1. Most strategists believe that an organization’s well being depends on evaluation of the strategic-management process.
(t; easy; p. 298)
2. Adequate, timely feedback is important to effective strategy evaluation.
(t; easy; p. 298)
3. Too much emphasis on evaluating strategies may be expensive and counterproductive.
(t; medium; p. 298)
4. Strategy evaluation should have a long-run focus and avoid a short-run focus.
(f; medium; p. 299)
5. According to Richard Rumelt, consonance and consistency are based on a firm’s external assessment.
(f; medium; p. 299)
6. According to Rumelt, consistency and feasibility are largely based on a firm’s internal assessment.
(t; medium; p. 299)
7. Consistency, distinctiveness, advantage and feasibility are Richard Rumelt’s four criteria for evaluating a strategy.
(f; medium; p. 299)
8. Strategy evaluation is becoming increasingly easier with the passage of time, given the technological advances.
(f; difficult; p. 300; AACSB: Reflective thinking skills)
9. The decreasing time span for which planning can be done with any degree of certainty is a reason strategy evaluation is more difficult today.
(t; medium; p. 300; AACSB: Reflective thinking skills)
10. Strategies may be inconsistent if policy problems and issues continue to be brought to the top for resolution.
(t; easy; p. 300)
11. Competitive advantages normally are the result of superiority in one of three areas: feasibility, consistency, or consonance.
(f; medium; p. 300; AACSB: Reflective thinking skills)
12. Regardless of the size of the organization, a certain amount of management by wandering around at all levels is essential to effective strategy evaluation.
(t; medium; p. 301)
13. Because large companies have more at stake, it is more important for large organizations to conduct strategy evaluation than small companies.
(f; easy; p. 301)
14. The end of the fiscal year is the best time to do strategy evaluation.
(f; medium; p. 301; AACSB: Reflective thinking skills