Show Cooperative Strategy:
b. collusive c. business-level d. cooperative e. operational 2. Two or more firms cooperate to raise prices above the fully competitive level in a _______ strategy. a. cooperative b. relational c. collusive d. hypercompetition e. collaborative 3. A competitive advantage developed through a cooperative strategy is often called a. collaborative advantage. b. a joint venture. c. hypercompetition. d. strategic alliance. e. a franchise. 4. A(n) _______ is a strategic alliance in which two or more firms create a legally independent company to share some of their resources and capabilities to develop a competitive advantage. a. synergistic strategic alliance b. nonequity strategic alliance c. horizontal complementary alliance d. equity strategic alliance e. joint venture 5. An alliance in which two or more firms own different percentages of the company they have formed by combining some of their resources and capabilities to create a competitive advantage is called a(n) a. nonequity strategic alliance. b. vertical complementary alliance. c. joint venture. d. equity strategic alliance. e. diversifying strategic alliance. 6. Which of the following is an alliance in which two or more firms develop a contractual relationship to share some of their unique resources and capabilities to create a competitive advantage? a. Synergistic strategic alliance b. Vertical complementary alliance c. Nonequity strategic alliance d. Joint venture e. Merger 7. The relative informality and lower commitment levels characterizing _______ make them unsuitable for complex projects where success requires effective transfers of tacit knowledge between partners. a. mergers b. vertical complementary alliances c. synergistic strategic alliances d. equity strategic alliances e. nonequity strategic alliances 8. Firms in _______ often use strategic alliances to enter restricted markets or to establish franchises in new markets. a. developing countries b. slow-cycle markets c. fast-cycle markets d. standard-cycle markets e. economically declining countries 9. _______ tend to be unstable, unpredictable, and complex. a. Slow-cycle markets b. Fast-cycle markets c. Global markets d. Strong markets e. Standard-cycle markets 10. In _______, which are often large and oriented toward economies of scale, alliances are more likely to be made by partners with complementary resources and capabilities. a. fast-cycle markets b. standard-cycle markets c. developing countries d. slow-cycle markets 11. Business-level alliances in which firms share some of their resources and capabilities in complementary ways to develop competitive advantage are called a. joint ventures. b. integrating alliances. c. collaborative alliances. d. complementary strategic alliances. e. nonequity strategic alliances 12. In a _______, firms share their resources and capabilities from different stages of the value chain to create a competitive advantage. a. vertical complementary strategic alliance b. cross-border alliance c. horizontal complementary strategic alliance d. synergistic strategic alliance e. diversifying strategic alliance 13. Commonly, firms use which kind of alliance to focus on long-term product development and distribution opportunities? a. Network cooperative strategy b. Synergistic strategic alliances c. Diversifying strategic alliances d. Horizontal complementary strategic alliances e. Franchises 14. _______ are an often-illegal type of cooperative strategy, separate from strategic alliance, that is used to reduce competition. a. Collaborative strategies b. Collusive strategies c. Hypercompetition d. Vertical complementary strategic alliances e. Diversifying strategic alliances 15. Which of the following exists when firms directly negotiate production output and pricing agreements in order to reduce competition? a. Hypercompetition b. Collaboration c. Explicit collusion d. Mergers e. Tacit collusion 16. When several firms in an industry indirectly coordinate their production and pricing decisions by observing each other's competitive actions and responses, _______ exists. a. mutual forbearance b. tacit collusion c. network cooperative strategy d. explicit collusion e. synergistic strategic alliance 17. _______ is a form of tacit collusion in which firms avoid competitive attacks against those rivals they meet in multiple markets. a. Stable alliance b. Explicit collusion c. Integrated collusion d. Mutual forbearance e. Dynamic network 18. A corporate-level cooperative strategy in which firms share some of their resources and capabilities to diversify into new product or market areas is referred to as a(n) a. cross-border alliance. b. stable network alliance. c. equity strategic alliance. d. synergistic alliance. e. diversifying strategic alliance. 19. To create economies of scope, a(n) _______ is a corporate-level cooperative strategy in which firms share some of their resources and capabilities. a. cross-border alliance b. equity strategic alliance c. synergistic alliance d. vertical complementary alliance e. franchise 20. A contractual agreement between two legally independent companies whereby the franchiser grants the right to the franchisee to sell the franchiser's product or do business under its trademarks in a given location for a specified period of time is called a(n) a. franchise. b. joint venture. c. merger. d. strategic alliance. e. partnership. 21. To create competitive advantage, a(n) _______ is an international cooperative strategy in which firms with headquarters in different nations combine some of their resources and capabilities. a. international alliance b. multidomestic alliance c. cross-border alliance d. equity strategic alliance e. dynamic alliance 22. A cooperative strategy wherein several firms agree to form multiple partnerships to achieve shared objectives is called a(n) a. partnership alliance. b. hypercompetition. c. merger. d. joint venture. e. network cooperative strategy. 23. The set of partnerships that result from the use of a network cooperative strategy is called a(n) a. borderless network. b. alliance network. c. competitive cooperation. d. tacit collusion. e. explicit collusion. 24. Which of the following is formed in mature industries where demand is relatively constant and predictable? a. Dynamic alliance networks b. Collaborative alliances c. Hypercompetition d. Stable alliance networks 25. _______ are used in industries characterized by frequent product innovations and short product life cycles. a. Stable alliance networks b. Synergistic strategic alliances c. Diversifying strategic alliances d. Vertical complementary strategic alliances e. Dynamic alliance networks 26. _______ are primarily used to stimulate rapid, value-creating product innovations and subsequent successful market entries, demonstrating that their purpose is often exploration of new ideas. a. Dynamic alliance networks b. Cross-border alliances c. Stable alliance networks d. Nonequity strategic alliances e. Diversifying strategic alliances 27. Which of the following is not a risk of cooperative strategy? a. Investments made by one firm that are specific to the alliance that is not made by the other partner b. The discovery that a firm has misrepresented the competencies it can bring to the partnership c. Stakeholders of one firm are supported more than the stakeholders of the other partners d. A firm won't actually make the resources and capabilities that it committed to the cooperative strategy available to its partners 28. The goal of the _______ approach is to minimize the cooperative strategy's cost and to prevent opportunistic behavior by a partner. a. opportunity maximization b. strategic alliance c. merger d. cost minimization e. networking 29. The focus of _______ is on maximizing a partnership's value-creation opportunities. a. collaborative alliances b. opportunity maximization c. joint ventures d. cost minimization e. cooperative alliances 30. A willingness to be vulnerable because of the expectations of positive behavior from the firm's alliance partner is called a. belief. b. loyalty. c. integrity. d. trust.
Is a strategy in which firms collaborate to achieve a shared objective?A cooperative strategy is a means by which firms collaborate to achieve a shared objective. A corporate-level cooperative strategy is a strategy through which a firm collaborates with one or more companies to expand its operations.
What is the definition of cooperative strategy and why is this strategy important to firms?A cooperative strategy (or cooperation strategy) concerns an attempt by an organization to cooperate with other firms in the achievement of its objectives. The cooperation may serve to reduce costs, sure up supply chains, reduce competition, add resources/knowledge/skillsets, and create other synergies.
Why firms use cooperative strategies?A cooperative strategy can offer significant advantages for companies that are lacking in particular competencies, knowledge or resources, enabling them to secure these through links to other companies possessing complementary skills or assets.
What is opportunity maximization approach?The opportunity-maximization approach focuses on a partnership's value-creation opportunities. In this case, partners are prepared to take advantage of unexpected opportunities to learn from each other and to explore additional marketplace possibilities.
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A strategy in which firms collaborate to achieve a shared objective is known as:
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