PASSED QUIZ Flashcards

PASSED PLZ CUTIE

1
Q

ability to analyze, understand and manage an internal organization

A

GLOBAL MINDSET

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2
Q

GLOBAL MINDSET

A

not dependent on assumptions of a single country, culture, or context

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3
Q

What is using of Global-mindset?

A

analyze internal organization has potential to help the firm its effort to outperform rivals

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4
Q

measured by product’s performance characteristics and its attributes for which customers are willing to pay

A

VALUE

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5
Q

creating value for customers is the source of above-average returns for a firm

A

CREATING VALUE

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6
Q

THREE CONDITIONS

A

UNCERTAINTY
COMPLEXITY
INTRAORGANIZATIONAL CONFLICTS

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7
Q

characteristics of the firm’s general and industry environments and customers needs

A

UNCERTAINTY

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8
Q

results from the interrelationships among conditions shaping a firm

A

COMPLEXITY

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9
Q

managers making decisions as well as among those affected by the decisions

A

INTRAORGANIZATIONAL CONFLICTS

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10
Q

capability of making successful decisions when no obviously correct model or rule is available

A

JUDGEMENT

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11
Q

individuals holding these key decision-making position

A

STRATEGIC LEADERS

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12
Q

spectrum of individual, social, and organizational phenomena

A

RESOURCES

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13
Q

assets that can be observed and quantified

A

TANGIBLE

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14
Q

status of its physical facilities are visible

A

TANGIBLE

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15
Q

difficult to analyze and imitate
superior source of capabilities and core competencies

A

INTANGIBLE

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16
Q

used to complete the organizational tasks required to produce, distribute, and service the goods or services

A

CAPABILITIES

17
Q

capabilities that serve as source of competitive advantage for a firm over its rivals

A

CORE COMPETENCIES

18
Q

consists of four specific criteria of sustainable competitive advantage

A

BUILDING CORE COMPETENCIES

19
Q

FOUR CRITERIA OF SUSTAINABLE COMPETITIVE ADVANTAGE

A

VALUABLE CAPABILITIES
RARE CAPABILITIES
COSTLY-TO-IMITATE CAPABILITIES
NON-SUBSTITUTABLE

19
Q

help firm to exploit opportunities

A

VALUABLE OPPORTUNITIES

20
Q

not possessed by many others

A

RARE CAPABILITIES

21
Q

capabilities that other firms cannot easily develop

A

COSTLY-TO-IMITATE CAPABILITIES

22
Q

capabilities do not have strategic equivalents

A

NON-SUBSTITUTABLE

23
Q

understand the parts of its operations that create value

A

VALUE CHAIN ANALYSIS

24
Q

activities completes in order to produce products and then sell, distribute, and service those products

A

VALUE CHAIN ACTIVITIES

25
Q

CREATING VALUE THROUGH CHAIN ACTIVITIES

A

SUPPLY CHAIN MANAGEMENT
DISTRIBUTION
MARKETING (SALES
OPERATIONS
FOLLOW-UP SERVICE

26
Q

activities including sourcing, procurement, conversion & logistic management

A

SUPPLY CHAIN MANAGEMENT

27
Q

activities related to getting the final product to customers

A

DISTRIBUTION

28
Q

activities taken for the purpose of segmenting target customers on the basis of their unique needs, satisfying customer’s needs

A

MARKETING

29
Q

activities efficiently change raw materials into finished product

A

OPERATIONS

30
Q

activities taken to increase a product’s value for culture

A

FOLLOW-UP SERVICE

31
Q

CREATING VALUE THROUGH SUPPORT FUNCTIONS

A

HUMAN RESOURCES
FINANCE
MANAGEMENT INFORMATION SYSTEM

32
Q

activities associated with managing the firm’s human capital

A

HUMAN RESOURCES

33
Q

activities associated effectively acquiring and managing financial resources

A

FINANCE

34
Q

activities taken to obtain and manage information and knowledge throughout the firm

A

MANAGEMENT INFORMATION SYSTEM

35
Q

purchase of a value-creating activity from an external supplier

A

OUTSOURCING

36
Q

FIRMS ENGAGING IN EFFECTIVE RESOURCING

A

INCREASE THEIR FLEXIBITY
MITIGATE RISKS
REDUCE THEIR CAPITAL INVESTMENTS

37
Q

deciding to outsource to a foreign supplier

A

OFFSHORING