David TIF Ch09 2 
CHAPTER 9
Strategy Review, Evaluation and Control
True/False
The Nature of Strategy Evaluation
1. Most strategists believe that an organization’s well being depends on evaluation of the strategic-management process.
Ans: T Page: 337
2. Adequate, timely feedback is important to effective strategy evaluation.
Ans: T Page: 337
3. Too much emphasis on evaluating strategies may be expensive and counterproductive.
Ans: T Page: 337
4. Strategy evaluation should have a long-run focus and avoid a short-run focus.
Ans: F Page: 327
5. According to Richard Rumelt, consonance and consistency are based on a firm’s external assessment.
Ans: F Page: 337
6. According to Rumelt, consistency and feasibility are largely based on a firm’s internal assessment.
Ans: T Page: 337
7. Consistency, distinctiveness, advantage and feasibility are Richard Rumelt’s four criteria for evaluating a strategy.
Ans: F Page: 337
8. Strategy evaluation is becoming increasingly easier with the passage of time, given the technological advances.
Ans: F Page: 337
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.
Ans: T Page: 337
10. Strategies may be inconsistent if policy problems and issues continue to be brought to the top for resolution.
Ans: T Page: 338
11. Competitive advantages normally are the result of superiority in one of three areas: feasibility, consistency, or consonance.
Ans: F Page: 338
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.
Ans: T Page: 339
13. Because large companies have more at stake, it is more important for large organizations to conduct strategy evaluation than small companies.
Ans: F Page: 339
14. The end of the fiscal year is the best time to do strategy evaluation.
Ans: F Page: 339
A Strategy-Evaluation Framework
Strategy Review, Evaluation and Control
True/False
The Nature of Strategy Evaluation
1. Most strategists believe that an organization’s well being depends on evaluation of the strategic-management process.
Ans: T Page: 337
2. Adequate, timely feedback is important to effective strategy evaluation.
Ans: T Page: 337
3. Too much emphasis on evaluating strategies may be expensive and counterproductive.
Ans: T Page: 337
4. Strategy evaluation should have a long-run focus and avoid a short-run focus.
Ans: F Page: 327
5. According to Richard Rumelt, consonance and consistency are based on a firm’s external assessment.
Ans: F Page: 337
6. According to Rumelt, consistency and feasibility are largely based on a firm’s internal assessment.
Ans: T Page: 337
7. Consistency, distinctiveness, advantage and feasibility are Richard Rumelt’s four criteria for evaluating a strategy.
Ans: F Page: 337
8. Strategy evaluation is becoming increasingly easier with the passage of time, given the technological advances.
Ans: F Page: 337
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.
Ans: T Page: 337
10. Strategies may be inconsistent if policy problems and issues continue to be brought to the top for resolution.
Ans: T Page: 338
11. Competitive advantages normally are the result of superiority in one of three areas: feasibility, consistency, or consonance.
Ans: F Page: 338
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.
Ans: T Page: 339
13. Because large companies have more at stake, it is more important for large organizations to conduct strategy evaluation than small companies.
Ans: F Page: 339
14. The end of the fiscal year is the best time to do strategy evaluation.
Ans: F Page: 339
A Strategy-Evaluation Framework