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Site Title: Exploring Corporate Strategy, seventh edition Book Title: Exploring Corporate Strategy, Seventh Edition Book Author: Johnson/Scholes/Whittington Location on Student Resources > Chapter 1: Site: Introducing Strategy > Multiple choice questions Date/Time June 21, 2013 at 6:47 AM (UTC/GMT) Submitted:

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47% Correct of 15 Scored items:
7 Correct: 8 Incorrect: 47% 53%

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The term 'corporate strategy' concerns strategy and strategic decisions:

1.
Your Answer: B) At all levels in an organisation. Answer B is correct. Corporate strategy denotes the most general level of strategy in an organisation and embraces other levels of strategy. See Chapter 1

A key characteristic of strategic decisions is:

2.
Your Answer: B) They are normally definite decisions about the future of the organisation. Correct Answer: A) They are likely to be concerned with, or affect, the long-term direction of an organisation. Answer B is not necessarily correct. Strategic decisions might not be definite. It is impossible to guess the exact future environment in which an organisation might operate and therefore the rational approach to decision making may not be appropriate. Answer A is correct. Refer to section 1.1.1.

Strategic fit means:

3.
Your Answer: C) Tailoring strategies to address forces in the business environment. Correct. See 1.1

The purpose of strategy is to provide:

4.
Your Answer: C) Direction and scope of an organisation over the long-term, which achieves advantage in a changing environment through its configuration of resources and competences with the aim of fulfilling stakeholder expectations.

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Answer C is correct. Refer to section 1.1.1.

It is possible to identify different levels of strategy in an organisation, these are:

5.
Your Answer: A) Corporate; strategic business unit; operational. Answer A is correct. Corporate strategy is concerned with the overall scope of an organisation. Strategic business unit level strategy is concerned with how to compete successfully in particular markets or how to provide best value services. Operational strategy is concerned with how the component parts of an organisation deliver effectively the corporate and business level strategies in terms of resources, processes and people. Refer to section 1.1.2.

An organisation's mission can be defined as:

6.
Your Answer: A) The overriding purpose in line with the values or expectations of stakeholders. Correct. See 1.1.3 and exh. 1.2

The purpose of analysing an organisation's strategic position is:

7.
Your Answer: C) To understand the strategic position of the organisation in terms of its external environment, the strategic capability of the organisation and the expectations and purposes of stakeholders. Answer C is correct. Refer to section 1.2.1.

Strategic choices require an understanding of:

8.
Your Answer: A) the underlying bases for future strategy at business unit and corporate levels; the options for developing strategy in terms of directions and methods of development. Answer A is correct. Refer to section 1.2.2.

9.

Strategy in a public sector organisation differs from a private sector company because: Your Answer: D) They do not have stakeholders. Correct Answer: A) Planning horizons are determined by political considerations, rather than market conditions.

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Answer D is incorrect. All organisations have stakeholders in some form. Indeed the public sector usually has a wider range of active stakeholders than the private section. Answer A is correct. Planning horizons are determined by political considerations, rather than market conditions. Refer to section 1.4.4

10.

Strategic drift, where strategies progressively fail to address the strategic position of the organisation, is frequently followed by: Your Answer: A) Transformational change. Correct Answer: C) Transformational change or demise. Partly correct. Strategic drift may be followed by transformational change, in which there is a fundamental change in strategic direction, or by demise of the organisation if changes are inadequate or too late. Answer C is correct. See 1.5.1 and Exh. 1.4

A design view of strategy refers to:

11.
Your Answer: B) The pulling together of ideas that develop from different parts of the organisation. Correct Answer: D) The deliberate positioning of the organisation through a rational, analytic, structured and directive process. Only partly correct. A design view of strategy tends to assume that strategies are developed on the basis of strategic direction, usually from the top of the organisation. However, in practice strategic plans which look as though they have been designed in such a way may actually draw together ideas which have come about from lower down in the organisation: Answer D is correct. A design view of strategy refers to the deliberate positioning of the organisation through a rational, analytic, structured and directive process. See 1.5.3 and Commentary on Part 1

The experience lens suggests that strategies develop.

12.
Your Answer: C) Through the shared assumptions across similar sorts of organisations within an industry (or organisational field). Correct Answer: D) All of the above. This answer is only partly correct. The shared assumptions across an industry or organisational field may exert an influence on strategy development, but so too will shared assumptions more particular to an organisation and also individual experience. Answer D is correct. The experience lens views strategy development as the outcome of individual and collective experience of individuals and the taken-for- granted assumptions. The experience of individuals and that which is shared within an organisation and between organisations in an industry (or organisational field) are all likely to have an influence on strategy development. See 1.5.3 and Commentary on Part 1

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The ideas lens suggests that ideas for new strategies develop as a result of:

13.
Your Answer: B) The variety and diversity of ideas competing with each other within an organisation. Correct Answer: D) B and C above. This answer is only partly correct. Certainly the ideas lens suggests that this is an important source of new ideas, but there are others. Answer D is correct. New ideas are most likely to emerge when a fast changing and unpredictable environment encourages responses and there is a diversity and variety of ideas within the organisation to provide responses. The ideas lens sees strategy as the emergence of order and innovation from the variety and diversity which exist in and around organisations. See 1.5.3 and Commentary on Part 1

The ideas lens suggest that new strategies take shape in organisations:

14.
Your Answer: A) Because the new ideas that develop from within the organisation are selected by formal evaluation through strategic planning systems. Correct Answer: D) All of the above. This answer is only partly correct: strategic planning systems may be one selection mechanism that filters new ideas; but there are others. Answer D is correct. There are likely to be many mechanisms at work which select which new ideas take form in a strategy as it develops. The ideas lens suggest that new strategies take shape in organisations as a result of mechanisms such as new ideas that develop from within the organisation being selected by formal evaluation through strategic planning systems; new ideas being tried out in the market and either succeeding or not; and there being sufficient people in the organisation that find a new strategy attractive. See 1.5.3 and Commentary on Part 1

15.

Which of the following statements describes how the design, experience and ideas lenses help explain strategy development processes? Your Answer: A) Strategic planning processes are explained through the design lens. The experience lens and ideas lens are not relevant. Correct Answer: D) All three lenses help explain different strategy development processes that are observable in organisations. Incorrect. The design lens is certainly appropriate in describing strategic planning but the other lenses are helpful in providing insights into both the value and problems of strategic planning. Answer D is correct. All three lenses help explain different strategy development processes that are observable in organisations. The three different lenses are not particular in their relevance to one strategy development process. Rather they provide insights into the different strategy development processes observable in organisations. See 1.5.3 and Commentary on Part 1

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