According to Danny Miller, Russell Eisenstat and Nathaniel Foote (‘Strategy from the inside out: Building capability-creating organizations’, 2002, in De Wit & Meyer, 2010, Reading 5.2), which of the following hypotheses are true or false:
I Asymmetries are the same as resources but not as core capabilities. II A continual and intimate connection with the market environment is vital, according to the inside-out approach
Both hypotheses are true
Hypothesis I is true, hypothesis II is false
Hypothesis I is false, hypothesis II is true
Both hypotheses are false.
According to Miller, Eisenstat and Foote (‘Strategy from the inside out: Building capability-creating organizations’, 2002, in De Wit & Meyer, 2010, Reading 5.2), the following could be learnt from the Citigroup and Shana cases:
Competitive advantage comes, not from imitation, but from identifying asymmetries and building capabilities
Competitive advantage comes, not from building capabilities, but from positioning into industries
Competitive advantage comes, not from positioning into industries, but from ‘selecting’ the right generic strategy
In real business life there is no such thing as competitive advantage.
According to Miller, Eisenstat and Foote (‘Strategy from the inside out: Building capability-creating organizations’, 2002, in De Wit & Meyer, 2010, Reading 5.2), which of the following is NOT an advantage of capability configurations?
Configurations stimulate focus within corporations
Configurations embody virtuous cycles that enhance capabilities
Configurations develop powerful complementarities around core capabilities
Configurations organize capabilities into socially complex systems.
Which side of the tension described by De Wit & Meyer (2010) is propagated in the article of Miller, Eisenstat and Foote (‘Strategy from the inside out: Building capability-creating organizations’, 2002, in De Wit & Meyer, 2010, Reading 5.2)?
Markets over resources
Resources over markets
Capabilities over markets
Synergy over responsiveness.
According to Miller, Eisenstat and Foote (‘Strategy from the inside out: Building capability-creating organizations’, 2002, in De Wit & Meyer, 2010, Reading 5.2), the discovery by Citigroup of its unrivaled geographic presence is characterized as:
Inside search
Outside search
Building molehills
A combination of all three imperatives.
Different parts of the firm bring to bear different perspectives in building capabilities and dealing with tradeoffs. According to Miller, Eisenstat and Foote (‘Strategy from the inside out: Building capability-creating organizations’, 2002, in De Wit & Meyer, 2010, Reading 5.2), what is the best focus area for companies, in order to deal with this problem?