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Critics suggest that the resource-based view should eliminate dynamic capabilities

Critics suggest that the resource-based view should eliminate dynamic capabilities.

a.  Trueb. False

12.Tightly bundled resources/capabilities may be a disadvantage in high velocity environments.

a. Trueb. False

13.How a firm performs different value-adding activities relative to rivals determines the scope of a firm.

a. Trueb. False

14.A SWOT analysis engages managers to ascertain a firm’s strengths and weaknesses on an activity-by-activity basis.

a. Trueb. False

15.On any given activity, one of the four choices for managers in terms of modes and locations includes inshoring.

a. Trueb. False

16.The Closing Case describes the admiration on the part of firms in developed nations for companies from emerging economies who copy products and processes from companies in developed nations.

a. Trueb. False

17.IBM is an example of how capabilities may cease to add value and instead become core rigidities.

a. Trueb. False

18.The chapter indicates that Toyota is an example of causal ambiguity.

a. Trueb. False

19.Many multinationals consist of many people scattered in many different countries. As a result, their invisible relationships do not add value.

a. Trueb. False

20.Resource-based theorists readily admit that “the source of sustainable competitive advantage is likely to be found in different places at different points in time in different industries.”

a. Trueb. False

Feb 14 2020 View more View Less

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