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| 1 | |
________ is known as the difference between a firm's market value and its book value, or a measure of the firm's intangible assets. |
| | A) | Human capital |
| | B) | Personal capital |
| | C) | Intellectual capital |
| | D) | Social capital |
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| 2 | |
Engineering drawings, software code, and patents are examples of tacit knowledge. |
| | A) | True |
| | B) | False |
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| 3 | |
The task first relationship with fellow employees, in which personal emotions are checked at the door, is becoming less common. |
| | A) | True |
| | B) | False |
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| 4 | |
Workforce __________ in multinational firms can lead to better decision-making and problem-solving in marketing efforts. |
| | A) | role playing |
| | B) | diversity |
| | C) | brainstorming |
| | D) | social network analysis |
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| 5 | |
When leaving a job, desirable knowledge employees are following their personal networks to the next employment opportunity. |
| | A) | True |
| | B) | False |
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| 6 | |
Sales and engineering departments are a classic example of two groups whose members traditionally interact with their peers rather than across groups. This is best described as ________ in social network analysis. |
| | A) | a bridging relationship |
| | B) | a structural hole |
| | C) | closure |
| | D) | free riding |
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| 7 | |
Which of the following is NOT one of the three levers that can be applied to overcome barriers to effective collaboration? |
| | A) | the unification lever |
| | B) | the people lever |
| | C) | the innovation lever |
| | D) | the network lever |
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| 8 | |
Individuals who use the contacts they develop to pursue their own interests and agendas that may be inconsistent with the organization's objectives is one potential downside of __________. |
| | A) | virtual teams |
| | B) | networking |
| | C) | social capital |
| | D) | mentoring |
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| 9 | |
E-teams can be effective in generating social capital because the members generally have access to a wider range of social contacts than do those in face to face teams. |
| | A) | True |
| | B) | False |
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| 10 | |
The capacity of a firm to build and protect a competitive advantage that rests on knowledge, assets, competencies, complementary assets, and technologies is the basis of the __________ of the firm. |
| | A) | social networks |
| | B) | dynamic capabilities |
| | C) | bridging relationships |
| | D) | reward structure |
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