Question 1

Describe how it is possible for organisations to achieve a sustainable competitive advantage through their IORs.

Accepted Answer

Organizations can achieve a sustainable competitive advantage through their IORs (Intangible Organizational Resources) by focusing on building and leveraging their unique capabilities, knowledge, and relationships.

Firstly, organizations can invest in developing their human capital by providing training and development opportunities for their employees. This can lead to a more skilled and knowledgeable workforce, which can give the organization a competitive edge in the market.

Secondly, organizations can also focus on building strong relationships with their stakeholders, including customers, suppliers, and partners. By nurturing these relationships, organizations can create a network of support and collaboration that can be difficult for competitors to replicate.

Additionally, organizations can invest in developing their intellectual property, such as patents, trademarks, and proprietary technology. This can provide a unique advantage in the market and create barriers to entry for competitors.

Furthermore, organizations can also focus on building a strong organizational culture and values that align with their strategic goals. This can create a cohesive and motivated workforce that is committed to the organization's success.

Overall, by investing in and leveraging their IORs, organizations can create a sustainable competitive advantage that is difficult for competitors to imitate, leading to long-term success in the market.

Question 2

Which of the following is likely to be a precipitating event to a relationship dissolution?

Accepted Answer

A corruption scandal is a major event that can damage trust and lead to the dissolution of a relationship.

Question 3

Which if these does NOT increase the likelihood of interorganisational cooperation?

Accepted Answer

Geographic proximity and low complexity of joint action are both factors that increase the likelihood of interorganisational cooperation. Socialisation and shared interest in achieving a common goal are also important factors. Therefore, the option that does not increase the likelihood is D, which combines low geographic proximity with low complexity of joint action.

Question 4

The cohesion of a network refers to:

Accepted Answer

The answer of The cohesion of a network refers to:
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Question 5

A node that is located on the outer parts of the network is:

Accepted Answer

A peripheral actor is a node that is located on the outer parts of the network, meaning it has fewer connections than other nodes in the network. It is not completely isolated like an isolate, but it is not a highly connected hub like a star. Therefore, the best choice is B, peripheral actor.

Question 6

In social network analysis, centrality is usually associated with being a position of:

Accepted Answer

Centrality in social network analysis is associated with power, as it refers to the degree to which an individual or node is located within the network's core, thereby having greater access to information, resources, and communication flow than other network members.

Question 7

Which of the following represents the highest level of integration between two organisations?

Accepted Answer

Merger/acquisition represents the highest level of integration between two organizations as it involves the complete consolidation of two companies into a single entity, where their operations, management, and ownership are combined. Strategic alliances, joint ventures, and exchange are all forms of collaboration between two or more organizations but do not result in the same level of integration as a merger/acquisition.

Question 8

The cost of negotiating, developing and managing an inter-organisational relationship are

Accepted Answer

The cost of negotiating, developing and managing an inter-organisational relationship is referred to as transaction costs. These costs include a wide range of expenses, such as legal fees, due diligence costs, coordination costs, and communication costs. They arise from the need to align goals and coordinate actions across organisational boundaries. Therefore, option B is the best choice.

Question 9

Interlocking directorates enable:

Accepted Answer

Interlocking directorates allow for greater cohesion among companies, as their boards of directors share members. This also facilitates greater communication and knowledge exchange between companies, leading to opportunities for coordinated action. Therefore, all of the above options are correct.

Question 10

When two organisations are connected because one person is a director of both organisations, this is called:

Accepted Answer

When one person serves as a director on the boards of two or more companies, it is known as an interlocking directorate. This can create potential conflicts of interest and raise antitrust concerns, as the same individual holds decision-making power in multiple organizations. A partnership involves a formal agreement between two or more parties to jointly carry out a business venture, while a joint venture is a similar arrangement for a specific project or period of time. A network refers to a group of interconnected individuals or organizations.

Question 11

Goal incongruence will lead to conflict between organisations in an IOR.

Accepted Answer

Goal incongruence refers to situations where the goals of different organizations in an IOR are in conflict with each other. This can lead to competition, tension, and potential conflict between the organizations.

Question 12

High levels of formalisation characterise the best IORs, with informal communication kept to an absolute minimum.

Accepted Answer

While high levels of formalisation are important in IORs, it is also important to have some level of informal communication in order to build and maintain relationships with stakeholders. Strictly limiting all informal communication can hinder effective communication and collaboration.

Question 13

Inter-organisational relationships increase an organisation's level of autonomy.

Accepted Answer

Inter-organisational relationships often involve coordination and collaboration with other organisations, which can lead to shared decision-making and thus reduce an individual organisation's level of autonomy.

Question 14

Why do organisations establish IORs?

Accepted Answer

The answer of Why do organisations establish IORs?...

Quiz 7: Inter-Organisational Relationships Is Sport Development Geoff Dickson, Emma Sherry