As their overseas operations have increased in importance, companies have felt the
need to:
A. eliminate the international division.
B. establish worldwide organizations based on product, function, region, or customer
classes at the top level.
C. lower production costs by setting up in-bond plants.
D. two of the above.
E. all of A, B, and C.
The Right Stuff model of global leadership development:
A. focuses on the needs of the firm and develops managers who bring some of the right
stuff with them.
B. suggests that global leaders are born, not made.
C. looks to universities to train in global leadership.
D. relies on in-house candidates for global leadership positions.
E. assumes that the firm can provide what the global leadership candidate requires.
The international environment is the interactions between:
A. the domestic environmental forces and the foreign environmental forces.
B. the domestic controllable forces and the domestic uncontrollable forces.
C. the foreign environmental forces of two countries when an affiliate in one country
does business in another country.
D. two of the above.
E. all of A, B, and C.
Which of the following elements are included in Porter’s Diamond Model of national
advantage?
A. Competitive conditions
B. Export conditions