
Q88: Decisions at which level of management tend to be more value-oriented and conceptual? B. Corporate
A. Functional
B. Corporate
C. Operative
D. Business
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Q89: __________ involves ensuring proper strategic controls and organizational designs. C. Strategy implementation
A. Corporate governance
B. Corporate-level strategy
C. Strategy implementation
D. Business-level strategy
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Q90: What does Red symbolize in BCG matrix? c. Harvest & Divest
a. Invest & Expand
b. Harvest and Earn
c. Harvest & Divest
d. Select & Earn
Answer
Q91: Which environmental level refers to the set of customers, suppliers, competitors, and other environmental agencies directly related to a firm? a. Task environment
a. Task environment
b. Competitive environment
c. Industrial environment
d. Macroenvironment
Answer
Q92: Organized private equity markets typically consist of different sources of financing. Which source is made up of public and private pension funds, foundations, investment banks, and the like? b. Investors
a. Issuers
b. Investors
c. Intermediaries
d. Private start-ups
Answer
Q93: Four major sets of factors that lead to a start-up successfully negotiating with venture capital are identified. Which factor is based on a high growth segment with the company playing an important role and a target market with no strong competitors? b. Nature of market
a. Nature of management team
b. Nature of market
c. Nature of product
d. Technology development
Answer
Q94: The most extreme rivalry results from D. numerous equally balanced competitors, slow industry growth, high fixed or storage costs.
A. a high level of differentiation.
B. few competitors, slow industry growth, lack of differentiation, high fixed or storage costs.
C. numerous equally balanced competitors, manufacturing capacity increases only in large increments, low exit barriers.
D. numerous equally balanced competitors, slow industry growth, high fixed or storage costs.
Answer
Q95: Which one of the following is NOT an interactive segment of a firm’s external environment? A. Functional
A. Functional
B. Remote
C. Industry
D. Operating
Answer
Q96: Description of the company’s product, market and technological areas of emphasis is contained in the C. Company mission
A. Assessment of the external environment
B. Company profile
C. Company mission
D. Interactive opportunity analysis
Answer
Q97: Managers at the _____ level typically have principal responsibilities for developing environmental analysis and forecasting, establishing business objectives and developing business plans prepared by staff groups. D. Business
A. Corporate
B. Functional
C. Operational
D. Business
Answer
Q98: The minimum equity position required for all new McDonald’s franchises is an example of: C. A policy
A. A goal
B. A procedure
C. A policy
D. An objective
Answer
Q99: In GE 9 cell matrix, what is the label of the horizontal axis? d. Market Growth Rate
a. Relative Market share
b. Industry Attractiveness
c. Industry Growth Rate
d. Market Growth Rate
Answer
Q100: There are several stages in the evolution of a start-up. Of the four listed below, which one includes all activities involved in moving the product into market, i.e., developing a business for the market, assessment, business plan, and so on? d. Commercialization
a. Basic research
b. Growth
c. Roll-out
d. Commercialization
Answer
Q101: An innovation that uses existing organizational practices and technologies but reconfigures them in new or different ways is known as a. architectural innovation.
a. architectural innovation.
b. modular innovation.
c. incremental innovation.
d. radical innovation.
Answer
Q102: It is generally agreed that the role of strategy is to: b. Achieve competitive advantage
a. Make best use of resources
b. Achieve competitive advantage
c. Make profits for the organization
d. Make profits for the organization
Answer
Q103: Dividend policies are decided at the A. Corporate level
A. Corporate level
B. Business level
C. Functional level
D. Operational level
Answer
Q104: A flow of information through interrelated stages of analysis toward achievement of an aim is: A. A process
A. A process
B. A procedure
C. A policy
D. A system
Answer
Q105: __________ may be considered the “advance work” that must be done in order to effectively formulate and implement strategies. C. Strategy analysis
A. Goal setting
B. Corporate entrepreneurship
C. Strategy analysis
D. Organizational design
Answer
Q106: Strategic formulation and implementation of a plan are: A. Sequential
A. Sequential
B. Simultaneous
C. Random
D. Reversible
Answer
Q107: What does the technological environment consist of? c. Creation of new knowledge and application of that knowledge
a. Proven research
b. Creation of new knowledge
c. Creation of new knowledge and application of that knowledge
d. The management of technology
Answer
Q108: The general plan of major actions through which a firm intends to achieve is long-term objectives is called its: C. Grand strategy
A. Corporate plan
B. Long-term goal
C. Grand strategy
D. Mission
Answer
Q109: Four key success factors are necessary for the success of a strategic alliance to work. In order to protect the alliance’s evolvement over time, there is a need for ________________________. d. a continuous, open, timely communication
a. a clear definition of technical objectives
b. a true independence from parent companies
c. a commitment
d. a continuous, open, timely communication
Answer
Q110: The “organizational versus individual rationality” perspective suggests that C. what is best for a functional area may not be best for the organization.D. the “incremental” perspective may be best for functional areas while the “rational” perspective may be best for the organization.
A. what is good for a functional area is always good for the organization.B. what is good for the organization is always good for a functional area.C. what is best for a functional area may not be best for the organization.D. the “incremental” perspective may be best for functional areas while the “rational” perspective may be best for the organization.
B. what is good for the organization is always good for a functional area.C. what is best for a functional area may not be best for the organization.D. the “incremental” perspective may be best for functional areas while the “rational” perspective may be best for the organization.
C. what is best for a functional area may not be best for the organization.D. the “incremental” perspective may be best for functional areas while the “rational” perspective may be best for the organization.
D. the “incremental” perspective may be best for functional areas while the “rational” perspective may be best for the organization.
Answer
Q111: In strategic thinking, how long is the long term, approximately? a. 1 Month to 1 year
a. 1 Month to 1 year
b. 2 to 3 years
c. 3 to 5 years
d. More than 5 years
Answer
Q112: Although firm infrastructure is quite frequently viewed only as overhead expense, it can become a source of competitive advantage. Examples include all of the following except: B. marketing expertise increasing a firm’s revenues and enabling it to enter new markets.
A. negotiating and maintaining ongoing relations with regulatory bodies.
B. marketing expertise increasing a firm’s revenues and enabling it to enter new markets.
C. effective information systems contributing significantly to a firm’s overall cost leadership strategy.
D. top management providing a key role in collaborating with important customers.
Answer
Q113: A sustained or sustainable competitive advantage requires that: c. other companies not be able to duplicate the strategy.
a. the value creating strategy be in a formulation stage.
b. competitors be simultaneously implementing the strategy.
c. other companies not be able to duplicate the strategy.
d. average returns be earned by the company.
Answer
Q114: From 1975 through 1989, which of the following countries saw, as a percentage of GNP, a decrease in national research and development? c. United Kingdom
a. France
b. United States
c. United Kingdom
d. West Germany
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Q115: Organizational risk refers to problems that appear due to the way joint efforts are managed. A major risk to the development effort can be caused by which factor? c. Lack of performance
a. Differing priorities among partners in joint efforts
b. Differences in behavior style
c. Lack of performance
d. Relationship among people
Answer
Q116: Grand strategies include: D. Concentric diversification
A. Market turnaround
B. Vertical diversification
C. Conglomerate integration
D. Concentric diversification
Answer
Q117: What does Green symbolize in BCG matrix? a. Invest & Expand
a. Invest & Expand
b. Select & Earn
c. Harvest & Divest
d. Both a & b
Answer
Q118: BCG in BCG matrix stands for d. Boston Consulting Group
a. Boston Calmette Group
b. British Consulting Group
c. Boston Corporate Group
d. Boston Consulting Group
Answer
Q119: Influential individuals and groups that are vitally interested in the actions of the business are called B. Stakeholders
A. Stockholders
B. Stakeholders
C. Strategists
D. Customers
Answer
Q120: Long-term objectives are principally attained through: D. Grand strategy
A. Annual goals
B. Functional strategies
C. Short-term goals
D. Grand strategy
Answer
