Question 1

How many points of explanation does the dynamic 'process-practice' framework of strategy aim to deliver?&#10;A) 5&#10;B) 6&#10;C) 12&#10;D) 3

Accepted Answer

The dynamic 'process-practice' framework of strategy aims to deliver 5 points of explanation.

Question 2

Jarzabkowski 2003:24 claims that strategy practice is:&#10;A) on-going stream of activity that constitutes organizational life&#10;B) Excellence in resource allocation&#10;C) The central purpose of the organization&#10;D) A coordinated effort led by the CEO

Accepted Answer

According to Jarzabkowski, strategy practice is an ongoing stream of activity that constitutes organizational life. This suggests that strategy is not a one-time event or a fixed plan, but rather an ongoing and dynamic process that is integrated into the everyday activities and decisions of the organization. Therefore, option A is the best choice. Option B is incorrect because strategy practice is not simply about resource allocation, but also involves other activities such as goal setting, decision-making, and implementation. Option C is also incorrect because while strategy is important for the organization, it is not necessarily the central purpose. Option D is incorrect because strategy practice involves a coordinated effort from various levels of the organization, not just the CEO.

Question 3

According to Jarzabkowski and Spee (2009) practices are:&#10;A) complex bundles involving social, material and embodied ways of doing&#10;B) Linear processes generating strategy outcomes&#10;C) Dynamic approaches in which strategy emerges&#10;D) Top down implementation

Accepted Answer

Jarzabkowski and Spee (2009) define practices as complex bundles involving social, material and embodied ways of doing, which suggests that practices are not linear, top-down processes but rather multifaceted and involving various aspects of an organization.

Question 4

According to Jarzabkowski and Kaplan (2015), strategy tools:&#10;A) provide a common language for strategic conversations between managers across boundaries&#10;B) Are essential for strategy success&#10;C) Are understood by senior members of the organization&#10;D) Can obscure meaning in organization-wide conversations

Accepted Answer

Strategy tools provide a common language that facilitates strategic conversations between managers across different boundaries, helping them to communicate and collaborate effectively.

Question 5

Joseph and Wilson (2018) suggest that attentional design is:&#10;A) using tools and procedures to deliberately channel the attention of decision-makers&#10;B) Multi-channel internal communications&#10;C) The format of internal communications&#10;D) Feedback loops designed to improve the strategy

Accepted Answer

Joseph and Wilson define attentional design as the intentional use of tools and procedures to direct the attention of decision-makers towards specific information or goals.

Question 6

King (2008) defines planned emergence as:&#10;A) Where preparation meets opportunism&#10;B) A key strategy milestone&#10;C) The strategy end point&#10;D) The point at which the organization gains significant market share

Accepted Answer

Planned emergence refers to the process of intentionally preparing for and creating opportunities for innovation and growth, while also being flexible and adaptable to emerging opportunities that may not have been part of the original plan. It is where preparation meets opportunism, and allows organizations to proactively shape their future while also being responsive to changing circumstances. It is not a milestone, end point, or measure of market share.

Question 7

The five categories of practices outlined in the process in the process practice framework are:&#10;A) Define&#10;B) Enhance&#10;C) Debate&#10;D) Deliberate&#10;E) Shape&#10;F) Activate

Accepted Answer

The answer of The five categories of practices outlined in...

Question 8

According to Sull et al. (2015), several key issues prevailing across organizational strategy work that limit the possibilities of strategic success and impact include:&#10;A) An emphasis on installing top-down 'alignment' of strategy rather than lateral coordination and agreement&#10;B) Investing time in one-way communication rather than building shared meaning and understanding of strategy&#10;C) Sharing strategy implementation across departments&#10;D) Having an emergent rather than an established definition of organizational strategy

Accepted Answer

Sull et al. (2015) argue that a focus on top-down alignment of strategy and one-way communication are key issues that limit strategic success. Instead, they suggest building shared meaning and understanding of strategy through lateral coordination and agreement. Option C is a solution rather than an issue, and option D is a matter of perspective rather than a specific problem.

Question 9

60%-90% of all strategies fail

Accepted Answer

According to various studies, the failure rate of strategies ranges from 60% to 90%.

Question 10

By doing a little, you can learn a lot that helps decision-making during strategizing

Accepted Answer

When you start doing something, you begin to discover things that you didn't know before. This knowledge can be valuable in decision-making during strategizing.

Deck 2: A Process-Practice Model of Strategy