strategic and innovation management exam, Prove d'esame di Strategia E Innovazione

Scarica strategic and innovation management exam e più Prove d'esame in PDF di Strategia E Innovazione solo su Docsity! Strategic Management and Innovation 1. According to the LLL (Linking, Leveraging, Learning) model: a) the starting point or international expansion for latecomers is not based on companies' own advantage but on the possibility to acquire, resources and capabilities externally; b) the starting point of international expansion for latecomer is based on companies' own advantage; c) the emerging market multinationals (EMM) adopt a slow enter strategy based on export. 2. In Blue Ocean strategic framework (value curve): a) the x-axis of the graph represents different dimensions of competition, and the y-axis represents the relative firm core competencies. b) the x-axis of the graph represents different dimensions of competition, and the y-axis represents the relative level of the offering; c) the x-axis of the graph represents the market share, and the y-axis represents different segments 6. According to Abernathy and Clark transilience map (1985), structural innovation: a) maintain and enhance current competencies and current relationships; b) establishes new relationships and destroys both prior relationships and current competencies c) Destroys current competences and maintains/enhances current relationships 3. Second-generation incubators: a) integrate the offer of first-generation incubator with the offer of incubation services; b) provide shared workspaces and services; c) beget the birth and development of high-tech and innovative companies, generating value in technological innovation and research-based jobs. 4. In the "Triple helix framework" (Etzkowitz and Leydesdorff, 2000), the mode 2: a) involves a statist model of university—industry—government relations; b) consists of separate institutional spheres with strong borders dividing them and highly circumscribed relations among the spheres; c) generates a knowledge infrastructure in terms of overlapping the institutional spheres, with each taking the role of the other and with hybrid organizations emerging at the interfaces. 5. The knowledge economic properties are: a) Rivalry, cumulative, excludability. b) Non-rivalry, cumulative, excludability. c) Non-rivalry, cumulative, non-excludability. 6. The resource-based view (RBV) defines the strategic properties of core competencies as the following a) durable; imperfect imitability; imperfect transferability; rare; b) resilience; imperfect imitability; cost leadership: differentiation leadership; c) double loop learning; resilience; imperfect imitability; imperfect transferability. 7. According to H. Mintzberg, emergent strategy is a part of: a) International strategy b) deliberate strategy c) implemented strategy. decreases its value to all other participants on the other side; c) means that a platform cannot attract app developers unless it has a large base of end-users, and a large base of users is unlikely to join unless a platform has a large variety of apps available that end- users perceive as valuable. 21. With reference to open innovation, the inside-out process is defined as: a) the creation of alliances and partnerships with other companies by combining external-in with the internal-out process with a collaborative approach; b) Gaining profits by placing ideas on the market, selling intellectual property in the knowledge licensing out the market, deploying existing technology by outsourcing ideas and know-how; c) Enriching internal knowledge by integrating information from suppliers, customers and external resources through licensing in operations in the knowledge markets. 22. Advanced R&D projects: a) are characterized by derivative enhancements and incremental process change; b) are characterized by additions to product families and single department upgrades; c) are characterized by new core products and new core processes, 23. The allowable cost (ac) is defined as follows: a) ac = price - variable costs; b) ac = variable costs + fixed costs; c) ac = price – profit 24. Structural ambidextrous: a) is based on an individual meta-level capacity, by virtue of which the simultaneous, pursuit of exploration and exploitation at the level of the individual is carried out; b) provides for separate business units of two different types: on the one hand those "exploratory", on the other those that deal with the exploitation of existing opportunities: c) involves a sequential approach, modifying and adapting structures progressively over time. 25. In the “heavyweight” teams: a) Members report to functional manager; Temporary, and members may spend less than 10% of their time on project; Typically, no project manager or dedicated liaison personnel; Little opportunity for cross-functional integration. b) Members are collocated with project manager; Project Manager is typically senior and has significant authority to command resources and evaluate members; Often still temporary, but core team members often dedicated full-time to project. c) Project manager is typically very senior manager; Project manager is given full control over resources contributed from functional departments and has exclusive authority over evaluation and reward of members; Autonomous teams may have own policies, procedures and reward systems that may be different from rest of firm