Deck 10: Strategy Practice

Question 1

The study of the organizational work done by people when engaged in strategizing is known as the ______ approach.

A) narrative
B) RBV
C) strategy as practice
D) process

Answer 1

C

Question 2

Which of the following are standard strategy practices?

A) PESTEL
B) SWOT
C) BCG matrix
D) all of these

Answer 2

D

Question 3

According to your textbook, which of the following is a way of viewing strategy as practice?

A) as a perspective
B) as potential
C) as persuasive
D) all of these

Answer 3

A

Question 4

According to your textbook, which of the following is a way of viewing strategy as practice?

A) as a picture
B) as property
C) as a phenomenon
D) as a pest

Question 5

According to your textbook, which of the following is a way of viewing strategy as practice?

A) as philosophy
B) as poetry
C) as purple
D) as philanthropic

Question 6

What does it mean to say that strategy practice is 'performative'?

A) It produces performance art from real-life stories.
B) It produces realities from theoretical knowledge.
C) It produces plays from analysis.
D) all of these

Question 7

Strategy as practice seeks to study strategy ______ and ______.

A) theoretically and practically
B) anthropologically and sociologically
C) empirically and a priori
D) universally and specifically

Question 8

In strategy as practice perspectives, what does rhetoric do?

A) describes
B) negates
C) conjectures
D) legitimates

Question 9

Strategy as practice is premised on the notion that strategy analysis must take ______ seriously.

A) analytic models
B) strategic planning
C) emergent strategy
D) social practices

Question 10

Flyvbjerg (1998, 2002) demonstrated how different agencies and authorities in the Danish city of Aalborg sought to ______ their particular versions of rationality as the strategy to be followed.

A) rationalize
B) romanticize
C) repair
D) rusticate

Question 11

According to Samra-Fredericks, which of the following is a crucial aspect of strategic communication?

A) information
B) intelligibility
C) intentionality
D) instinct

Question 12

According to Samra-Fredericks, which of the following is NOT a factor defining interpersonal competence as a strategist?

A) analytic skill
B) speaking forms of knowledge
C) questioning and querying
D) deploying metaphors

Question 13

Strategy talk seeks to create ______, such as this is the competitive threat; these are the strategic opportunities; these are the desired innovations.

A) slogans
B) signposts
C) subjective stressors
D) objective facts

Question 14

Nancy Duarte shows how stories that succeed are ones that use rhythm and repetition to contrast ______.

A) rhetoric with reality
B) the status quo with the future
C) the mundane with the extraordinary
D) belief with rationality

Question 15

What is the narrative structure described by Campbell (1988) which is often found in biographical accounts of CEOs?

A) ballad
B) heroic
C) poetic
D) psychoanalytic

Question 16

Kaplan analysed which mundane aspect of strategy work?

A) models
B) meetings
C) PowerPoints
D) audiences

Question 17

What does Kaplan term the situation where a strategy is designed as a PowerPoint presentation?

A) rational strategy
B) cartographic strategy
C) simple strategy
D) stupid strategy

Question 18

A strategy tool that allows communication across the boundaries of organizations, between different divisions, disciplines and departments is termed a ______.

A) transfer object
B) boundary object
C) communication device
D) none of these

Question 19

Strategy as practice research has shown that strategy tends to be marked by unreflective acceptance of ______.

A) unconscious assumptions and beliefs
B) explicit beliefs
C) hard data
D) theoretical models

Question 20

According to Spee and Jarzabkowski, strategy tools work in practice both ______.

A) ideationally and pragmatically
B) instrumentally and symbolically
C) instrumentally and ideationally
D) pragmatically and theoretically

Question 21

Highly legitimated sensemaking forms an institutional ______.

A) value
B) structure
C) prison
D) logic

Question 22

Why might for-profit organizations be easier to manage than not-for-profit organizations?

A) They are more homogenous
B) They are less socially responsible
C) They have one dominating logic
D) all of these

Question 23

Consultants can introduce new ______ into practice.

A) conversations
B) tools
C) rituals
D) all of these

Question 24

Consultants offer which of the following functions for strategists?

A) organizational therapy
B) organizational retooling
C) organizational surgery
D) all of these

Question 25

Who is a prominent proponent of scenario planning?

A) Oliver Freeman
B) Carl Perkins
C) Gene Vincent
D) Vince Taylor

Question 26

According to Mantere, strategic champions ______.

A) influence strategic issues beyond their immediate operational responsibilities
B) are usually top managers
C) tend to come from consultancy firms
D) all of these

Question 27

Adaptive strategies lead to some form of ______.

A) closure
B) improvisation
C) sensemaking
D) sensegiving

Question 28

Recursive strategies ______ the status quo.

A) threaten
B) change
C) rattle
D) none of these

Question 29

According to Mantere, recursive approaches to strategy tend to emphasize ______.

A) rational planning
B) stories
C) metaphors
D) all of these

Question 30

Carroll, Levy and Richmond identified seven areas of self-insight into leadership practice: ______, process, consciousness, awareness, ______, everydayness and identity.

A) habits/control
B) language/human resources
C) errors/problems
D) values/emotions

Question 31

Transformational leaders are generally thought to need to be ______.

A) pedants
B) charismatic
C) transactional
D) all of these

Question 32

Celebrity CEOs work on the ______ dimension of power in Lukes' theory of power.

A) 1st
B) 2nd
C) 3rd
D) 4th

Question 33

Celebrity is a key ______ for a firm.

A) handicap
B) problem
C) tangible benefit
D) intangible asset

Question 34

When the celebrity CEO dies, retires or is discredited, the problem of ______ arises.

A) finding an equally charismatic successor
B) persuading investors not to leave
C) routinizing charisma
D) winding up the organization

Question 35

According to Khurana, the public profile of the CEO as celebrity encourages:

A) investment decisions
B) employee motivation
C) stock price movements
D) all of these