揽瓜阁训练营 第176天（含CR，RC和DI题目）

小白斩鸡

之前大家对揽瓜阁精读的反馈很好，就想着自己的时间开始把一些精读的文章根据JJ出题目～ 然后focus上线，IR需求 大家也大。就想着 把揽瓜阁的阅读 逻辑 IR 都放在这贴里打卡

每日的解析在揽瓜阁2024群更新

RC题源：揽瓜阁精读的文章+机经的题目
CR题源：本月中文JJ改编
IR题源： 往届鸡精改编

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阅读：写文章结构、笔记
逻辑：写逻辑链分析
IR：写做题思路和选项分析

【现在你的笔记越全，越能帮助你捋清思路，之后回顾总结。】
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1.CR
Scientists have discovered that a virus called S-virus has infected most of the broiler chickens. The infected chicken meat can be harmful to human health. Researchers have developed a harmless bacterium in the lab, which can effectively help the broilers resist S-virus infection when fed to them. Therefore, the researchers predict that if this harmless bacterium is widely used in the process of broiler breeding, the risk of consumers getting sick after eating chicken will be greatly reduced.
Which of the following, if true, would most weaken the researchers' prediction above?
(A) Not all chicken meat infected with the S-virus is harmful to human health.
(B) Even if consumers eat chicken that is not infected with the S-virus, they may still get sick for other reasons.
(C) Chicken meat infected with the S-virus may cross-contaminate other uninfected chicken meat during the sales process in supermarkets.
(D) Consumers can effectively eliminate the S-virus and reduce the risk of getting sick by thoroughly cooking the chicken.
(E) Not all broiler farms have the ability to use this harmless bacterium during the breeding process.

A certain type of banana has become the best-selling variety due to its superior taste and texture. When shipping bananas, it is most economical for farmers to transport only one type of banana per shipment. This is because bananas can be ripened together during the shipping process, ensuring they all reach maturity at the same time. If multiple varieties of bananas are shipped together, they will ripen at different rates, causing some bananas to spoil during transit. However, a specific virus has been known to infect this popular banana variety. If a shipment contains only this variety and becomes infected, the entire shipment of bananas will spoil.
Which of the following best represents the farmer's conclusion?
(A) Shipping multiple varieties of bananas together is more economical than shipping only one variety.
(B) The virus that infects the popular banana variety is not a significant threat to banana farmers.
(C) The economic benefits of shipping only one variety of banana outweigh the potential losses from a virus infection.
(D) If a virus infects a shipment containing only the popular banana variety, the resulting losses will exceed the economic benefits of shipping only one variety.
(E) Farmers should discontinue growing the popular banana variety due to the risk of virus infection during shipping.

CD



2.RC
Why are some firms more successful at introducing radical product innovations than others? Following Schumpeter (1942), many researchers have suggested that firm size is the key organizational predictor of radical product innovation. The authors provide an alternate view and argue that one key variable that differentiates firms with strong radical product innovation records from others is the firms' willingness to cannibalize their own investments. The authors identify three organizational factors that drive a firm's willingness to cannibalize. Results from a survey of three high-tech industries tend to support the alternate view that willingness to cannibalize is a more powerful driver of radical product innovation than firm size is. These results suggest a need to reconsider conventional wisdom on firm size, cannibalization, and organizational synergy.

cannibalize (verb) = (of a company) to reduce the sales of one of its products by introducing a similar new product

Much of the research on the causes of organizational innovation is rooted in Schumpeter’s (1942) seminal work. His notion of “creative destruction,” in which innovations destroy the market positions of firms committed to old technology, first drew attention to the powerful effects of radical innovation on the economy and the fortunes of individual firms. A key Schumpeterian hypothesis is that large firms innovate more “intensively” than small firms do (Scherer 1992, p. 1422). This hypothesis has been the subject of ex- tensive and continuing research (Cohen 1995). More than 100 research articles have studied the effects of size on innovation (Acs and Audretsch 1991). However, results of the research have been decidedly mixed (Scherer 1991).

Authors such as Galbraith (1952) and Ali (1994) build on Schumpeter's basic arguments and suggest that large firms have many advantages over small ones in their ability to produce radical innovations. They note that large firms enjoy economies of scale in research and development, can spread risks widely, and have greater access to financial resources. Other researchers argue that, as firms become large, they become more bureaucratic, slower to react, and less willing to take risks (e.g., Mitchell and Singh 1993). As a result, they are less likely to produce radical innovations than smaller firms that do not possess these handicaps. These two views are contradictory. In addition, some authors suggest that the relationship between innovative productivity and size is bell-shaped (e.g., Ettlie and Rubenstein 1987). Medium-sized firms are positioned best for radical product innovation, because unlike small firms they possess the critical mass for research but do not suffer from the bureaucratic inertia of large firms. Conversely, Pavitt (1990) argues for a U-shaped curve. He suggests that the "proportions of significant innovations made by both large and small firms have been increasing at the expense of the medium-sized firms in between" (p. 23). Perhaps medium-sized firms have the liabilities of large and small firms and few of their strengths.

Willingness to cannibalize is critical because firms that dominate markets often are reluctant to embrace or foster radical innovations in their markets. Their reluctance derives from the established base of specialized investments with which they serve such markets. Nevertheless, organizational forces can compensate for the negative effects of specialized investments on willingness to cannibalize. In particular, the presence of internal markets, influential product champions, and future market focus can overcome the reluctance to cannibalize and motivate radical product innovations. Thus, willingness to cannibalize mediates the relationship between these organizational factors and radical product innovation. Although marketing managers have little control over their firm’s size, they have considerable influence over these organizational factors (e.g., Kohli and Jaworski 1990; Menon, Bharadwaj, and Howell 1996). In Figure 1, we summarize these effects. The subsequent sections explain each of the concepts.

Although not every technological breakthrough becomes a radical product innovation, radical product innovations do have the potential to render existing products obsolete. Thus, a firm’s willingness to cannibalize is a vital factor that drives managerial support for radical innovation (e.g., Nault and Vandenbosch 1996).

1. The authors' argument about the relative importance of willingness to cannibalize and firm size for radical innovation suggests that:
(A) Both factors are equally important and firms should strive to optimize their size while cultivating a willingness to cannibalize.
(B) Willingness to cannibalize is the sole determinant of radical innovation, and firm size is essentially irrelevant.
(C) Firm size is the primary driver of radical innovation, and willingness to cannibalize is only a secondary factor.
(D) The two factors interact in complex ways, and the optimal balance between them varies depending on industry and market conditions.
(E) Willingness to cannibalize can overcome the limitations of firm size, making it a more reliable predictor of radical innovation.

2. The passage implies that a firm's reluctance to cannibalize its own investments is:
(A) A rational strategy for maximizing long-term profitability and market share.
(B) An irrational bias that undermines the firm's ability to innovate and adapt to changing market conditions.
(C) A necessary trade-off between short-term stability and long-term competitiveness.
(D) An inevitable consequence of the firm's size and organizational structure.
(E) A reflection of the firm's commitment to sustainable and socially responsible business practices.

3. The authors' discussion of the potential benefits and risks of cannibalizing existing products and investments suggests that:
(A) The benefits always outweigh the risks, and firms should actively seek out opportunities to cannibalize.
(B) The risks always outweigh the benefits, and firms should prioritize protecting their existing assets.
(C) The relative magnitude of benefits and risks depends on factors such as the firm's size, market position, and organizational culture.
(D) The benefits and risks are impossible to predict or quantify, making cannibalization a fundamentally irrational strategy.
(E) The benefits and risks are irrelevant, as the decision to cannibalize should be based solely on the intrinsic merits of the new product or technology.

4. Based on the passage, which of the following would be the most likely outcome of a firm adopting a strategy of actively seeking out and embracing opportunities to cannibalize its own products and investments?
(A) The firm would quickly lose market share and profitability as its existing products become obsolete.
(B) The firm would maintain a stable market position and financial performance, as the benefits and risks of cannibalization cancel each other out.
(C) The firm would experience a temporary decline in performance followed by a period of accelerated growth and innovation.
(D) The firm would become increasingly risk-averse and resistant to change, as the fear of further cannibalization takes hold.
(E) The firm would become a target for acquisition or takeover by competitors seeking to gain access to its innovative capabilities.

5. The authors' analysis of the factors that influence a firm's willingness to cannibalize its own investments suggests that:
(A) These factors are largely determined by forces outside the firm's control, such as market conditions and technological change.
(B) These factors are primarily a function of the firm's size and organizational structure, with larger firms being inherently more resistant to cannibalization.
(C) These factors are shaped by the decisions and actions of individual managers and employees within the firm.
(D) These factors are a reflection of the firm's overall strategic orientation and competitive positioning within its industry.
(E) These factors are constantly evolving and cannot be reliably predicted or controlled by the firm.

6. The passage suggests that a firm's willingness to cannibalize its own investments is:
(A) A static characteristic that remains constant over time and across different markets and products.
(B) A dynamic capability that can be developed and strengthened through deliberate organizational efforts.
(C) A random variable that is determined by chance and luck rather than strategic decision-making.
(D) A luxury that only large and well-established firms can afford to indulge in.
(E) A liability that exposes the firm to unnecessary risks and undermines its long-term competitiveness.

7. The passage implies that a firm's ability to produce radical innovations is:
(A) Entirely dependent on its willingness to cannibalize its own investments.
(B) Primarily a function of its size and scale, with larger firms having an inherent advantage.
(C) Largely determined by external factors such as market demand and technological progress.
(D) Influenced by a complex interplay of internal and external factors, including but not limited to willingness to cannibalize and firm size.
(E) Unrelated to its past performance or current market position, and is instead a matter of chance and serendipity.

8. The authors' critique of the conventional wisdom regarding firm size and innovation suggests that:
(A) This wisdom is based on a fundamental misunderstanding of the nature of innovation and should be rejected entirely.
(B) This wisdom is valid but incomplete, and should be supplemented with a consideration of other factors such as willingness to cannibalize.
(C) This wisdom is self-evident and does not require empirical validation or theoretical justification.
(D) This wisdom is applicable only to incremental innovations and not to radical innovations.
(E) This wisdom is a useful heuristic for managers but should not be relied upon as a definitive guide to strategic decision-making.

9. If a firm were to adopt the authors' perspective on the importance of willingness to cannibalize for radical innovation, which of the following would be the most appropriate course of action?
(A) Focusing exclusively on developing radical innovations while ignoring incremental improvements to existing products.
(B) Seeking to maximize short-term profitability by exploiting existing products and avoiding risky investments in new technologies.
(C) Attempting to optimize firm size through mergers, acquisitions, or divestitures, based on the assumed relationship between size and innovation.
(D) Cultivating a culture of experimentation and risk-taking, and empowering employees to pursue radical innovations even if they threaten existing products.
(E) Outsourcing innovation to external partners or acquiring smaller, more agile firms with a proven track record of radical innovation.

EBCCCBDBD



3.DI
Canada, the second-largest country in the world by total area, has long been a popular tourist destination, renowned for its vast landscapes, diverse ecosystems, and vibrant multicultural heritage. From the rugged coastlines of the Atlantic provinces to the towering peaks of the Rocky Mountains, Canada offers a wide array of natural wonders and outdoor adventures that attract millions of visitors each year. In recent years, the country's tourism industry has experienced significant growth, driven by a combination of factors including favorable exchange rates, increased international exposure, strategic investments in infrastructure and marketing, and a growing global interest in sustainable and experiential travel.

According to data from Destination Canada, the country's national tourism marketing organization, international arrivals to Canada reached a record high of 22.1 million in 2019, representing a 5.2% increase from the previous year and a staggering 25% increase from 2015. This growth has been fueled in part by the rise of emerging markets such as China and India, which have seen their outbound travel to Canada more than double over the past decade. In 2019, Chinese visitors to Canada surpassed 750,000, making China the second-largest source market for Canada's tourism industry after the United States. Other key source markets include the United Kingdom, France, Germany, Australia, and Mexico, which collectively account for over 60% of all international arrivals to Canada.

One of the primary drivers of Canada's tourism growth in recent years has been the development and promotion of its adventure tourism sector, which capitalizes on the country's abundant natural assets and growing consumer demand for authentic, immersive travel experiences. Canada is home to an astounding array of natural attractions, from the rugged coastlines and pristine forests of the Atlantic provinces to the vast prairies and badlands of the central regions to the soaring peaks and glaciers of the Rocky Mountains. The country boasts 48 national parks, 171 national historic sites, and countless provincial and territorial parks, which together cover an area of over 328,000 square kilometers and offer visitors unparalleled opportunities for outdoor recreation, wildlife viewing, and cultural exploration.

In Western Canada, the provinces of British Columbia and Alberta have emerged as global leaders in adventure tourism, thanks in large part to their stunning natural scenery, well-developed infrastructure, and thriving outdoor recreation industries. Banff National Park, located in the heart of the Canadian Rockies, is one of the most iconic and heavily visited national parks in the world, attracting over 4 million visitors annually. The park's soaring peaks, turquoise lakes, and abundant wildlife make it a mecca for hikers, skiers, photographers, and nature enthusiasts from around the globe. Other popular destinations in the region include Jasper National Park, Yoho National Park, and the Kootenay Rockies, which offer a wide range of outdoor activities such as mountaineering, whitewater rafting, mountain biking, and heli-skiing.

On the East Coast, the Atlantic provinces of Nova Scotia, New Brunswick, Prince Edward Island, and Newfoundland and Labrador have also seen significant growth in their adventure tourism sectors in recent years. The region's rugged coastlines, picturesque fishing villages, and rich cultural heritage make it a popular destination for travelers seeking authentic, off-the-beaten-path experiences. In Nova Scotia, the Cape Breton Highlands National Park attracts hikers, cyclists, and wildlife enthusiasts with its stunning coastal scenery and challenging trails, while the Bay of Fundy, home to the highest tides in the world, offers unique opportunities for kayaking, whale watching, and exploring the region's diverse marine ecosystems.

In Newfoundland and Labrador, the province's remote wilderness areas and unique cultural heritage have made it a rising star in the world of adventure tourism. The province's rugged coastline, dotted with charming fishing villages and historic lighthouses, offers visitors the opportunity to explore pristine wilderness areas and engage in activities such as sea kayaking, iceberg viewing, and wildlife watching. In recent years, the province has also invested heavily in its tourism infrastructure, including the development of a network of hiking and cycling trails that showcase its stunning natural beauty and rich cultural heritage.

Adventure tourism has become an increasingly important segment of Canada's tourism industry, accounting for an estimated 25% of all international arrivals and generating over $5.2 billion in revenue annually. According to a report by the Adventure Travel Trade Association (ATTA), the market value of adventure tourism in Canada has grown by over 50% in the past decade, outpacing the growth of the global adventure tourism industry as a whole. This growth has been driven in part by the increasing demand for sustainable and responsible travel experiences, as well as the growing popularity of experiential travel among millennials and younger generations.

However, the rapid growth of Canada's adventure tourism industry has also raised concerns about its environmental and social impacts, particularly in ecologically sensitive areas and indigenous communities. Many of the country's most popular wilderness destinations are located in remote and fragile ecosystems that are vulnerable to the effects of climate change, overuse, and pollution. The influx of tourists and the development of tourism infrastructure can put pressure on local resources, disrupt wildlife habitats, and contribute to the erosion of cultural heritage and traditional ways of life.

To address these challenges, the Canadian government and tourism industry have implemented a range of policies and initiatives aimed at promoting sustainable and responsible tourism practices. In 2019, the federal government launched the "Canadian Experiences Fund," a $58.5 million investment program designed to support the development of unique and authentic tourism experiences that showcase Canada's diverse natural and cultural heritage while prioritizing environmental sustainability, cultural preservation, and local economic development. The program has a particular focus on supporting indigenous tourism initiatives and rural communities, which often face unique challenges and opportunities in the tourism sector.

At the provincial and territorial level, governments and tourism organizations have also developed a range of sustainable tourism strategies and certification programs. For example, in British Columbia, the "Sustainable Tourism" program provides resources and support for tourism businesses to adopt environmentally and socially responsible practices, while the "Aboriginal Tourism Association of British Columbia" works to promote and develop indigenous tourism experiences that showcase the province's rich cultural heritage. Similar initiatives exist in other provinces and territories, such as the "Quebec Sustainable Tourism Standard" and the "Nunavut Tourism Strategy," which prioritize sustainable development, cultural preservation, and local economic benefits.

In addition to government-led initiatives, many tourism businesses and organizations in Canada have also embraced sustainable and responsible tourism practices. For example, the "Green Key Global" program, a leading international eco-certification for hotels and resorts, has certified over 1,200 properties in Canada for their commitment to environmental sustainability and social responsibility. Similarly, the "Adventure Travel Conservation Fund," a global nonprofit organization, works with adventure tourism operators in Canada and around the world to support conservation and community development projects in the destinations where they operate.

As Canada's adventure tourism industry continues to grow and evolve, it will be increasingly important for all stakeholders – including governments, tourism businesses, indigenous communities, and travelers themselves – to prioritize sustainability, responsibility, and ethical practices. By working together to balance economic growth with environmental and social responsibility, Canada can ensure that its adventure tourism industry remains a vital and vibrant part of its economy and culture for generations to come, while also serving as a model for sustainable tourism development around the world.

However, achieving this vision will require ongoing investment, collaboration, and innovation across the tourism sector and beyond. Some of the key challenges and opportunities facing Canada's adventure tourism industry in the years ahead include:

1. Adapting to the impacts of climate change: As global temperatures continue to rise and weather patterns become more extreme and unpredictable, Canada's wilderness areas and outdoor recreation industries will face increasing risks and challenges. Developing strategies to mitigate and adapt to these impacts, such as investing in resilient infrastructure, diversifying tourism offerings, and promoting low-carbon transportation options, will be critical to the long-term sustainability of the industry.

2. Balancing tourism growth with ecological and cultural preservation: As more and more travelers seek out authentic and immersive experiences in Canada's wilderness areas and indigenous communities, it will be important to ensure that tourism development does not come at the expense of the very natural and cultural assets that attract visitors in the first place. This will require careful planning, zoning, and management of tourism activities, as well as ongoing monitoring and evaluation of their impacts.

3. Engaging and empowering local communities: Adventure tourism can be a powerful tool for economic development and cultural preservation in rural and remote communities, but only if local people are actively involved in and benefiting from the industry. Supporting local entrepreneurship, skills training, and capacity building, as well as ensuring that tourism revenues are equitably distributed and reinvested in community priorities, will be key to creating a more inclusive and sustainable adventure tourism sector.

4. Promoting education and awareness: Educating travelers about the importance of responsible and sustainable tourism practices, as well as the unique cultural and ecological values of the destinations they visit, can help to build a more informed and engaged clientele for adventure tourism in Canada. This can be achieved through a variety of means, such as interpretive programs, visitor centers, and online resources, as well as through the active promotion of eco-certification and other sustainability standards.

5. Embracing innovation and technology: From virtual and augmented reality experiences to big data analytics and artificial intelligence, new technologies are transforming the way that adventure tourism is developed, marketed, and delivered. Embracing these innovations and leveraging their potential to enhance visitor experiences, improve operational efficiency, and support sustainable practices will be critical to staying competitive in an increasingly digital and connected world.

As Canada looks to the future of its adventure tourism industry, it will be important to keep these challenges and opportunities in mind, and to work collaboratively and proactively to address them. By doing so, the country can not only maintain its position as a global leader in adventure tourism, but also set a new standard for sustainable, responsible, and inclusive tourism development that benefits both visitors and local communities alike.

Questions:

1. According to the passage, which of the following countries is NOT mentioned as a key source market for Canada's tourism industry?
A. United States
B. China
C. United Kingdom
D. Japan
E. France

2. The passage suggests that the development of adventure tourism in Canada has been particularly significant in which of the following regions?
A. Western Canada and the Atlantic provinces
B. Central Canada and the Arctic territories
C. The Prairie provinces and the Great Lakes region
D. The St. Lawrence River Valley and the Maritimes
E. The Pacific Northwest and the Yukon Territory

3. According to the passage, which of the following national parks is located in the heart of the Canadian Rockies and attracts over 4 million visitors annually?
A. Jasper National Park
B. Yoho National Park
C. Banff National Park
D. Kootenay National Park
E. Waterton Lakes National Park

4. The passage mentions the "Canadian Experiences Fund" as an example of a government initiative aimed at promoting sustainable tourism practices. According to the passage, how much money has been invested in this fund?
A. $22.1 million
B. $25.2 million
C. $48.5 million
D. $58.5 million
E. $75.0 million

5. According to the Adventure Travel Trade Association (ATTA), by what percentage has the market value of adventure tourism in Canada grown over the past decade?
A. 10%
B. 25%
C. 40%
D. 50%
E. 60%

6. The passage suggests that the rapid growth of adventure tourism in Canada has raised concerns about its environmental and social impacts, particularly in which of the following areas?
A. Urban centers and major transportation hubs
B. Coastal regions and marine protected areas
C. Agricultural lands and rural communities
D. Ecologically sensitive areas and indigenous communities
E. Industrial sites and resource extraction zones

7. According to the passage, which of the following is NOT mentioned as a key challenge or opportunity facing Canada's adventure tourism industry in the years ahead?
A. Adapting to the impacts of climate change
B. Balancing tourism growth with ecological and cultural preservation
C. Engaging and empowering local communities
D. Promoting education and awareness among travelers
E. Developing new adventure tourism destinations and products

8. The passage mentions the "Aboriginal Tourism Association of British Columbia" as an example of an organization that works to promote and develop indigenous tourism experiences. According to the passage, which of the following is a primary goal of this organization?
A. To showcase the province's rich cultural heritage
B. To support environmental sustainability and conservation efforts
C. To generate economic benefits for local communities
D. To attract international visitors and boost tourism revenues
E. To develop new adventure tourism products and experiences

9. The passage suggests that achieving a sustainable and responsible adventure tourism industry in Canada will require ongoing investment, collaboration, and innovation across the tourism sector and beyond. Which of the following is NOT mentioned as a key strategy for achieving this vision?
A. Investing in resilient infrastructure and low-carbon transportation options
B. Ensuring that tourism revenues are equitably distributed and reinvested in community priorities
C. Educating travelers about responsible and sustainable tourism practices
D. Embracing new technologies and digital innovations to enhance visitor experiences and support sustainable practices
E. Focusing on high-volume, mass-market tourism development to maximize economic benefits

10. The author's tone throughout the passage can best be described as:
A. Critical and pessimistic
B. Neutral and objective
C. Enthusiastic and optimistic
D. Cautionary and concerned
E. Analytical and balanced

答案
解释:文章提到加拿大旅游业的主要客源国包括美国、中国、英国、法国、德国、澳大利亚和墨西哥,但没有提到日本。
答案:A
解释:文章重点讨论了加拿大西部(不列颠哥伦比亚省和阿尔伯塔省)和大西洋沿岸省份在冒险旅游业发展方面的重要性。
答案:C
解释:文章明确提到班夫国家公园位于加拿大落基山脉的心脏地带,每年吸引超过400万游客。
答案: D
解释:文章提到加拿大政府在2019年启动了一项名为"加拿大体验基金"的5850万加元投资计划,用于支持可持续旅游业的发展。
答案: D
解释:根据冒险旅游贸易协会(ATTA)的报告,加拿大冒险旅游市场的价值在过去十年中增长了50%以上。
答案: D
解释:文章指出,加拿大冒险旅游业的快速发展引发了人们对其在生态敏感地区和原住民社区的环境和社会影响的担忧。
答案:E
解释:文章讨论了加拿大冒险旅游业未来面临的几个主要挑战和机遇,但没有提到开发新的冒险旅游目的地和产品。
答案:A
解释:文章提到不列颠哥伦比亚省原住民旅游协会致力于推广和发展展示该省丰富文化遗产的原住民旅游体验。
答案:E
解释:文章讨论了实现加拿大可持续和负责任的冒险旅游业所需的几项关键策略,但没有提到专注于大规模、大众市场的旅游开发以实现经济效益最大化。
答案:E
解释:作者在整篇文章中采取了分析和平衡的语气,讨论了加拿大冒险旅游业的机遇和挑战,并提出了实现可持续发展的策略。

jeilham

000000000000000000000000

Julius_Ao

1 B
2 C

momomo219

rc: 第一段先讲传统观点：firm size影响innovation，后来引入一个alternative view：firms' willingness to cannibalize their own investments.
第二段：large firms innovate more “intensively” than small firms do引入第三段 其实作用mixed
第三段：各种size firmin their ability to produce radical innovations
第四段：Willingness to cannibalize is critical的原因以及长期来看innovation是好的，以及firm如何能提高willingness to innovate
第五段：a firm’s willingness to cannibalize is a vital factor that drives managerial support for radical innovation
答案：ddaccbdbd

J1cheng

感谢

Christalpan770

Mark一下！               

615我的分

D176
CR
1、C
2、D

Ninian

Day 176
1. C
2. D
RC
1. E
2. B
3. C
4. A 正确答案C

文章没提market share和profitability - - 不要自己联想，客观根据原文选择

C. 现 temporary decline in performance 再 accelerated growth and innovation = 先负面影响再正面影响（文：radical product innovations do have the potential to render existing products obsolete –再-- innovation）

5. D

同上，文章没提strategic orientation和competitive positioning – 只说了大中小公司的优劣势。选错说明读文章精确度不够。

问题：影响公司去自我调节的意愿的因素说：这些因素是由公司各个管理层和员工所塑造的。

a firm’s willingness to cannibalize is a vital factor that drives managerial support for radical innovation

6. B
7. D
8. B
9. D

Alexandra-GMAT

Mark一下！               

anonysakura

看一下！