The VRIO framework can be used to identify: a) a firm's resources and external opportunities. b) the organizational structure of multinational firms. c) a firm's technical resources. d) a firm's core competencies

The VRIO framework can be used to identify:
a) a firm's resources and external opportunities.
b) the organizational structure of multinational firms.
c) a firm's technical resources.
d) a firm's core competencies
by

1 Answer

Answer :

a firm's core competencies
by

Related questions

As per the VRIO framework, organizational resources must be…. A. Valuable, Rare, In-imitable and Organized. B. Variable, Reusable, Important and OrganizedC. Volatile, Representative, Internal and Operational. D. None of these options is valid..

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Last Answer : Valuable, Rare, In-imitable and Organized.

As per the VRIO framework, organizational resources must be…. A. Valuable, Rare, In-imitable and Organized. B. Variable, Reusable, Important and Organized. C. Volatile, Representative, Internal and Operational. D. None of these options is valid

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Core Competencies are the skills and abilities by which Resources are deployed through a Firm’s activities and processes to enable the Company to ----------- : A. Survive B. Survive using approaches & techniques that others cannot imitate or acquire C. Achieve Competitive Advantage in ways others cannot imitate D. Achieve superior position

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Technology scanning refers to: a) strategies of multinational firms based on technologies. b) locating a firm's research centres in countries or regions where relevant cutting-edge research is pursuedc) a framework for strategic planning in the knowledge economy.d) the process of identifying technologies in the external business environment.

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Competitive view of strategy looks at_____________ ? A. Industry Analysis B. Competencies C. VRIO D. All the above

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Various Organizational routines & processes that determines how efficiently and effectively the Organization transforms it’s inputs into outputs is called: A. Strength B. Core Competencies C. Capabilities D. Customer Value

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Dynamic capabilities refer to: a) the firm's ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environmentsb) the link between subsidiary resource and multinational firm's competitive advantage in global markets. c) the firm's dynamic capability to find resources that are valuable, rare, difficult to imitate and can be exploited by the organization. d) the combination of individual technologies and production skills that underlie a company's multiple production lines and critically underpin the firm's competitive advantage.

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What is the purpose of the CAGE framework? a) The CAGE framework investigates to what extent home demand, home factor conditions and domestic rivalry are important to multinational firms. b) The CAGE framework analyses bilateral differences and commonalities between two countries. c) The CAGE framework is a broad framework to help managers understand the environment in which their business operates. d) The CAGE framework a checklist for forecasting political, economic, strategic or technological factors.

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The concept of core competencies was originally devised by: Select one: a. Michael E. Porter b. C. K. Prahalad and Gary Hamel c. John Dunning and John Child d. Jay B. Barney

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Why do alliances between a large Western multinational firm and an emerging economy firm often fail? a) The cultural gap between partners is too large. b) The partner objectives are very divergent. c) The company size of partners is very different. d) The organizational cultures of partners are different

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The Diamond Model assumes that: a) Multinational firms must develop global strategies based only on home demand conditions. b) Multinational firms must pay less attention to global consumers than domestic consumers. c) The national home base of a firm must be the biggest market for a multinational firm. d) The national home base of a firm plays a key role in shaping that firm's competitive advantage in global markets.

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Competitive advantage based on the creation of opportunities using internal resources is characterized by which approach/view? a) The positioning approach b) The outside-in approachc) The resource-based viewd) The knowledge-management approach

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------------- are the Resources, Skills and other advantages a Company enjoys relative to it’s competitors : A. Weaknesses B. Strengths C. Threats D. Opportunities

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The three major considerations in assessing opportunities and resources are environmental scanning, evaluating market opportunities, and A)competitive scanning. B)environmental analysis. C)understanding the firm's capabilities. D)opportunity search.

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