Reference no: EM132259902
1. In comparing M&As with alliances and networks, which of the following is not correct?
A) Resource interdependence is low in alliances.
B) Ratio of soft to hard assets is low in acquisitions.
C) Source of value creation in alliances is combining complementary resources.
D) Level of uncertainty in alliances is low.
E) Source of value creation in acquisitions is eliminating redundant resources.
2. Strategic implications for action concerning CSR include:
A) Integrating CSR as part of the core activities and processes of the firm.
B) Understanding the rules of the game, anticipating changes, and seeking to shape and influence such changes.
C) Picking the CSR battles carefully.
D) All of the above.
E) None of the above.
3. Coca-Cola acquisition of its bottler coca-cola enterprises is an example of a horizontal m&a.
True or False
4. Product-unrelated diversification refers to entries into industries that have no obvious product-related connections to the firm's current lines of business.
True of false
5. Which one of the following statements regarding the task of starting the organization in a manner that facilitated strategy execution is false and inaccurate?
A) It is difficult for a company to competently execute its strategy and achieve operating excellence without recruiting and retaining a large band of capable, engaged, high-achieving employees
B) the overriding aim in building a management team should be to replace weak executives who lack strong skills in closely supervising the people who work under them.
C) without a smart, capable, results-oriented management team, the implementation-execution process ends up being hampered by missed deadlines, misdirected or wasteful efforts, and/or managerial ineptness.
D) the quality of an organization’s people is always an essential ingredient of successful strategy execution — knowledgeable engaged employees are a company’s best source of creative ideas for the nuts-and-bolts operating improvements that lead to operating excellance.
E) In turnaround and rapid-growth situations, and in instances when a company doesn’t have insiders with the requisite know-how, filling key management slots from the outside is a standard organization-building approach.