Question 1

There is a growing trend to:

Accepted Answer

Many employers are realizing that technical skills can be taught, but a positive attitude, work ethic, and cultural fit cannot. Therefore, they are looking for candidates who embody these qualities and are willing to invest in training them for any necessary skills. This approach also allows for more diversity in the workplace and the potential to develop employees for long-term growth within the company.

Question 2

McDonalds can illustrate the concept of:

Accepted Answer

McDonald's is a prime example of routinization, as their processes and standardization are critical to maintaining consistency and efficiency in their operations.

Question 3

If employees are a firm's most valuable assets, how can organizations keep them?

Accepted Answer

Members of an organization are critical assets because they are the only "living intelligence gifted" entity within the organization.
Their skills, experience, motivation and involvement are precious assets of the firm, because they collectively and individually make a strong difference in organizational performance.
Human resources are the only assets that can leave the organization. Employees offer their services within the framework of a contract.
Firms use several levers to keep these resources within the organization. The basic idea is to satisfy these employees by creating strong incentives for them to stay. These incentives can be monetary, with many different types of bonuses and package components, or non monetary, such as job satisfaction through autonomy, promotion, or a very interesting job. The organizational culture appears to be a tool to create a pleasant work environment and positive work relations.
This topic has been extensively studied in HR management and in the organizational behavior field. Contingency is key: different employees require different techniques because their personality, their expectations, their potential, and their skills are completely different.

Question 4

Are "Human resources" really resources?

Accepted Answer

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Question 5

Does the expertise and knowledge that top managers have acquired in previous professional experiences matter if their current firm lacks the required resources and competencies?

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Question 6

What are the determinants of the potential for resources and capabilities to generate profits?

Accepted Answer

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Question 7

How are industry attractiveness and competitive advantage, on the one hand, related to Ricardian and monopoly rents, on the other?

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Question 8

Is it possible in large organizations that top managers do not have full knowledge of their firm's competencies?

Accepted Answer

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Question 9

Honda, Canon, and 3M Corporation are illustrations of:

Accepted Answer

The examples of Honda, Canon, and 3M Corporation suggest that these firms have nurtured and leveraged some technological core competencies. They have focused on building their capabilities and resources, which have enabled them to stay competitive and profitable in the long run. These firms have invested heavily in R&D, innovation, and employee training, which has helped them develop unique and valuable technological capabilities that are difficult for their competitors to imitate. Hence, these firms have a strong competitive advantage in their respective markets.

Question 10

Organizational culture:

Accepted Answer

Organizational culture consists of a complex set of values, norms, traditions, assumptions, and behaviors that are shared by members of an organization and that influence their attitudes and actions. It encompasses a wide range of factors, including the organization's mission and goals, its management practices, its communication patterns, and its relationships with stakeholders both inside and outside the organization. It is not just about senior managers' beliefs and vision, or employees' psychological attributes, although these can be a part of it.

Question 11

What does managerial action at Walt Disney in the mid-1980s illustrate?

Accepted Answer

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Question 12

Human resources are included as part of a firm's strategic resources because:

Accepted Answer

Human resources can bring value to a firm by contributing their skills, knowledge, and ability to create a competitive advantage. They can be trained, developed, and motivated to increase their productivity and creativity, which can lead to higher innovation and profitability for the company. Therefore, they are considered strategic resources that can help the firm achieve its goals and objectives. The idea of "owning" employees (choice A) is not applicable since employees are not objects to be owned. The same applies to choice B. Choice D is not a valid reason to include human resources as part of a firm's strategic resources.

Question 13

Why do different names exist related to the central notion of competence, such as capability, distinctive competence, core competence, dynamic capability, etc?

Accepted Answer

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Question 14

Firms such as Philip Morris, Coca-cola, Harley Davidson, Johnson & Johnson, Google, UPS, and 3M are firms that:

Accepted Answer

The firms listed are all examples of firms that have significant intangible resources, such as strong brands and reputations, which contribute to their success in the market.

Question 15

What are the strengths and weaknesses of the practical guide to put resources and capability analysis to work?

Accepted Answer

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Question 16

Nowadays, many firms are devoting a lot of effort to manage their human resources, especially through:

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Question 17

In 2003, the stakeholders of Gucci and Pinault Printemps Redoute learned that:

Accepted Answer

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Question 18

Distinctive competences are:

Accepted Answer

Distinctive competences refer to those things which an organisation does particularly well relative to competitors. These may not be fundamental to a firm's performance, unlike core competences, which are essential for a firm's success. Therefore, option D is the correct choice. Option A is incorrect because organizational capabilities and distinctive competences may not always be the same thing. Option B is incorrect because distinctive competences may not necessarily be easy to identify. Option C is incorrect because distinctive competences and core competences are not the same.

Question 19

When are resources and competencies valuable for a firm?

Accepted Answer

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Question 20

From a capability standpoint, 2001 was a disastrous year for Mariah Carey's because:

Accepted Answer

Mariah Carey faced criticism for straying from her musical strengths, which affected her career negatively in 2001.

Quiz 5: Analyzing Resources and Capabilities