1) in the globalized economy, the knowledge and management resources required for
the firm to succeed are no longer concentrated in a single region but are distributed
around the world.
2) under protectionism, public opinion is rallied in favor of national goals and against
foreign influences.
3) many multinationals, in particular “chains,” wish to train their local managers and
workers to bridge the divide between the firm’s successful corporate culture and
practices, and the local culture and work practices.
4) during exchange of task-related information, mexicans tend to be direct and avoid
engaging in lengthy, evasive conversation.
5) e-commerce enablers help small and medium-sized companies to go global without
the internal capabilities to carry out global e-commerce functions.
6) the sales, debts, and resources of some of the largest multinational firms exceed the
gross national product, the public and private debt, and the resources, respectively, of
some nations.
7) the global functional structure typical of the transnational company creates a
complex coordination and control system, as it attempts to combine the capabilities and
resources of a multinational corporation.
8) the participative leader is one who delegates decision making and encourages
subordinates to take responsibility.
9) intel’s “platformisation” refers to customizing a range of chips in a combination
suitable for a particular target market, as a response for the increasing need for speedy
adaptation to the market.
10) inpatriate managers can facilitate multicultural management teams in global
organizations.
11) small firms typically start their international involvement by establishing
international divisions.
12) it is impossible for small businesses, such as those with fewer than 500 workers, to
do business overseas.
13) knowledge transfer is optimized when career opportunities provided by the
organization are congruent with repatriate career goals and aspirations.
14) the process by which a firm’s managers evaluate the future prospects of the firm and
decide on appropriate strategies to achieve long-term objectives is called strategic
planning.
15) globalization of competitors is one of the proactive reasons that prompt a company
to operate overseas.
16) the degree to which headquarters’ practices and goals are transferable most likely
depends on whether ________.
a) top managers are from the head office, the host country, or a third country
b) the organization is product- or service-oriented
c) financial performance reports show a positive trend in growth over the past several
years
d) the production system is standardized
17) which of the following refers to a problem that firms with structurally sophisticated
global networks are most likely to face?
a) environmental volatility
b) competition from domestic firms
c) low cost savings
d) import tariffs
18) centralized global product responsibility implies that ________.
a) a single manager at the headquarters is responsible for a specific product around the
world
b) a single manager is responsible for a specific product locally
c) a group of managers at the headquarters jointly shares product responsibility
d) product responsibility rests with subsidiary managers
19) which of the following is a business benefit from corporate social responsibility?
a) revenue decreases
b) cost increases
c) increase in brand value
d) risk assessment
20) in which of the following staffing approaches, are the best managers recruited from
within or outside of the company, regardless of nationality?
a) geocentric staffing approach
b) global staffing approach
c) ethnocentric staffing approach
d) polycentric staffing approach
21) which of the following represents the expectations, norms, and goals held in
common by members of a specific company or group?
a) cultural variable
b) societal culture
c) organizational culture
d) organizational system
22) which of the following is not one of the typical characteristics of a successful leader
with a global mindset?
a) high flexibility
b) personal autonomy
c) emotional resilience
d) low cultural quotient
23) with the geographic structure, the focus is on ________, since products can be
adapted to local requirements.
a) marketing
b) innovation
c) divesting
d) importing
24) for global corporations, the primary impact of political risks is likely to be on the
firm’s ________.
a) ownership and control
b) hiring and recruiting policies
c) transfers of money or products
d) managerial strategy and policy-making
25) which of the following methods is used by many firms to reduce the overall costs of
expatriate assignments?
a) extending the expatriate’s tour
b) encouraging expatriates to visit their home country frequently
c) standardizing global compensation
d) implementing global benefits policies
26) ________ are managers with global experience who are transferred to the
organization’s headquarters country, so their overseas business and cultural experience
and contacts can facilitate interactions among the country’s far-flung operations.
a) inpatriates
b) third-country nationals
c) host-country nationals
d) repatriates
27) a(n) ________ policy is likely to be used where a company notes the inadequacy of
local managerial skills and determines a high need to maintain close communication
and coordination with headquarters.
a) global
b) regiocentric
c) polycentric
d) ethnocentric
28) according to hofstede, the extent to which subordinates accept a hierarchical system
in a company is known as ________.
a) uncertainty avoidance
b) power distance
c) individualism
d) masculinity
29) which of the following types of alliances can be formed between a company and a
foreign government?
a) international joint venture
b) equity strategic alliance
c) non-equity strategic alliance
d) global strategic alliance
30) what is projective cognitive similarity? how do successful negotiators avoid
projective cognitive similarity?
31) define labor relations. what are the three main dimensions of the labor-management
relationship that a global manager needs to consider?
32) in the mexican culture, family and relationships are highly valued. how does this
cultural norm affect work and business in mexico?
33) why should a company seek a global alliance over other forms of market entry?
34) define the concept of proxemics and provide examples of how proxemics differ
between the cultures of asia, germany, the united states, and france.
35) what is environmental scanning? what areas are most commonly focused in
environmental scanning?
36) describe the process of decision making that is common in japanese companies.
37) what is paralanguage? how is an international manager’s ability to interpret
paralanguage essential to cross-cultural business communication?