Question 1

Which of the following is a key idea regarding the reciprocal relationship between strategies and structures within MNEs?

Accepted Answer

A) The fit between strategies and structures is crucial. 
B) The relationship is typically one way. 
C)  Strategies and structures are static. 
D)  A good strategy cancels the effect of a bad structure. 
A) The fit between strategies and structures is crucial. 
B) The relationship is typically one way. 
C)  Strategies and structures are static. 
D)  A good strategy cancels the effect of a bad structure. A

Question 2

The "not invented here" syndrome causes managers to accept ideas invented elsewhere.

Accepted Answer

A) True 
 B)False  False

Question 3

Many MNEs have phased out the international division structure.

Accepted Answer

A) True 
 B)False  True

Question 4

Because consumer tastes around the world are converging, product differentiation will soon be unnecessary.

Accepted Answer

A) True 
 B)False

Question 5

Which of the following is NOT true in regard to institution-based considerations?

Accepted Answer

A) Externally, MNEs are subject to the formal institutional frameworks erected by various home- and host-country governments. 
B) Host-country governments often encourage, or coerce MNEs into undertaking certain activities. 
C)  To staff the position of the head of a subsidiary, MNEs, in the absence of formal regulations, essentially have only one choice: to use a home-country national as the head of a subsidiary. 
D)  Formal organizational charts do not necessarily reveal the informal rules of the game, such as organizational norms, values, and networks. 
A) Externally, MNEs are subject to the formal institutional frameworks erected by various home- and host-country governments. 
B) Host-country governments often encourage, or coerce MNEs into undertaking certain activities. 
C)  To staff the position of the head of a subsidiary, MNEs, in the absence of formal regulations, essentially have only one choice: to use a home-country national as the head of a subsidiary. 
D)  Formal organizational charts do not necessarily reveal the informal rules of the game, such as organizational norms, values, and networks.

Question 6

Which of the following is TRUE of globalized R&D?

Accepted Answer

A) For large firms, there are actually diminishing returns for R&D. 
B) One way to access such a high technology and research-rich cluster is to avoid FDI. 
C)  R&D work performed by different locations and teams around the world virtually guarantees failure. 
D)  Global virtual teams, which do not meet face to face, may overcome communication and relationship barriers. 
A) For large firms, there are actually diminishing returns for R&D. 
B) One way to access such a high technology and research-rich cluster is to avoid FDI. 
C)  R&D work performed by different locations and teams around the world virtually guarantees failure. 
D)  Global virtual teams, which do not meet face to face, may overcome communication and relationship barriers.

Question 7

The acquisition and transfer of tacit knowledge requires hands-on practice.

Accepted Answer

A) True 
 B)False

Question 8

The Porter five forces are not helpful in understanding MNE structure.

Accepted Answer

A) True 
 B)False

Question 9

Global virtual teams must overcome communication and relationship barriers in order to be effective.

Accepted Answer

A) True 
 B)False

Question 10

A main advantage of a global standardization strategy is that it:

Accepted Answer

A) ​Leverages low-cost advantages. 
B) ​Maximizes local responsiveness. 
C)  ​Provides for significant local autonomy. 
D)  ​Engages in global learning and diffusion of innovations. 
A) ​Leverages low-cost advantages. 
B) ​Maximizes local responsiveness. 
C)  ​Provides for significant local autonomy. 
D)  ​Engages in global learning and diffusion of innovations.

Question 11

MNEs often must rely on a great deal of informal integrating mechanisms.

Accepted Answer

A) True 
 B)False

Question 12

Open innovation, although it accelerates internal innovation, tends to get out of control and is more of a detriment than a benefit.

Accepted Answer

A) True 
 B)False

Question 13

Which of the following is NOT true of the global matrix structure?

Accepted Answer

A) It is often used to alleviate the disadvantages associated with the geographic area structure. 
B) It is often used to alleviate the disadvantages associated with the global product division structures. 
C)  It is often used for sharing and coordinating responsibilities between product divisions and geographic areas. 
D)  This structure benefits front-line managers who now have only one boss - either a country manager or a product division manager. 
A) It is often used to alleviate the disadvantages associated with the geographic area structure. 
B) It is often used to alleviate the disadvantages associated with the global product division structures. 
C)  It is often used for sharing and coordinating responsibilities between product divisions and geographic areas. 
D)  This structure benefits front-line managers who now have only one boss - either a country manager or a product division manager.

Question 14

European MNE's are more likely than Japanese MNE to appoint host-country or third country nationals as head of a foreign subsidiary.

Accepted Answer

A) True 
 B)False

Question 15

Which of the following statements about GE (opening case) and its knowledge management is true?

Accepted Answer

A) ​Interdependence is low. 
B) ​An integrated network of subsidiaries is slowly being replaced by a top-down hierarchy. 
C)  ​Each subsidiary not only develops locally relevant knowledge but also aspires to contribute knowledge to benefit the MNE as a whole. 
D)  ​Knowledge and people typically flow from headquarters to subsidiaries. 
A) ​Interdependence is low. 
B) ​An integrated network of subsidiaries is slowly being replaced by a top-down hierarchy. 
C)  ​Each subsidiary not only develops locally relevant knowledge but also aspires to contribute knowledge to benefit the MNE as a whole. 
D)  ​Knowledge and people typically flow from headquarters to subsidiaries.

Question 16

How is social capital used in knowledge management?

Accepted Answer

​Knowledge management is best facilitate

Question 17

For most MNEs, from a resource-based view tacit knowledge is:

Accepted Answer

A) ​Strategically less important than explicit knowledge. 
B) ​Central to the informal relationships of the firm. 
C)  ​Easily captured, stored, and transmitted. 
D)  ​Seldom transferred through hands-on practice. 
A) ​Strategically less important than explicit knowledge. 
B) ​Central to the informal relationships of the firm. 
C)  ​Easily captured, stored, and transmitted. 
D)  ​Seldom transferred through hands-on practice.

Question 18

Of the four types of multinational enterprises, home replication experiences the most limited flow of knowledge.

Accepted Answer

A) True 
 B)False

Question 19

For most MNEs, their stakeholders do not react well to a top echelon of company officials coming almost entirely from one nationality.

Accepted Answer

A) True 
 B)False

Question 20

For MNEs pursuing a home-replication strategy, knowledge management:

Accepted Answer

A) ​Is characterized by a great deal of dependence among subsidiaries. 
B) Develops mostly at the subsidiary level and flows upward to headquarters.​ 
C)  ​Occurs in a one-way flow from center to subsidiaries. 
D)  ​None of the above. 
A) ​Is characterized by a great deal of dependence among subsidiaries. 
B) Develops mostly at the subsidiary level and flows upward to headquarters.​ 
C)  ​Occurs in a one-way flow from center to subsidiaries. 
D)  ​None of the above.

Which of the following is a key idea regarding the reciprocal relationship between strategies and structures within MNEs?

The "not invented here" syndrome causes managers to accept ideas invented elsewhere.

Many MNEs have phased out the international division structure.

Because consumer tastes around the world are converging, product differentiation will soon be unnecessary.

Which of the following is NOT true in regard to institution-based considerations?

Which of the following is TRUE of globalized R&D?

The acquisition and transfer of tacit knowledge requires hands-on practice.

The Porter five forces are not helpful in understanding MNE structure.

Global virtual teams must overcome communication and relationship barriers in order to be effective.

A main advantage of a global standardization strategy is that it:

MNEs often must rely on a great deal of informal integrating mechanisms.

Open innovation, although it accelerates internal innovation, tends to get out of control and is more of a detriment than a benefit.

Which of the following is NOT true of the global matrix structure?

European MNE's are more likely than Japanese MNE to appoint host-country or third country nationals as head of a foreign subsidiary.

Which of the following statements about GE (opening case) and its knowledge management is true?

How is social capital used in knowledge management?

For most MNEs, from a resource-based view tacit knowledge is:

Of the four types of multinational enterprises, home replication experiences the most limited flow of knowledge.

For most MNEs, their stakeholders do not react well to a top echelon of company officials coming almost entirely from one nationality.

For MNEs pursuing a home-replication strategy, knowledge management:

Strategizing Around the Globe

Managing Industry Competition

Leveraging Resources and Capabilities

Emphasizing Institutions, Cultures, and Ethics

Growing and Internationalizingthe Entrepreneurial Firm

Entering Foreign Markets

Making Strategic Alliancee and Networks Work

Managing Global Competitive Dynamics

Diversifying, Acquiring, and Restructuring

Governing the Corporation Around the World

Strategizing With Corporate Social Responsibility

Filters

Exam 10: Strategizing, Structuring, and Learningaround the World

Which of the following is a key idea regarding the reciprocal relationship between strategies and structures within MNEs?

The "not invented here" syndrome causes managers to accept ideas invented elsewhere.

Many MNEs have phased out the international division structure.

Because consumer tastes around the world are converging, product differentiation will soon be unnecessary.

Which of the following is NOT true in regard to institution-based considerations?

Which of the following is TRUE of globalized R&D?

The acquisition and transfer of tacit knowledge requires hands-on practice.

The Porter five forces are not helpful in understanding MNE structure.

Global virtual teams must overcome communication and relationship barriers in order to be effective.

A main advantage of a global standardization strategy is that it:

MNEs often must rely on a great deal of informal integrating mechanisms.

Open innovation, although it accelerates internal innovation, tends to get out of control and is more of a detriment than a benefit.

Which of the following is NOT true of the global matrix structure?

European MNE's are more likely than Japanese MNE to appoint host-country or third country nationals as head of a foreign subsidiary.

Which of the following statements about GE (opening case) and its knowledge management is true?

How is social capital used in knowledge management?

For most MNEs, from a resource-based view tacit knowledge is:

Of the four types of multinational enterprises, home replication experiences the most limited flow of knowledge.

For most MNEs, their stakeholders do not react well to a top echelon of company officials coming almost entirely from one nationality.

For MNEs pursuing a home-replication strategy, knowledge management:

Strategizing Around the Globe

Managing Industry Competition

Leveraging Resources and Capabilities

Emphasizing Institutions, Cultures, and Ethics

Growing and Internationalizingthe Entrepreneurial Firm

Entering Foreign Markets

Making Strategic Alliancee and Networks Work

Managing Global Competitive Dynamics

Diversifying, Acquiring, and Restructuring

Governing the Corporation Around the World

Strategizing With Corporate Social Responsibility

Filters