Defining The Organizations Strategic Direction

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Introduction
Sources of Innovation
Types and Patterns of Innovation
Standards Battles and Design Dominance
Timing of Entry
Defining the Organizations Strategic Direction
Choosing Innovation Projects
Collaboration Strategies
Protecting Innovation
Organizing for Innovation
Managing the New Product Development Process
Managing New Product Development Teams
Crafting a Deployment Strategy

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Question 1

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Formulating a technological innovation strategy first requires an accurate appraisal of where the firm currently is.

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Question 2

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In general,the more firms competing that are of comparable size,the more competitive the industry will be.

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Question 3

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When demand is increasing,there is less revenue to go around and firms will experience more competitive pressure.

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Question 4

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Low exit barriers intensify rivalry by making firms reluctant to abandon the industry.

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Question 5

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According to Porter's five-force model,the threat of potential entrants is influenced by the height of entry barriers.

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Question 6

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According to Porter's five-force model,the degree to which a firm relies on one or a few suppliers will influence its ability to negotiate good terms.

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Question 7

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The Weekly News bought the paper mill that supplied paper for printing its magazine.This is an example of horizontal integration.

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Question 8

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A music downloading software and an MP3 player are substitutes for one another.

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Question 9

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Ammunition can be considered a complement for firearms.

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Question 10

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If a firm's product is undifferentiated,buyers will typically experience lesser bargaining power.

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Question 11

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A strategic stakeholder analysis emphasizes the stakeholder management issues the firm ought to attend to due to their ethical or moral implications.

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Question 12

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According to Porter's value chain,firm infrastructure is a primary activity.

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Question 13

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Resources of a tangible nature that can be readily codified are called tacit resources.

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Question 14

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The combination and harmonization of multiple abilities make core competencies difficult to imitate.

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Question 15

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According to Prahalad and Hamel,a company that has identified 30 capabilities knows its core competencies.

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Question 16

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Path dependency refers to those abilities that make a firm more agile and responsive to change.

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Question 17

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A firm's emphasis on a scientific discipline that is central to its core competency can make the firm less attractive to individuals from other disciplines.

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Question 18

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In Prahalad and Hamel's model,it is possible for a firm to develop core competencies to a set of abilities that enable it to quickly reconfigure its organizational structure and routines in response to new opportunities.

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Question 19

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Dynamic capabilities enable firms to quickly adapt to emerging markets or major technological discontinuities.

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Question 20

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A firm's strategic intent helps in the development of new businesses and markets.

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