Managing Strategic Alliances Neither | Full Test Bank Ch.11

CHAPTER 11: Managing Strategic Alliances: Neither Make Nor Buy but Ally

MULTIPLE CHOICE

1. Formal arrangements between two or more organizations for purposes of ongoing cooperation and mutual gain/risk sharing is referred to as ____.

PTS: 1

2. Larger alliances typically have more purchasing ____ because they can buy in larger volume.

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3. The first and most basic expected outcome of alliances refers to financial performance and addresses the issue of whether the alliance is primarily conceived for cost reduction or ____.

PTS: 1

4. Power enhancement and ____ are grouped together because one often has implications for the other.

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5. The physician–hospital relationships fall into three broad categories: noneconomic integration, economic integration, and ____ integration.

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6. Governance mechanisms of alliances include (1) joint ownership in which partners share control of some or all alliance assets, (2) contracts that specify rights and obligations of alliance partners, (3) ____ that rely on trust and goodwill, or (4) some combination of these.

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7. ____ and conflict-management systems are subsets of relational norms underlying the processes of exchange over time.

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8. A major difficulty that organizations face in addressing alliance problems is actually their inability to identify the ____ correctly.

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9. An example of an appropriate way to deal with an alliance problem is ____.

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10. To form a successful alliance, the members of the alliance need to be able to learn from their experience and to build additional ____ as needed.

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COMPLETION

1. Alliances vary in regard to ownership, control, size, governance, and nature of ____________________.

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2. A central issue to note in comparing mandated and voluntary alliances is the extent to which the former are characterized more by style than ____________________ and by instability than longevity.

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3. One way of classifying the intent of an alliance is the degree to which the alliance seeks to enhance outcomes such as innovation, organizational learning, and ___________________.

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4. The supplier–provider alliances are important for an industry where there has historically been much ____________________ between the two parties and little successful alliance formation in the past.

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5. Environmental threats, ___________________, and uncertainty lead organizations with similar ideologies and dependencies to seek out each other.

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6. The third stage of an alliance’s life cycle is that of ____________________ and growth.

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7. The fourth stage of development of alliances can be considered a critical ____________________.

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8. Alliance problems can be viewed as generally falling into the following categories: environmental problems, strategy problems, structure problems, and ___________________ problems.

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9. Many times a partner fails to take into adequate account the variety of partner types or partner ____________________ that exist.

PTS: 1

10. ____________________ on alliances in the past 20 years has produced useful results that can guide managerial action.

PTS: 1

MATCHING

Match each item with a statement below:

1. Constitutes joint ventures designed to develop new services

2. Altered the financial incentives of hospitals by using fixed, per-case payments and leaving physician incentives untouched

3. Constitutes vertically integrated arrangements in which the hospital acquires the physician’s practice

4. Perceives the gains of the alliance partner as implying a loss for them, even when really there is no such trade-off

5. Not particularly interested in the strategic aspirations of the other partner in the alliance relationship

6. Interested in maximizing the joint gains in the alliance relationship and recognizes that such maximization requires attention to what you need to achieve in the alliance

7. Brings together organizations seeking to contribute different resources

8. Interested in making sure that you receive just enough value from the alliance so that you will not exit

9. Brings together organizations seeking to contribute similar resources

10. Provides a platform to collaborate and thereby attract managed-care contracts