Typically a common corporate identity and well

This preview shows page 2 - 4 out of 8 pages.

We have textbook solutions for you!
The document you are viewing contains questions related to this textbook.
Global Strategy
The document you are viewing contains questions related to this textbook.
Chapter 11 / Exercise 1
Global Strategy
Peng
Expert Verified
11. Typically, a common corporate identity and well-established corporate systems means that there are few barriers to transferring best practices between business units within a company. [See pp.368-369] a. T *b. F
12. Sharing resources and activities between business units can often impose costs which exceed the value of the synergies gained. [See pp.368-369]
13. The closer the linkages between the business units of a multibusiness corporation, the more involved corporate management must be in coordinating across the businesses. [See pp.368-369]
14. Multibusiness corporations with close linkages between their businesses tend to have smaller corporate headquarters than multibusiness corporations with more independent businesses. [See p.369]
15. “Restructuring” is a corporate strategy that involves acquiring companies then intervening to cut costs, divest assets, revise competitive strategies, and adjust financial structure. [See pp.370-371] *a. T b. F
©2016 Robert M. Grant 14-2
We have textbook solutions for you!
The document you are viewing contains questions related to this textbook.
Global Strategy
The document you are viewing contains questions related to this textbook.
Chapter 11 / Exercise 1
Global Strategy
Peng
Expert Verified
16. The strategic planning systems of multibusiness corporations have been criticized for the fact that they do not make strategy. [See p.373]
17. Most multibusiness companies have a dual planning process: strategic planning focuses on the short and medium term, financial planning on the medium to long term [See p.374]
18. A key challenge for the strategic planning systems of large corporations is reconciling top-down strategic leadership with bottom-up strategy initiatives. [See pp.372-373]
19. The mechanisms through which the corporate headquarters exercises control over individual businesses can be classified into “input control” and “output control.” Performance management systems represent a form of “input control.” [See p.374-375] a. T *b. F
20. If corporate management focuses heavily upon enforcing financial performance targets on its individual businesses, this increases the need for corporate management to guide the strategic plans of the individual businesses. [See pp.374-375]
21. Jack Welch’s approach to corporate management at General Electric incorporated the principle that sustaining a high level of internal stress within the organization counteracted complacency and increased responsiveness to external change. [See p. 377]
22. A strategic inflection point is a point where major changes in a firm’s competitive environment require a complete change of strategy [See p.381]

  • Left Quote Icon

    Student Picture

  • Left Quote Icon

    Student Picture

  • Left Quote Icon

    Student Picture