Core competencies and competitive capabilities are usually

Core competencies and competitive capabilities are usually

observed to stem from collaborative efforts with strategic allies.

built rapidly, usually in conjunction with important product innovations.

lodged in the narrow skills and specialized work efforts of a single department, as opposed to the combined expertise and capabilities of specialists scattered across several departments.

found to result in competitive advantage when they involve highly specific technologies and are grounded in a company's own deep technical expertise.

bundles of skills and know$-$how that most often grow out of the collaborative efforts of cross$-$functional work groups and departments performing complementary activities at different locations in a firm's value chain.

Question at position $5$

$5$

$2\mathrm{.}5$ points

Question at position $5$

To build a total quality culture and achieve full value from the use of TQM or Six Sigma initiatives, managers can take such action steps as

To build a total quality culture and achieve full value from the use of TQM or Six Sigma initiatives, managers can take such action steps as

dismissing employees that do not want to be part of an ambidextrous organization.

requiring all employees to attend Six Sigma training programs and achieve "black belt" status.

using online systems to discover and disseminate any unethical actions by employees.

instituting greater centralization of decision making to help enforce strict compliance with quality control policies and procedures.

encouraging quality$-$supportive behaviors on the part of employees, while empowering employees to make changes to improve quality.